Bexhill to Hastings Link Road

Project Execution Plan

Issue no

Approved by project manager

date Approved by project sponsor

date Date of next review

1 Gareth Davies 3/2/2010 Andy Robertson 4/2/2010 August 2010

2 Sarah Lade 30/08/11 Andy Robertson 31/08/11 March 2012

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Contents

Supporting documents 3

1 Introduction 4

2 Governance 4

3 Organisation 5

4 Description of the project 5

5 ESCC tasks 6

6 health and safety 8

7 Project environmental management 8

8 Performance requirements 8

9 Project programme 9

10 Checking and approval 9

11 Project review 9

12 Quality management 9

13 Project records 9

14 Project close out 9

15 Benefits realisation plan 10

Appendices

A Project Board roles and responsibilities 11

B Organograms

B1 Phase 1 12

B2 Phase 2 15

C Roles and responsibilities of ESCC, MM and HV staff 16

D Skills matrix 19

E ECI Project Board terms of reference 20

F Cost saving note pro forma 24

G Section 106 Undertakings 26

H 4PS Gateway Review 27

I Independent Peer Review 30

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Supporting documents

Document File name directory

ECI contract

MSBC submission for provisional funding

..\..\Major Scheme Business Case\May 2009 Submission

Letter from DfT re programme entry funding

..\..\BHLR Funding\091009 - Official level Letter - to East Sussex CC - Re-Confirmation of Programme Entry - Award Letter (Final Version)).doc

MSBC submission for final funding

..\..\Major Scheme Business Case\May 2009 Submission

Project Board minutes ..\..\Project Boards

ECI Project Board minutes ..\..\Project Board ECI contract

Scheme directory ..\..\..\ECI Contract\Scheme directory 06.10.09.xls

Risk register ..\..\..\ECI Contract\Risk Register\Master Risk Register rev11.xls

Communications and stakeholder engagement strategy

..\..\Publicity\Communications Strategy BHLR issue 2.doc

Stakeholder database ..\..\Stakeholders\stakeholders.xls

Planning permission – conditions ..\..\..\ECI Contract\Planning Conditions

Section 106 undertakings ..\..\..\ECI Contract\Planning Conditions\s106.pdf

CDM F10 ..\..\..\ECI Contract\Health & Safety\F10\BHLR F10 20090921.pdf

Environmental reviews and surveys

..\..\Planning Application\Environmental Statement

Project Programme ..\..\..\ECI Contract\Programming\Construction Programme

As built records for H&S

Benefits realisation plan ..\..\Major Scheme Business Case\Jan 10 Submission

4ps review information ..\..\4ps

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Introduction

The Bexhill to Hastings link road (BHLR) is a vital part of wider plans to regenerate the area. It will open up access to land in North East Bexhill for new housing and for business developments, bringing more employment opportunities, and improve lives for people living on or using the A259. The total cost for the road is has been estimated at £95.5m, and the Department for Transport has provisionally agreed funding of approximately £80m.

The road is a project of East Sussex County Council’s (ESCC) Economy, Transport and Environment (ETE) Department. Mott MacDonald (MM) are the Council’s employer’s agent, Hochtief Vinci (HV) are a joint venture who have won the contract under Early Contractor Involvement for the design and construction of the scheme, and Jacobs are sub-contractors of HV for design and site support.

ESCC entered into a contract with HV based on NEC3 option C on 5 June 2009.

The planning application for the road was considered in December 2008. The Secretary of State decided not to call the application in and, subject to various conditions, planning permission for the road was granted in July 2009. Compulsory Purchase Orders have already been issued and in November 2009 a Public Inquiry took place into the compulsory purchase of land. A decision from the Secretaries of State is expected in spring 2012.

The programme entry Major Scheme Business Case (MSBC) was submitted in May 2009 and awarded by letter from the Department for Transport in October 2009.

Following the government’s Comprehensive Spending review in October 2010, the scheme has been placed in the Development Pool, and will be submitting a Best and Final Bid for funding on 9 September 2011.

The government’s provisional decision on funding is expected by Christmas 2011, with Final Funding Approval following the CPO decision in spring 2012.

If these decisions are favourable then preliminary work will start on site in summer 2012, main construction will begin in early 2013, and the road will open to traffic at the end of 2014.

Governance

The BHLR Project Board is accountable for the success of the project. They support and assist the project sponsor to collectively monitor and control the project’s overall progress, act as a quality assurance mechanism for its deliverables, and an escalation (and resolution) route for any risks and issues. The members of the Project Board have appropriate authority to make decisions and are able to authorise the use of resources to resolve matters escalated to them. The Project Board meets monthly and all meetings are minuted. The roles and responsibilities of the Project Board are at Appendix A.

The Project Sponsor has delegated powers to ‘sign off’ on behalf of the Project Board for all financial and project approvals as detailed in the County Council’s Scheme of Delegations to Officers.

The Project Manager has responsibility for day-to-day control of the project and has

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the authority to make decisions in line with policies agreed by the Project Board and for spending within approved budgets. Where unforeseen issues or costs arise, the Project Manager discusses it in the first instance with the Project Sponsor, who will either approve appropriate action or refer to the Project Board for views and/or approval. Project Board approval can be given at a regular, scheduled meeting; or at a specially convened meeting; or by email. Decisions requiring authorisation by the County Council are referred to the Cabinet or Lead Member for Economy, Transport and Environment as appropriate.

Additional scrutiny is provided at meetings between representatives from the Project Board and the Director of Corporate Resources.

Formal reports to the Council’s Cabinet are presented when additional authorisation is required from the Council. Additionally the Director of E,T&E meets with the Lead Cabinet Member for E,T&E on a routine basis to brief him on current issues and developments.

Organisation

Project organisation for Bexhill Hastings Link Road is shown at Appendix B1 for Phase 1 and Appendix B2 for Phase 2. These organograms show the relationships between teams and personnel in ESCC, MM, HV and Jacobs. The roles and responsibilities and skills of ESCC, MM and HV staff are detailed in Appendix C. A skills matrix is in Appendix D. Contact details for all staff are in the scheme directory.

An ECI Contract Project Board, which meets quarterly, has been established to support the Project Sponsor in the executive control of projects, by providing stakeholder and technical input to decisions affecting the scheme. Ultimate authority and accountability rests with the Project Sponsor. Terms of reference are detailed in appendix E and meetings are minuted.

The Project Manager meets separately with both the Project Sponsor and the Contractor’s Project Manager to discuss progress and issues. Staff from ESCC, MM and HV meet monthly to discuss progress and team issues.

Description of the project

The Bexhill to Hastings Link Road is a single carriageway road of 5.6kms from north east Bexhill to the western approaches of Hastings, between the A259 in Bexhill and the B2092 Queensway in Hastings. It will link the outskirts of Bexhill and Hastings, providing access to areas that have been identified for regeneration in north east Bexhill, in addition to easing congestion and improving air quality on the A259. The first 1.5km section of the road follows the route of the abandoned Crowhurst, Sidley & Bexhill Branch Railway passing through the built up area of Bexhill. This section of road will be constructed to a standard single two lane, urban carriageway standard. The remaining length of the road continues through open countryside passing around the northern side of the Combe Haven Site of Special Scientific Interest (SSSI) and the southern edge of the Marline Valley Woods SSSI. This section will be designed to a wide single two lane rural carriageway standard. A climbing lane will also be provided towards the eastern end of the new road from where it crosses the Hastings to London railway line to join B2092 Queensway just north of its existing junction with

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Crowhurst Road.

Two new signalled controlled junctions will be needed at the A259 Belle Hill crossroads and the B2092 Queensway. Each junction will incorporate bus priority measures to facilitate bus movements.

The BHLR will be part of a “green” access corridor between Bexhill and Hastings and would be accompanied by a Greenway to facilitate activities such as cycling, walking and horse riding. The Greenway has been designed to current standards making provision for disabled access.

As well as the work associated directly with designing and building the road, the project involves: consultation and communication with the public and stakeholders; gaining planning permission and meeting conditions; negotiations with landowners and Compulsory Purchase Orders (and a consequent Public Inquiry); bids for funding; and maintenance and aftercare.

5 ESCC Tasks

The ESCC project team will undertake various tasks in accordance with established guidance and procedures. These include:

5.1 Project management

The project is managed in line with the Council’s Project Management Toolkit, based on PRINCE 2 principles. The toolkit standardises ESCC’s approach to managing projects, sets out key responsibilities, provides practical guidance and includes templates and checklists for use through the process. The toolkit is on the Council’s intranet.

5.2 Contract Management

Contract management procedures (change control, Project Manager’s instructions, requests for information etc) are detailed in the contract documents.

5.3 Risk Management

The role of risk manager has been apportioned and a project risk register has been developed and is regularly reviewed and updated. This identifies risks to the project, including health and safety, cost, programme delays etc. It details consequences, mitigation actions, ownership, impact and probability. This is regularly reviewed by the Project Board.

5.4 Administration

All project files are stored electronically on a shared network, with appropriate access rights for team members.

5.5 Finance

Budgets are regularly reviewed and updated and the Project Board receive regular updates. Progress against the agreed programme and both actual and forecast spend against the agreed budget profile are reported monthly by the Contractor to the ESCC Project Manager, who in turn reports to the Project Sponsor. Other

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components of the budget are also monitored and reported.

5.6 Invoices and payments

All invoices and payments are managed in line with ESCC financial procedures using ESCC’s SAP system.

5.7 Value engineering

Value engineering has been applied to all tasks through a combination of partnering workshops, early contractor involvement and peer review. When considering value engineering the cost saving opportunities considered as a minimum: planning constraints; programme implications; buildability; quality; and health and safety.

The Project Manager / Cost Consultant logged all VE items on cost saving notes. A pro forma is at Appendix F.

5.8 Communications and stakeholder engagement

A separate communications and stakeholder engagement strategy has been developed in line with the Council’s protocols and guidelines and has been agreed by the Project Board.

A comprehensive list of stakeholders has been developed, including, their importance to the project, contact details, and methods and records of contact.

Communications with key stakeholders are summarised in the MSBC and BAFB submissions.

5.9 Network Rail

ESCC are required to enter into a 2 party overbridge agreement to cover works relating to design, construction and maintenance of a bridge over the mainline railway. A copy will be stored on the shared network. ESCC will require HV to arrange possessions, obtain design approvals etc on their behalf.

5.10 Compulsory Purchase Orders (CPOs) and land acq uisition

All negotiations, land acquisitions and CPOs are dealt with in line with legislation. government guidance, and the Council’s policies and procedures.

5.11 Planning conditions

The planning permission was granted subject to various conditions and informatives. The Planning Development Control team is responsible advising on these issues and ensuring that appropriate schemes come forward to meet the requirements and conditions within specified timescales. The responsibility for signing these off lies with the Head of Planning.

5.12 Undertakings under Section 106 agreement

ESCC entered into a Section 106 agreement of the Town and Country Planning Act 1990 with Hastings Borough and Rother District Councils which includes various undertakings. Lead officers for each undertaking are shown in Appendix G.

With respect to the complementary measures, the BHLR Project Manager shall provide the preliminary design to enable Infrastructure Delivery to prepare the

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Complementary Highways Improvement Plan. Regular meetings are to be held between the Infrastructure Delivery Team Manager and the BHLR Project Team.

7.Health and Safety

6.1 Safety in Design legislation

The Construction (Design and Management) Regulations 2007 CDM (L144) apply to this project. HV has been appointed as CDM co-ordinator by the client. Confirmation of the appointment is recorded in the signed agreement. The Health and Safety Executive has been notified using form F10.

6.1.1 Statutory appointments – design stage

A CDM coordinator has been appointed who will advise the project team and coordinate the application of the CDM regulations and management of records required for this project and its individual tasks. Liaison between the CDM co-ordinator and the design team will be recorded. In particular he will advise ESCC as to their responsibilities as client under CDM. Pre-Construction Information has been prepared in accordance with the regulations.

6.1.2 Statutory appointments – construction stage

HV has been appointed as Principal Contractor by East Sussex County Council.

6.2 Risk assessments and safe working instructions

A health and safety risk assessment for work stations, environment and fire measures has been completed for the ESCC offices at County Hall in Lewes.

Survey and site visits will be required prior to construction. The ESCC team uses risk assessments and safe working instructions developed by the Highway Design team. All team members have read and signed off the procedure.

HV will be responsible for risk assessments on site once construction has started.

Project Environmental Management

Project environment reviews and surveys have been completed and the findings have been recorded in the planning application.

Works onsite will require environmental licences and consents which will be the responsibility of HV to obtain. HV will manage the interface with the statutory environmental bodies.

Performance requirements

Design and performance criteria along with the relevant design codes, standards and regulations to be complied with are given in the Works Information of the contract documentation.

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Project Programme

The Contractor produces and manages an overall programme prepared in accordance with the Works Information.

The programme is reviewed and updated on a regular basis with the programmer Project Manager and the Contractor. The updated programme will be re-issued accordingly.

Checking and approval

ESCC is responsible for technical approval of the design.

All checking and approvals will be undertaken in accordance with Jacobs Design Quality Plan and HV IMS Plan.

Assurance

Gateway Review

Following an application for a Gateway review, a Stage 3 (Investment Decision) review was undertaken by 4Ps 27/28 April 2009.

The review report was issued on 12 May 2009, with a Delivery Confidence Assessment of ‘Amber’ (Successful delivery appears feasible but significant issues already exist that require management attention. These appear resolvable at this stage and if addressed promptly, should not present a cost/schedule overrun).

The review team reported that proposals for the BHLR had made significant progress over the previous six months with the appointment of the project sponsor, project manager and team. They acknowledged that the BHLR and its objectives had wide ranging support and considered that the procurement had been well executed with a good market response.

Areas of concern were noted as:

Clarity of roles and accountabilities in governance

Adequate and appropriate skills and competencies

Confidence of viability and deliverability from the major funder (DfT)

Stakeholder management and communications execution

A total of 11 recommendations were made by the review team. A description of these, their severity and the ESCC proposals for addressing the recommendations is given in Appendix H.

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Independent Peer Review

ESCC have undertaken an internal independent peer review of the recommendations made by 4Ps and the actions that have resulted. The review has concluded that all of the recommendations have been addressed satisfactorily by the project team and has also made some helpful suggestions for future improvements over and above the recommendations of 4Ps.

A copy of the review has been included at Appendix I.

Quality management

ESCC requires the contractor to comply with the requirements of ISO 9001: 2000 and ISO 14001: 2004.

Project records

Records of all work are to be retained by the contractor and be available for the Employer to access for a period of 12 years after the end of the contract, in accordance with the Works Information section 4.20

As-built records of the constructed project shall be held in the Health and Safety File, a hard copy archived in accordance with the Employers requirements and a soft copy will be stored. The Health and Safety File will be maintained in accordance with the CDM ACOP.

Project close out

Testing and Commissioning

Testing and Commissioning will be carried out in accordance with the Works Information clause 4.19

Completion and Handover

Completion and handover will be undertaken in accordance with the Works Information requirements in clause 4.20

Benefits realisation plan

The benefits realisation plan has been developed to measure the success or otherwise of the scheme.

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Appendix A

Project Board

Roles & Responsibilities

The Project Board is accountable for the success of the project. They support and assist the project sponsor to collectively monitor and control a project’s overall progress, act as a quality assurance mechanism for its deliverables, and an escalation (and resolution) route for any risks and issues. The members of the Project Board have appropriate authority to make decisions and are able to authorise the use of resources to resolve matters escalated to them.

Andy Robertson Project Sponsor and Assistant Director - Environment in the

Economy, Transport &Environment Department. He is in a senior position within the County Council and supports (and is seen to support) the aim of a project. This sponsorship legitimises the work of the project. The Project Sponsor is the person who has overall responsibility for the project and is accountable for its success. The Project Sponsor focuses on realisation of the business and service benefits that the project provides and has visible commitment and authority, with enough seniority to influence and engage with stakeholders and ensure that adequate funds and resources are committed to the project.

Rupert Clubb Director of Economy, Transport & Environment Department. He has overall responsibility for the delivery and actions of the E,T&E Department as a whole. He chairs the Project Board and is responsible for communicating progress to senior colleagues and Councillors. He has weekly meetings with his fellow Chief Officers and fortnightly meetings with the Lead Member for E, T&E.

Mo Hemsley Assistant Director – Resources. As well as being responsible for the Resources Division, which includes financial monitoring, she is the direct link to the County Council’s Corporate finance team and the ‘County Treasurer’.

Karl Taylor Assistant Director – Operations. He is responsible for the teams who will be maintaining and operating the BHLR.

Kieran McNamara Assistant Director – Economy He is responsible for the economic development & skills and infrastructure development (strategic and transport planning) teams amongst others and plays a key role in driving our response to the needs of the economy within the authority and with wider stakeholder and partners. He also has lead responsibility for our engagement with the South East Local Enterprise Partnership.

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Amanda Walker Deputy Director of Finance, Corporate Resources Directorate

She complements the technical, management, and strategic departmental-led direction of the project by:

• offering a perspective one removed from the day to day detail of the BHLR project business;

• gleaning insight into the key funding stages and how these align with corporate capital funding priorities; and

• assisting in researching shadow/alternative financing.

Additional scrutiny is provided at meetings between representatives from the Project Board and Sean Nolan, the Director of Corporate Resources (the County Treasurer and Section 151 Officer).

AUTHORITY OF THE PROJECT BOARD WITHIN THE COUNCIL Rupert Clubb as Director of the Economy, Transport and Environment (E, T&E) Department has powers delegated to him from the Council as detailed in the Constitution’s Scheme of Delegations to Officers. His general powers of delegation are as described below.

Formal reports to the Council’s Cabinet are presented when additional authorisation is required from the Council. Examples of this are: • Cabinet Report of 25 September 2008 to provide the Cabinet with an update on the

delivery of the scheme and outline options to maintain the delivery programme. • Cabinet Report of 16 December 2008 on the Compulsory Purchase of Land and

Buildings for the proposed Bexhill to Hastings Link Road. • Cabinet Report of 26 July 2011 to update Cabinet on work to secure funding for the

BHLR and seek delegated authority to develop and submit a revised bid to DfT. Additionally the Director of E, T&E meets with the Lead Member for E, T&E on a routine

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basis to brief him on current issues and developments.

ESCALATION AND RESOLUTION OF RISK AND OTHER ISSUES

The Project Manager has responsibility for day-to-day control of the project and has the authority to make decisions in line with policies agreed by the Project Board and for spending within approved budgets. Where unforeseen issues or costs arise, the Project Manager discusses (either at their regular fortnightly meeting or on an ad hoc basis) in the first instance with the Project Sponsor, who will either approve appropriate action or refer to the Project Board for views and/or approval. Project Board approval can be given at a regular, scheduled meeting; or at a specially convened meeting; or by email. Decisions requiring authorisation by the County Council are referred to the Cabinet or Lead Member as appropriate.

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RELATIONSHIP INTERFACES DIAGRAM

BHLR PROJECT BOARD CHIEF OFFICERS MANAGEMENT

TEAM

EAST SUSSEX COUNTY COUNCIL CABINET

Councillor Peter Jones (Leader of the County Council and Chairman of Cabinet (Strategic Management and Economic Development))

Councillor Colin Belsey (Lead Member for Children and Families)

Councillor Nick Bennett (Lead Member for Learning and School Effectiveness)

Councillor Bill Bentley (Lead Member for Adult Social Care)

Councillor David Elkin (Lead Member for Children's and Adults' Services, other members responsible for specific portfolios)

Councillor Tony Freebody (Lead Member for Community Services)

Councillor Keith Glazier (Deputy Leader and Vice-Chairman of Cabinet (Community and Resources))

Councillor Carl Maynard (Lead Member for Economy, Transport and Environment)

Becky Shaw (Chief Executive) Sean Nolan (Director of Corporate Resources) Simon Hughes (Assistant Chief Executive - Governance and Community Services) Rupert Clubb (Director of Economy, Transport and Environment) Matt Dunkley (Director of Children's Services) Keith Hinkley (Director of Adult Social Care) Dr Diana Grice (Director of Public Health).

Rupert Clubb Mo Hemsley Andy Robertson Karl Taylor Kieran McNamara Amanda Walker

BHLR PROJECT

MANAGER & TEAM

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Appendix B1

Contractors Project ManagerDerek Childs

Health & Safety AdvisorSid Sharpe

CDM CoordinatorJohn Scholey

Public Relations Manager

Matt Orchard

Senior PlannerRobin Sheppard

Commercial Manager

Colin Penrose

Construction Manager & Deputy Project Manager

Richard Hogg

Design ManagerRob Davenport

ESCC Project BoardRupert Clubb (Director)

Andy Robertson (AD, Policy)Mo Hemsley (AD, Resources)Karl Taylor (AD, Operations)

Kieran McNamara (AD, Economy & Community Services)Amanda Walker (Deputy Director of Finance)

Contractors Project Director

Phil Bailey

PHASE 1 DELIVERY TEAM

ESTIMATING

RISK MANAGEMENT

SUPPLY CHAIN

COST CONTROL

CONSTRUCTION

Works ManagerGraham Timms

Structures AgentPaul Morgan

Roadworks Agent

John Hood

PLANNING & TEMPORARY

WORKS

DESIGN

GeotechnicalJonathan Gammon

Structures

Tim Nicholson

HighwaysGraham Bamber

DrainageTony Norgate

Environmental Coordination

Andrew Brookes

ENVIRONMENTAL MANAGEMENT

Environmental Specialists

Environmental Engineer

Derek Walter

ESCC Project ManagementGareth Davies (Project Manager)

Sarah Lade (Project Engineer)Paul Smart (Project Engineer)

Mary Glaisher (Stakeholder Manager)

KNOWLEDGE TRANSFER & COLLABORATIVE WORKING

Quality ManagerNidhal Latif

QUALITY ASSURANCE

DOCUMENT CONTROL

ESCC Head of ServiceClient Manager

HoS – Economic Development, Skills & Infrastructure

Economic Development & Skills – Shelagh Powell (ESCC)Infrastructure & Development – Jon Wheeler (ESCC)

Infrastructure Delivery – Mark Valleley (ESCC)

REGENERATION Subgroup

Gareth DaviesShelagh Powell

Paul Adams (Seaspace)Martin Shenfield (Motts)

LANDS/CPO/SRO SubgroupZoe Tweed (ESCC)Gareth Davies (PM)

Sarah Lade (PE) Lorraine Theobald (ESCC – Estates)Derry Mockett (Land Agent – BNPP)Jennifer Cox (Land Agent – BNPP)

Andrew Samuel (Surveyor – Samuel & Son)

CONTRACT MANAGEMENT Subgroup

Gareth Davies (PM)Robin Hayler (ESCC Procurement)

Paul Smart (Risk Manager / PE)Martin Price (Supervisor – Motts)Trevor Ashall (Cost Consultant –

Motts)Derek Middle (ESCC Bridge

Engineer)

FINANCE Subgroup Sue Short (ESCC)

Mo HemsleyPaul Smart

LEGAL Subgroup Andy Robertson (ESCC Lead)

Gareth Davies (PM)Sarah Lade (PE)

Philip Baker (ESCC – Legal)James Good (BLP)Sarah Beattie (BLP)

Charlotte Barker (BLP)

PSF Mott MacDonald - Employers Agent

Gareth Davies (PM) Design and Procurement StrategyJustin Barnett Project Coordinator Malcolm Gordon Business Case

Martin Price ECIIan Johnston Transport

Natalie Gordon TransportGiles Hewson Landscape & Ecology Peter Phipps Ground Investigation

Matthew O’Brien Air QualityTom Streather Social and Community

Bexhill to Hastings Link Road - Project Organogram Phase 1

SITE CONSTRUCTION MANAGEMENT SubgroupSee Phase 2 Organogram

East Sussex CC Members

ESCC Project SponsorAndy Robertson

ECI Contract Project Board Andy Robertson (AD, Policy - ESCC)Karl Taylor (AD, Operations - ESCC)

Richard Chinn (Director - Mott MacDonald)Phil Bailey (Director - Hochtief Vinci)

David Fairman (Design Director - Jacobs)

Hochtief VinciJoint Venture Board

Nick DainesIan ClarkePhil Bailey

Clive Stentiford

ESCC Project ManagerGareth Davies

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Appendix B2

Contractors Project ManagerDerek Childs

CDM CoordinatorJohn Scholey

ESCC Project BoardRupert Clubb (Director)

Andy Robertson (AD, Policy)Mo Hemsley (AD, Resources)Karl Taylor (AD, Operations)

Kieran McNamara (AD, Economy & Community Services)Amanda Walker (Deputy Director of Finance)

Contractors Project Director

Phil Bailey

PHASE 2 DELIVERY TEAM

ESCC Project ManagementGareth Davies (Project Manager)

Sarah Lade (Project Engineer)Paul Smart (Project Engineer)

ESCC Head of ServiceClient Manager

HoS – Economic Development, Skills & Infrastructure

Economic Development & Skills – Shelagh Powell (ESCC)Infrastructure & Development – Jon Wheeler (ESCC)

Infrastructure Delivery – Mark Valleley (ESCC)

Bexhill to Hastings Link Road - Project Organogram Phase 2

East Sussex CC Members

Hochtief VinciJoint Venture Board

Nick DainesIan ClarkePhil Bailey

Clive Stentiford

Commercial Manager

Colin PenroseOffice Manager

Planning Manager

Robin Sheppard

Roadworks AgentJohn Hood

Structures AgentPaul Morgan

Works ManagerGraham Timms

Sub-agent Roadworks

Sub-agent Drainage

Sub-agent Structures

Section Engineers

Section Engineers

Section Engineers

Quantity Surveying Site

Team

Secretary, Reception &

Clerical

Engineers Engineers Engineers

Design ManagerRob Davenport

Designer’sSite Team

Public Relations Matt Orchard

Sub-agent RailwayComplex

Section Engineer

Engineer

Crowhurst Railway Bridge Interface

ManagerEarthworks S/C

Surfacing S/C

Quality ManagerNidhal Latif

Foremen

Construction Manager

Richard Hogg

Environmental Coordinator

Andrew Brookes

Temporary Works

Coordinator

Environmental Engineer

Derek Walter

Health & Safety Advisor

SITE CONSTRUCTION MANAGEMENT Subgroup

Gareth Davies (PM)Paul Smart (Risk Manager / PE)

Sarah Lade (PE)Martin Price (Supervisor – Motts)Trevor Ashall (Cost Consultant –

Motts)Project Administrator

ESCC Project SponsorAndy Robertson

ECI Contract Project Board Andy Robertson (AD, Policy - ESCC)Karl Taylor (AD, Operations - ESCC)

Richard Chinn (Director - Mott MacDonald)Phil Bailey (Director - Hochtief Vinci)

David Fairman (Design Director - Jacobs)

ESCC Project ManagerGareth Davies

TECHNICAL SUPPORT – Mott MacDonald

Highways - Martin PriceEnvironment - Giles HewsonGeotechnics – Peter Phipps

Structures – Mike MoreyOrders Specialist – Graham Groom

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Appendix C Roles and responsibilities East Sussex County Council

Gareth Davies, ESCC Project Manager • overall project management of ECI contract • project management of MSBC submission • reporting progress to project board and ECI contract board • effective leadership and communication • advise and support team to resolve issues on sound technical grounds • ensure resources are used effectively and efficiently to meet targets • liaise with Infrastructure Delivery re complementary measures

Paul Smart, Project Engineer • management of project support framework and joint venture contract • financial reporting and management • health and safety champion • contract management and tendering • adherence to ESCC procedures • input into technical and financial review of contractor submissions • input into MSBC • liaison with HA • risk management

Sarah Lade, Scheme Development Manager • project management of Best and Final Bid process • feedback from the Public Inquiry and management of continuing statutory

processes • agreements and negotiations to secure land including management of

BNPParibas • accommodation works • future land management plans • input into development of the MSBC • work on the open space on London Road • liaison with Rother DC • monitoring of discharge of ESCC planning conditions

Mary Glaisher, Stakeholder Manager • develop and deliver the communications and stakeholder involvement strategy • provide regular communication updates to the project board • maintain stakeholder databases • liaise with corporate and departmental communications staff • management of communicating with the public • maintenance of correspondence database • recording and tracking correspondence

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Mott Macdonald

Martin Price, Employer’s Agent • Co-ordinating the technical review of the Contractors submissions on behalf of

ESCC.

Trevor Ashall, Cost Consultant • Negotiating the contractor’s target costs on behalf of ESCC • Reviewing contractor’s invoices

Hochtief Vinci

Derek Childs, Project Manager Overall responsibility for all contractor aspects of the project including:- • Design (in particular earthworks, ground treatment, drainage and pavement) • Environmental mitigation • Construction • Programming • Planning consent conditions • Preparation of the Total of the Prices • Risk management • Contractual matters, including suppliers • Joint Venture and personnel issues

Richard Hogg, Construction Manager and Deputy Proje ct Manager Leading during Phase 1 on:- • Structures and related matters (eg Network Rail) • Temporary works • Statutory Undertakings • Integrated Management System

And during Phase 2 on:- • All construction related issues Robin Sheppard, Planning Manager Responsible for the preparation, monitoring and modification of all programmes including those for:- • Design of the works • Environmental mitigation • Planning consent discharge • Construction and aftercare

Colin Penrose, Commercial Manager Responsible for all commercial issues including:- • Preparation and processing of the Contractor’s payment applications • Preparation and processing of supplier’s payments

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Appendix D Skills Matrix v2 (Jan 2010)

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Ris

k m

anag

emen

t

Further Training Requirements

Project Management

Project Sponsor C K C C C C K C K C K K K C K

Andy Robertson K CDM training and risk briefing

Project Manager C C C C C C C C C C C K K C K C C

Gareth Davies K

Design

Project Engineer C C C C K C C C C C K C C

Paul Smart K K K K K risk management

Sarah Lade K K K K K risk management

Employer's Agent C C C C C C C C C K C C

Martin Price C K

Property Advisor C C C C

Zoe Tweed

Cost Consultant C C C C C K K C C C C

Trevor Ashall

Stakeholder Manager C C C C

Mary Glaisher C project management, CSCS

Structures Advisor C C C C C

Derek Middle

Construction

Supervisor C C C C C C C C K C C C C C C

TBA

ESSC Site Engineer (+finance) C C C C C C C C C K K K C C C K C

Paul Smart K K risk management

Site Engineer C C C C C C C C C K K K C C C K C

Sarah Lade K K K risk management

QS C C C C C K K C C C K

Trevor Ashall CSCS Card

Assistant QS C K K C C

TBA

Key C competent in skill

K knowledge relevant to skill

Skills exceed requirements of role

skills match requirements of role

not fully competent in skill

lacking in skill

20

Appendix E

ECI Contract Project Board

Terms of Reference Purpose The purpose of the ECI Contract Project Board is to support the Project Sponsor in the executive control of projects, by providing stakeholder and technical input to decisions affecting the scheme. Ultimate authority and accountability rests with the Project Sponsor. The main objectives of the ECI Contract Project Board are to:

1. To secure a working relationship between all those involved in meeting or contributing to the Employer’s objectives.

2. To provide leadership, commitment and motivation for a successful public/private

partnership. 3. To create and maintain a partnering process and team culture.

4. To achieve mutually beneficial outcomes for the Parties.

5. To ensure that all decisions support best value for the taxpayer, and

6. To give strategic direction to the management of the contract and to ensure that the

wider, cross cutting and longer term issues are properly considered. Membership Name Title Organisation Andy Robertson Project Sponsor, AD Policy ESCC Karl Taylor AD operations ESCC Richard Chinn Divisional Director Mott MacDonald Phil Bailey Construction Director Hochtief Vinci JV David Fairman Director of Operations Jacobs Other Attendees Name Title Organisation Gareth Davies Project Manager ESCC Derek Childs Project Manager Hochtief Vinci JV

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Role of the ECI Contract Project Board

• To facilitate the achievement of the overall objectives referred to above. • To reduce bureaucracy and duplication of effort and enhance efficiency and economy.

• To set optimum targets for year-on-year improvements, and

• To work with the Scheme Main Project Board in receiving and providing information.

Terms of Reference The ECI Contract Project Board is responsible for providing the Project Sponsor with the information and guidance required to discharge executive control of the project. The Project Sponsor is accountable to the Scheme Main Project Board for the delivery of the project. All major decisions and investment proposals are to be referred, as appropriate, to DfT and Ministers. Subject to any financial or contractual limits of delegation disclosed by one Party to the other Party, the ECI Project Board may discuss any matter of relevance to this contract, and duties performed in connection with this contract, any other relevant contract or other works being carried out or planned to be carried out in the relevant area network.

Specific examples of matters that are within the remit of the ECI Contract Project Board are as follows:

Contract Documentation • Considering and subsequently recommending changes to this contract and

considering any implications (financial or otherwise) which flow from such changes. Budget/Investment Issues

• Considering and providing recommendations on budget issues and risk. • Considering the programme for the contract and agreeing recommendations

regarding the implementation of schemes.

• Taking an overview of spending levels on different activities and providing recommendations on the same.

Key Performance Indicators

• Monitor the use of Key Performance Indicators and the level of achievement against

targets set. • Taking benchmarking advice from other contracts and establishing future targets.

• Considering all issues connected with continuous improvement.

22

Supply Chain management • Considering proposals to make best use of supply chain management techniques.

Innovation • Considering all issues relating to innovation and agreeing proposals regarding the

implementation and monitoring of any innovation.

Conduct of business

• The Project Sponsor shall determine the timing of ECI Contract Project Board meetings. As a minimum, meetings shall be held quarterly.

• The agenda at each meeting of the ECI Contract Project Board shall be agreed by

members who will be present at the ECI Contract Project Board meeting.

• The Project Manager shall submit a progress report to the ECI Contract Project Board in a form agreed by the Project Sponsor.

• All reports to be tabled at the meeting will be circulated to all members of the ECI Contract

Project Board at least 3 days before the meeting date.

• The Project Sponsor will arrange the ECI Contract Project Board and ensure the minutes of the meeting are recorded, including actions and decisions. The ECI Contract Project Board will nominate an owner and a resolution date for all actions. The ECI Contract Project Board will review progress against the recorded actions in future meetings.

• The actions recorded and decisions made by the Project Board represent the full authority

of the Project Sponsor.

• Members will be expected to send substitutes when absent. The presence of any additional attendees will be at the agreement of the Chair.

• The ECI Project Sponsor may nominate a delegate to chair the meeting at his/her

discretion. The delegate will represent the ECI Project Sponsor in any decisions made by the ECI Contract Project Board. The Project Sponsor is fully accountable for the decisions made by the nominated delegate.

• All ECI Contract Project Board members (or their nominated delegates) are required to

attend for the ECI Contract Project Board to be quorate.

• The ECI Contract Project Board operates by consensus.

• The ECI Contract Project Board may set up working groups, sub-groups, or special interest groups as it agrees.

• All members of the Project Board shall act in a spirit of mutual trust and co-operation when

dealing with matters within the remit of the ECI Contract Project Board.

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Appendix F

Cost saving note pro forma

Bexhill to Hastings Link Road

Cost Saving Proposal No H.2 Rev 2

Title:

Decision Required Proposal Consequences Cost Saving

Third Party Approvals

Residual Risk

Risk Allocation

Additional Information Recommendation to include in Total of Prices ESCC (Project Manager)

Name:

Signature:

Date:

Approval to include in Total of Prices ESCC (Project Director)

Name:

Signature:

Date:

24

Appendix G

Section 106 undertakings Ref Title Summary of requirements Lead officer Date due 3.1 Construction environmental

management plan See Schedule 2. Develop CEMP to include a strategy to assess climate change impact and mitigation in relation to carbon emissions and submit to head of planning

Contractor Agreed in writing by head of planning before commencement of development

Implement Contractor From date of approval CO2 emissions To report CO2 emissions to Head of Planning BHLR project manager With one month of completion

of construction Any net increase in CO2 after mitigation to

become a commitment to be catered for in ESCC climate change strategy

Head of Service Environment

Method of incorporation into climate change strategy reported to Head of Planning

Head of Service Environment

Within one year of CO2 emissions report submission

3.2 Operational Environmental

Management plan See Schedule 3. Develop OEMP to include a strategy to assess climate change impact and mitigation and submit to head of planning

Head of Service Environment

Agreed in writing by head of planning prior to opening the road

Implement Head of Service Environment

From date of approval

CO2 emissions Annual report to head of planning on CO2 emissions

Head of Service Environment

First within 15 months of opening then annually

Any net increase in CO2 to become a continuing commitment in the ESCC climate change strategy

Head of Service Environment

Method of incorporation of CO2 into ESCC climate change strategy reported to Head of Planning

Head of Service Environment

One year after opening and annually for five years

3.3 Complementary Highways

Improvement plan Prepare CHIP and submit to head of planning Infrastructure Delivery

Team Manager Agreed in writing by head of planning before commencement

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of development Implement in accordance with timescales set

out Infrastructure Delivery Team Manager

From date of approval

3.4 Compensatory habitat scheme Prepare CHS and submit to head of planning Contractor Prior to commencement of

development Implement Contractor From date of approval 3.5 Adams Barn farm Prepare and submit to head of planning

detailed elevation and reconstruction plans Contractor Approved in writing by head of

planning as soon as reasonably practicable and prior to dismantling

Relocate barn Contractor As soon as practicable following issuing of approval and prior to opening of BHLR.

3.6 Monitoring Pay monitoring contribution to head of planning

(£96,595 at July 09 – index linked) BHLR project manager Prior to commencement of

development Implement the monitoring scheme Head of Planning 4.4 Duties of head of planning Supply copies of the above plans to RDC and

HBC Head of Planning Upon approval

Report progress on compliance annually, and on request, to RDC and HBC

Head of Planning Annually or on request until obligations have been fully implemented and / or monitoring contribution has been spent

Repay any unused monitoring contribution to general ESCC funds

Head of Planning 7th anniversary of opening of BHLR

NB head of Planning is ESCC Head of Planning

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APPENDIX H

Gateway Review 3 Recommendations and Draft Action P lan

Ref. No.

Recommendation Critical/

Essential/ Recommended

ESCC Action Plan

1. The project should carry out a stakeholder analysis and develop a stakeholder management plan and actively implement its contents.

Critical – within the next month

A stakeholder Manager was recruited in June 2009 to develop and implement the communications and stakeholder engagement strategy and plan, which is regularly updated (last update Dec 2009). A cross-council workshop was held in September 09 to identify key stakeholders and their interest in and importance to the project. A stakeholder database has been developed to include contact details and method, frequency and records of contact. Meetings have been held or are planned with key organisations on an ongoing basis.

2. The project should revisit the draft communications plan to include a comprehensive communications strategy and plans going forward from the present time.

Critical – within the next month

See above. The strategy and plan is updated regularly and approved by the project board every six months. The project board is updated on communications at each meeting. Main actions since the review have included issuing 2 newsletters, email updates, press releases and attendance at events and meetings.

3. The project should ensure that the revised MSBC meets or exceeds DfT requirements to reduce any risk of not achieving the revised Programme Entry approval prior to the critical date of 21 July 2009.

Critical – before MSBC

submission

MSBC submitted in May 2009 and Programme Entry approval given by DfT in October 2009. Updated submission for Full Approval to be submitted to DfT in February 2010. Informal discussions are ongoing regarding the full approval submission.

4. The project should prepare clear terms of reference for governance bodies and working groups as well as identify clear accountabilities and deliverables

Essential – within next 6

weeks

Roles and responsibilities for the Project Board and its members were agreed at the July 09 Project Board meeting. Terms of Reference for the ECI Project Board were agreed in Dec 09. Organograms have been drawn up for Phase 1 (pre construction) and Phase 2 (construction) stages.

5. The project manager should prepare a detailed project execution plan to define the roles of those involved, what they will do, and how it will be done.

Critical – before contract signature

Project Execution Plan will be provided to DfT alongside MSBC (full approval) submission. It includes information on processes and procedures, relationships and roles and responsibilities. The project interfaces are described and covers the Complementary Measures, Network Rail and the Highways Agency.

27

Ref. No.

Recommendation Critical/

Essential/ Recommended

ESCC Action Plan

6. The project manager should ensure that all

relevant project interfaces are included in

the project execution plan.

As for number 5

7. The project should commission an early audit of skills and competencies for all phases of the project and take steps to fill any gaps identified.

Essential – within next 3

months

A review has been undertaken. No gaps have been identified but the requirements will be reviewed regularly.

8. The project should review its risk management practices against best practice, including consideration of regular risk workshops and designation of a nominated person as “risk manager”.

Essential – within next 3

months

A risk management workshop was held with the contractor and comprehensive risk register has been developed. Risks are reviewed at Project Board meetings on a monthly basis. A dedicated Risk Manager has been appointed.

9. The Project Sponsor should review future resource and training requirements

Essential – by end of 2009

See 7 above. One training requirement identified. A training course on the management of contracts using the NEC Option C was arranged in September 2009 for the ESCC project team and the key contractor’s staff. The course was run by a MM in-house NEC specialist. Training and development needs are also reviewed and discussed in staff appraisals.

10. The Project Sponsor should consider and evaluate the financial advisory input to the project, with particular reference to the coverage provided by the current arrangements, and that there is sufficient independent assurance to support key financial decisions

Essential – (note this should

be before submission of

the MBSC however it is

recognised that this may not be possible due to the lack of time.

It should therefore be

carried out as a matter of priority

as soon as possible.

Having reviewed the financial advisory input it was concluded that the MM review of the ECI contractor’s costs provided sufficient coverage of the construction costs and that the ESCC internal financial reviews and reports were comprehensive. However the MM lead QS is working closely with the integrated team, visiting the office on a regular basis to ensure that there are no gaps in the overall coverage. We have commissioned an internal audit to ensure there are no gaps in the coverage provided by the current arrangements.

28

Error! Reference source not found.: Gateway Review 3 Recommendations and Draft Actio n Plan (cont)

Ref. No.

Recommendation Critical/

Essential/ Recommended

ESCC Action Plan

11. The Project Sponsor and Project Manager should review the key outputs/outcomes required from Mott MacDonald and other consultancy/advisory input and identify some key activities where they would wish to see (as an output from the Project) the transfer of skills and capacity to the in house team.

Recommended This is not seen as appropriate for ESCC. (Project board minutes 13 August 2009): ‘it was agreed that as the Council was unlikely to be doing any road-building projects of this scale in the near future, recommendation 11 is not essential. However, the skills that are being picked up by the Project Team in their work should be noted.’ However two actions have been taken: 1) MM were asked to carry out training on the NEC Option C (see above) 2) the MM Project Manager has been seconded into the ESCC project team at Lewes. He will manage the project for a period and assist ESCC staff. This will provide an opportunity for mentoring the ESCC staff involved with the project.

Critical (Do Now) – To increase the likelihood of a successful outcome it is of the greatest importance that the programme/project should take action immediately Essential (Do By) – To increase the likelihood of a successful outcome the programme/project should take action in the near future. Recommended – The programme/project should benefit from the uptake of this recommendation.

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APPENDIX I

INDEPENDENT PEER REVIEW ______________________________________________ From: Clare Dann On Behalf Of Richard Hemsley

Sent: 12 March 2010 12:10 To: Andy Robertson Subject: Bexhill Hastings Link Road 4P's Gateway Review Follow Up

Dear Andy Further to our discussion last week, and your email dated 5 March I have now completed my review. Please will you pass on my thanks to all those who have provided me with answers to my queries and supporting evidence. It is clear that the 4P's Gateway Review report and their recommendations have been carefully considered by you, as project sponsor, and by the BHLR project board. It is also clear that, against most recommendations, a lot has been achieved since the review was completed. In my view all of the key points have been largely or fully addressed. I have prepared a file of evidence to support this opinion and I will let you have that. Whilst I do have some comments against specific recommendations or related issues as set out below these do need to be seen in the context of the very positive improvements which have been made against the 4P's report recommendations. Where I have not made any comments I am satisfied that the recommendation is substantially or completely met: Rec 4 - Whilst the terms of reference and Governance arrangements for the main project board and ECI board are now clearly set out the roles of some of the sub-groups are less clear. Your email of 05 March clarifies this and perhaps a paragraph about each one of the current sub groups should accompany the organogram to clarify the diagram. Rec 5 - My comment here doesn't relate directly to the recommendation but is a lesson for the future. I note that the sponsors and board members' checklists, which are contained in the ESCC project management toolkit, have not been used in this project. If they had been used I think some of the improvements listed in the 4P's report would already have been identified by the Board. Rec 8 - Whilst I think that the 4P's concerns have now been met I still wonder whether the risk management can be further improved. I am not convinced that the existing approach of the Board considering risk and budget as one item is helpful, nor am I convinced that just looking at the top ten risks from the risk log is really focussing on the priorities. There is a danger of being overwhelmed by the number and complexity of risks and, as a result, missing a key risk event. When we met we discussed different approaches to this and the merits of the Board looking forward for, say the next 6-12 months at each of their meetings to identify key risk events and how they might be managed. This would be in addition to the risk manager's formal report (which might be based on risk movements rather than just the top ten). At present I'm not convinced that all the strategic and political risks will be captured and considered by the Board through the report of the Risk Manager/risk log simply because they are not known to him. Rec 10 - This recommendation has been met and I have also discussed with Phil Packham the likely financial support and assurance needs for the rest of the project. I understand that he will be reporting to you shortly on this. Please do let me know whether you have any further comments or indeed any queries on any of this. Best regards Richard