APM event sponsored by the Scotland Branch on 21 July 2022. Speakers: Rob Leech and Steven Jackson The Edinburgh Trams to Newhaven Project is a continuation of the existing Edinburgh Tramway Network, which runs from Edinburgh Airport to York Place. The continuation runs from York Place, down Leith Walk and then into Newhaven via Ocean Terminal. The statutory powers to support the construction were gained in 2006 under the Edinburgh Tram (Line 1) Act 2006, however the line was not completed. The project team, headed up by Hannah Ross of the City of Edinburgh Council (CEC), have managed the legacy elements of the phase 1a and are now well on with construction of the remaining element of Line 1. Overview of the event Construction methodology, planning and approach, managing stakeholders and their expectations and techniques and approach. Benefits of attending Experience of managing multiple stakeholders in a complex environment. Lessons learned from previous projects. Project governance and structure. Update of progress on the project. https://www.apm.org.uk/news/edinburgh-trams-to-newhaven-project/

1. Trams to Newhaven
Presentation to APM
1
21st July 2022

2. Turner & Townsend
25 July 2022
Turner & Townsend Confidential
1. Project overview & policy context
2. Timeline
3. Key strategic components for success
4. Stakeholder engagement and lessons learned
5. Setting up for success
6. Lessons before we started
7. Key considerations
8.Contract & construction methodology
9. Tram Infrastructure Clearance Zone
10.Contract Strategy
11.Summary of progress
12.Next Steps – Ready for Operations
Agenda

3. Turner & Townsend
25 July 2022
Turner & Townsend Confidential
Route Length 4.6km
Number of Stops 8 no.
Tram Journey Time from Airport to York Place 37 Minutes
York Place to Newhaven 17 Minutes
Forecast patronage 7m trips in opening year
Capital Cost (inc. Risk & Contingency) £207.3m
Opening Year 2023
Overview

4. Turner & Townsend
25 July 2022
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• Complying with all key strategic regional &
city wide plans
• Creating employment opportunities by
linking priority investment zones –
Connecting people with jobs
• Supporting the sustainable development of
housing for growing population
• Spatial strategy depends on high capacity
and high quality public transport
• Climate change and Net Zero 2030
Trams to Newhaven Policy Context

5. Turner & Townsend
25 July 2022
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2011
Tram Project Mediation
TIE Disbanded
Rescue Project Initiated
2014/2015
2017
2018
Airport to York Place Opens
Trams to Newhaven Outline
Business Case completed
2019
Spring 2023
Updated Outline Business
Case approved by Council
Procurement Process
commences
Line to Newhaven
complete and
operational
Final Business Case
approved by Council
Contracts awarded and ECI
commences
Main construction begins
Procurement of ISC and SPC
Contractors
Final Business Case
preparation
How did we arrive here…

6. Turner & Townsend
Strategic components for success
• There is no starter pistol and it is never too late to get it right
• Programme or project lifecycle is often fragmented and
requires constant review and change
• Provide clarity of vision and ensure this carries through into
measurable objectives
• Create an environment where people:
• Respect each other
• Feel safe
• Trust each other
• Understand the purpose and what they are trying to achieve
• Can inject energy and ideas
• Understand who is accountable and responsible
• Understand your stakeholder environment and plan your
engagement
• Develop your communications strategy early and implement it
– be realistic
• Build a team with capability and understand the teams
strengths and weaknesses from the top down
X

7. Turner & Townsend
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Keep Satisfied
High power/influence but
unlikely to be directly
affected by the
programme
Build Support
Manage Closely
Key players, high interest
and influence over the
programme
Full Involvement
Monitor
Not directly involved or
interested in the project
Build Awareness
Keep Informed
Major users likely to be
impacted on a day to day
basis
Build Participation
Power/Influence
Interest
The plan was built largely around the Scottish Government
‘National Standards for Community Engagement’
We identified and involved the people, organisations
and communities affected by the focus of the
engagement
Communication
We will
communicate in a
clear relevant &
regular way
Inclusion
We will identify &
involve all
affected by
engagement
Impact
We will
continually assess
the impact of the
engagement &
react accordingly
Methods
We will devise
methods of
engagement that
are fit for purpose Working
Together
We will work in
collaboration to
achieve aims of
the engagement
Support
We will identify
and overcome
barriers to
participation
Planning
Clear purpose for
engagement
based on needs
and ambitions
Stakeholder Engagement

8. Turner & Townsend
25 July 2022
Turner & Townsend Confidential
• Accept recurring themes and plan well:
• Noise, vibration, impact of parking and loading, money best spent elsewhere,
construction impacts, permanent impact on road network, active travel interface, land
acquisition
• Triage and resolution of key issues provides greater cost and time certainty and risk
allocation/responsibilities under contracts
• Understand and record commitments from the outset
• Good engagement brings all stakeholders on the decision making journey and helps
socialise the things you need to do
• Take a staged approach and communicate this from the outset – Feedback loops essential
• Communicate the boundaries early and provide the rationale for why those boundaries exist
• Stakeholders extend beyond the geographical boundary
• Consultation never ends and it’s everyone's responsibility
• Support for Business successful but needs to be a range of measures not just a compensation
scheme
• Understand business requirements early in the process
• Understand the bigger picture and ensure messaging around this is clear
Engagement Key Lessons

9. 25 July 2022
Turner & Townsend
Setting up for Success - Client Delivery Model
SRO
Project Board
APOG/ Elected
Members
Managed Delivery Unit (T&T)
Client Senior
Management
Team
CLT
Finance & Risk
Sub-group
City of Edinburgh Council

10. Turner & Townsend
25 July 2022
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Assurance Management
Client Senior Management Team
Technical
Working
Group
Networks
Manager
PT Manager
PT Team
Leader
Planning
Estates
Archaeologist
Active Travel
Waste
Services
Structures
Road Safety
Signals
Street
Lighting
Roads
Maintenance
Locality
Manager
Lothian Bus
Edinburgh
Tram
Active
Travel
Forum
Active Travel
Sustrans
Spokes
Living Streets
Edin Access
Panel
Transform
Scotland
TMRP
Networks
Manager
TRO Team
Localities
Signals
Roads
Maintenance
Lothian Bus
Edinburgh
Tram
Emergency
Services
Contractors
Air Quality
Team
Council Services Interface
Managed Delivery Unit
ISC SPC
SRO
Hannah Ross
Project Board
APOG/ Elected Members Finance & Risk Sub
Group
Communications
Manager
Chris Wilson
Project Director
Rob Leech
Deputy SRO/ Interface
Manager
Robert Armstrong
Project Accountant
Matt Jones
Estates Manager
Lesley Dryden
Project Legal Advisor
Keith Irwin
Assurance Manager
Sheena Smith
Operator
Colin Kerr

11. 25 July 2022
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Consideration for
supporting
businesses through
construction
required
One team approach
and driving
collaboration is key
to success
Stakeholder
engagement &
consultation early
in process and
define parameters
Cross industry
networks to ensure
best practice
Rigorous project
governance with
experience of
delivering light rail
projects
Consultation with
the market to road
test contract
strategy as it
developed
Expanded site to
provide maximum
flexibility during
construction
Only open up road
once – no double
dig
Use of industry
standard contracts
Lessons before we started

12. 25 July 2022
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Summary - Key Considerations
Systems Definition Systems Integration
Finance &
Procurement
Strategy
Below Ground
Obstructions &
Utilities
Design
Strategy
Client Requirements
Construction
Delivery Strategy
Depot & Fleet
Requirements
Stakeholder
Engagement
Powers and
Land
Governance and
Political Support
Modal Assessment

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Setting up for Success – Project Development
Benefits
■ Ensures best value
approach
■ Innovation from Supply
Chain (targeted ECI)
■ De-risked programme
■ Alignment of
programme, cost and
risk
■ Aligns with lessons
learned and assumed
outputs of Edinburgh
Tram Inquiry
■ Integrated organisation,
optimised for delivery
■ Clear definition of scope
to manage design
process and change
■ Client satisfaction
Requirements/
Scope Definition
•Assessment of
requirements
•Scope Delivery -
how
•Define Client
Requirements &
Level of
prescription/
control required
Contracting
Strategy
•Understanding
of key risks e.g.
utilities
•Market testing
to establish risk
appetite
•Contract
Strategy
meeting
project
objectives,
market
appetite and
best value
Design
Responsibility
•Clarify design
responsibility
•CEC hold
design
responsibility
where
approvals risk
are high e.g.
road layouts
Risk
Apportionment
• Risks that can be
quantified and
passed to control of
contractor
• Buy risk where
Council does not
have ability to
manage
• Client risks managed
through QRA
• Utilise standard NEC
risk apportionment
where possible
Construction
Delivery Strategy
•Traffic
Management
deployed in
large sections
•Continuous
Construction
Approach
•Utilise industry
standards
where possible
Governance &
Controls
•Governance &
Delegated
Authorities
through Project
Board
•Robust Risk,
Programme &
Change
Management
Business Case

14. Turner & Townsend
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Turner & Townsend Confidential
Contract and Construction Methodology
How do we determine the best way to deliver a project?
1. Experience – Draw on lessons learned and previous experience from Tram Phase 1 and other light rail
schemes across UK
2. Ask – Market Testing provides an insight from Contractors who can also draw on lessons learned and
previous experience
What did we know?
1. We could define the performance requirements of the main Infrastructure & Systems
2. We had a Project Philosophy in how we wanted to deliver the project (1-dig, large worksites)
3. We could not define the scope of the below ground works, including utility diversion, archaeology
protection, obstruction removal
4. The lack of scope definition for below ground works represented a major risk to the Council –
Cost and Delay – market testing demonstrated that this risk would either not be accepted by a single
contractor or the risk would be priced so high as to make the project unaffordable
What was the outcome?
Two clear phases of Construction works to deliver the project
1. Swept Path Contract (SPC) – Route Clearance contract to deliver a tram infrastructure clearance
zone (TICZ) free of any utilities, archaeology or other below ground conflicts
2. Infrastructure & Systems Contract (ISC)- Focussed solely on the construction of the tram
infrastructure

15. Turner & Townsend
25 July 2022
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Tram Infrastructure Clearance Zone (TICZ)
How does the construction
methodology overlap with the contract
strategy?
Methodology
1-Dig approach to the project:
• SPC scope defined by ISC design during Early Contractor
Involvement design stage (NEC4 Clause X22)
• ISC following directly behind completion of the SPC scope of
works
• No TICZ backfilling following site clearance works and
utility diversions
Phased worksite
• Large worksites to manage utility diversions
• Project phasing to allow suitable traffic management on the
route
• Worksites not opened until its preceding corresponding
worksite is fully complete, i.e. all works complete and site
opened back up to traffic

16. Turner & Townsend
25 July 2022
Turner & Townsend Confidential
Contract Strategy
How have we aligned the construction methodology with Contractor procurement?
Construction Methodology Contract Strategy
• Large phased worksites
• 1-dig project approach
• Develop route clearance parameters
• Coordinate swept path vs infrastructure design
NEC4
• Secondary Option Clause X22
• Early Contractor Involvement prescribed phase
commencement in the Contract documents
• Client Project Team managing both contractors
Swept Path Contract
• Undefined scope of works
• Unknown elements of works
• Council retained risk
• Project Management Control
NEC4 Option E
• Cost Reimbursable Contract
• Heavily controlled by client team
Infrastructure & Systems Contract
• Design and construction
• System Integration with existing line
• Testing & Commissioning
NEC4 Option C
• Target Cost with Activity Schedule
• Performance Specifications with elements of prescription
• Systems Subcontractor

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Setting up for Success – Contract Structure Output
Swept Path Contract
• Excavate TICZ to
accommodate tram
works
• Utility diversions
• Archaeological removals
• Clearance of OLE
foundations
Infrastructure &
Systems Contract
• Design and construction
of all tram works
including tram
communication and
control systems
• System Integration
• Testing & Commissioning
along with bringing into
service
Collaboration
 Delivery model
based on lessons
learned
 ECI adopted – 6
months with clear
and specific
deliverables
 Collaboration
built into
approach
 One team
approach – facing
into problems
together
 Leadership across
key partners to
ensure success

18. 25 July 2022
Turner & Townsend
Key Interfaces
• TMRP – emergency services and roads authority
• Utility Companies – Water, Gas, Power, Comms
• Edinburgh St James – major new development in city centre
• Docks Area Developments – various housing led developments along
tram route
• Council – roads, traffic signals, street lighting, structures, archaeology
• Planning authority
• Network Rail
• Forth Ports
• Active Travel/ Sustrans
• Community Councils

19. 25 July 2022
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Summary – Progress to date
Over 1400 utility
conflicts resolved
(100%)
450 archaeological
finds resolved
(including human
remains)
8,000m track
installed (90%)
4/8 tramstops
complete
207.3m budget
remains
Spring 2023 open
for revenue service
date remains
4,000m of
comms/power
ducting installed
1,600 early
warnings managed
2m person hours
worked
12,000 customer
enquiries resolved
OM2 (York Place
Tramstop) complete
6600 of 9000
activities completed

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Progress to date

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Progress to date – Summer 2022
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Constitution St – Archaeology

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Jane Street – Utility Challenges

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What Next – Framework for Testing & Commissioning
OM3
Early Stage Tram
Tests – gauge
test
OM4/5/6
Integration tests
with OCC
OM3b
Early Stage Tram
Tests – Full line
speed
OM7
Commissioning of
Signalised
Junctions
OM8
Performance
Tests
OM9
Open for
Revenue Service

25. 25 July 2022
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project name here
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Limited
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