APM webinar presented by Stephen Hall, David Brown, Ian Rowley and Craig Mitchell on 23 March 2021.
Repairing Cumbria Bridge-by-Bridge.
Home to the Lake District National Park with over 16 lakes, Cumbria is used to receiving its fair share of rainfall, but in December 2015 that all changed….. The name ‘Desmond’ will be forever etched on the residents of Cumbria. In 24hrs storm Desmond wreaked havoc across Cumbria releasing over 34cm of rain or 1.15trillion litres – a new highest ever record!
https://www.apm.org.uk/news/repairing-our-county-in-the-wake-of-storm-desmond-webinar-2/
https://youtu.be/RPai5Fd4ZdM
Funding our future community presentation 21012014 fina_lpptxmaitlandyoursay
The document summarizes a community presentation about revising Maitland City Council's Delivery Program. It outlines that a special rate variation is needed due to a projected $92 million funding shortfall. Community consultation showed support for maintaining services. The revised Delivery Program focuses on infrastructure like roads, footpaths, and sporting facilities. It was developed through extensive community and stakeholder engagement. The Operational Plan and budget for 2014-15 were incorporated to implement the Delivery Program.
Dominic McHale has over 20 years of experience in operations management roles at British Gas. He is currently the Regional Operations Manager for North England, North Wales, and Scotland, managing 140 employees and delivering annual carbon reductions of 400,000 tonnes. Prior to this role, he held several national leadership positions overseeing planning, installations, customer service strategies, and change management projects. McHale has a proven track record of delivering results, developing people, and strong safety performance. He has received outstanding performance reviews over the past five years.
The document summarizes the FutureFlow Alliance irrigation renewal project in Australia. The alliance involved several organizations working together to modernize the Goulburn Murray Irrigation District. Key achievements included lining 27 km of channels, installing 1700 automated gates, and completing all works on time and within budget. Central to the project's success was an extensive community consultation model that involved face-to-face meetings with over 2500 customers to address concerns and ensure high customer satisfaction throughout the renewal process.
1. The panel discussed opportunities for local Cornish suppliers through the Bloom procurement framework, which provides access to over £240 million in UK public sector contracts.
2. Evident Agency shared their experience winning a contract through Bloom to develop a digital tool for the Cornwall and Isles of Scilly Beacon Project, which aims to help businesses recruit and retain employees with disabilities or health conditions.
3. Suppliers learned about the accreditation process required to register with Bloom, how to prepare responsive proposals that clearly address evaluation criteria, and the role of Client Service Managers in managing the procurement process for opportunities.
The Conwy County Borough Council Modernisation Programme transformed the council into a more modern, efficient, and sustainable organization. Key elements of the programme included implementing agile "Workwise" working practices across the council, developing new office spaces, and improving digital services for customers. The programme delivered significant benefits such as over £1 million in annual revenue savings, cost avoidance of £8 million in repairs, and improved working conditions for staff. It also contributed to the local economy through jobs, apprenticeships, and spending in the town centre during construction. The programme was recognized for its strong internal management framework, development of staff skills, benefits to the community and staff, and investment in change management.
This paper will outline and showcase the success of local authorities across England that have used Salix Finance to enable energy efficiency projects and reduce energy bills and carbon emissions, through installing energy efficient street lights. It will look at the benefits that these projects bring to authorities and include case study examples of projects, as well as details for ongoing funding and how this can be accessed. A focus will be made on Kent County Council’s ongoing LED street lighting conversion, one of the largest programmes of its kind to date in the UK. The programme has been partly funded by Salix Finance. Key representatives from Kent will share technical and delivery lessons learnt from undertaking the programme.
By Hayley Veenhoven, Salix Finance and Sue Kinsella & Richard Emmett, Kent County Council
Reflections from an International Financial Management Professionalfmi_igf
Kevin Ross, Financial Reporting and Performance Manager for Infrastructure UK in the UK government, discussed the key issues and challenges facing government financial professionals from a UK central government perspective. The main challenge is to deliver public services with more for less funding while maintaining high quality. Financial officers play an important role in meeting this challenge through accountability and reporting. The future includes recruiting specialists with the right skills and embracing the digital vision as government services move online.
Funding our future community presentation 21012014 fina_lpptxmaitlandyoursay
The document summarizes a community presentation about revising Maitland City Council's Delivery Program. It outlines that a special rate variation is needed due to a projected $92 million funding shortfall. Community consultation showed support for maintaining services. The revised Delivery Program focuses on infrastructure like roads, footpaths, and sporting facilities. It was developed through extensive community and stakeholder engagement. The Operational Plan and budget for 2014-15 were incorporated to implement the Delivery Program.
Dominic McHale has over 20 years of experience in operations management roles at British Gas. He is currently the Regional Operations Manager for North England, North Wales, and Scotland, managing 140 employees and delivering annual carbon reductions of 400,000 tonnes. Prior to this role, he held several national leadership positions overseeing planning, installations, customer service strategies, and change management projects. McHale has a proven track record of delivering results, developing people, and strong safety performance. He has received outstanding performance reviews over the past five years.
The document summarizes the FutureFlow Alliance irrigation renewal project in Australia. The alliance involved several organizations working together to modernize the Goulburn Murray Irrigation District. Key achievements included lining 27 km of channels, installing 1700 automated gates, and completing all works on time and within budget. Central to the project's success was an extensive community consultation model that involved face-to-face meetings with over 2500 customers to address concerns and ensure high customer satisfaction throughout the renewal process.
1. The panel discussed opportunities for local Cornish suppliers through the Bloom procurement framework, which provides access to over £240 million in UK public sector contracts.
2. Evident Agency shared their experience winning a contract through Bloom to develop a digital tool for the Cornwall and Isles of Scilly Beacon Project, which aims to help businesses recruit and retain employees with disabilities or health conditions.
3. Suppliers learned about the accreditation process required to register with Bloom, how to prepare responsive proposals that clearly address evaluation criteria, and the role of Client Service Managers in managing the procurement process for opportunities.
The Conwy County Borough Council Modernisation Programme transformed the council into a more modern, efficient, and sustainable organization. Key elements of the programme included implementing agile "Workwise" working practices across the council, developing new office spaces, and improving digital services for customers. The programme delivered significant benefits such as over £1 million in annual revenue savings, cost avoidance of £8 million in repairs, and improved working conditions for staff. It also contributed to the local economy through jobs, apprenticeships, and spending in the town centre during construction. The programme was recognized for its strong internal management framework, development of staff skills, benefits to the community and staff, and investment in change management.
This paper will outline and showcase the success of local authorities across England that have used Salix Finance to enable energy efficiency projects and reduce energy bills and carbon emissions, through installing energy efficient street lights. It will look at the benefits that these projects bring to authorities and include case study examples of projects, as well as details for ongoing funding and how this can be accessed. A focus will be made on Kent County Council’s ongoing LED street lighting conversion, one of the largest programmes of its kind to date in the UK. The programme has been partly funded by Salix Finance. Key representatives from Kent will share technical and delivery lessons learnt from undertaking the programme.
By Hayley Veenhoven, Salix Finance and Sue Kinsella & Richard Emmett, Kent County Council
Reflections from an International Financial Management Professionalfmi_igf
Kevin Ross, Financial Reporting and Performance Manager for Infrastructure UK in the UK government, discussed the key issues and challenges facing government financial professionals from a UK central government perspective. The main challenge is to deliver public services with more for less funding while maintaining high quality. Financial officers play an important role in meeting this challenge through accountability and reporting. The future includes recruiting specialists with the right skills and embracing the digital vision as government services move online.
This document provides an update on the Essex permit scheme, which went live on March 16th, 2015. In the first week, over 2000 permits were processed, with 70% accepted, 8% superseded, and 22% refused. Reasons for refusals included incorrect location details and lack of information. Progress has been made in providing further training to ECC work promoters and improving communications between the permit team and highways. Looking ahead, the permit scheme aims to better protect assets, coordinate works, reduce congestion, and continue improving through cooperation.
The document discusses the "Save Water Campaign" launched by the Central Water Authority (CWA) in Mauritius to address water shortage issues, including planning the campaign through market research and budgeting, using various communication channels like social media, and evaluating the campaign through surveys and media analysis. The campaign aimed to raise awareness among different audiences like students and the public about the importance of saving water.
Objective: To share how to shift focus on some of the human and psychological aspects of change, to balance the usual concentration on process that helped to setup, build & lead the APM PMO of the Year 2020 from the Government of Montserrat.
This presentation covered the North London Heat and Power Project (NLHPP), which involves replacing an aging energy from waste plant in Edmonton, London. The summary is:
The NLHPP project team discussed (1) developing the project delivery approach on the constrained site while maintaining ongoing waste operations, (2) establishing a high-performing client team through skills, governance, and digital tools, and (3) planning to realize benefits by designing the future business and engaging staff during the transition. The replacement plant will process waste for seven north London boroughs and is a vital part of the local sustainable waste strategy.
Royal Mail is undergoing a major transformation to modernize its operations and ensure its long-term viability in a declining mail volume environment. The presentation outlines Royal Mail's modernization programs which include investing over £1 billion to automate mail processing, rationalize the mail center and distribution center networks, and introduce new delivery methods. The transformation is intended to reduce costs by over £0.9 billion annually while maintaining high quality service. While there have been successes in automation and network optimization, fully modernizing delivery operations remains a challenge. The transformation is supported by governance structures and over 1,000 change management professionals.
TNT and the UK Department for Work and Pensions (DWP) have collaborated to implement more sustainable and socially responsible practices. Through initiatives like optimizing delivery networks, implementing recycling programs, and engaging in charitable fundraising efforts, they have reduced environmental impacts while also improving employment and community outcomes. The organizations work closely together through a Strategic Supplier Relationship Management program to identify further opportunities for collaboration, communicate effectively, and deliver shared strategic objectives and value for both parties.
Delivering Sydney Light Rail - the traffic impactsJumpingJaq
This document discusses the delivery of Sydney Light Rail and managing traffic impacts during construction from 2016 to 2031. It notes that Sydney's population will grow by over 1 million people in the next 10 years, increasing trips to the city centre by 25%. A coordination office is managing multiple transportation projects and mitigation strategies like Travel Choices to encourage alternative transit and reducing peak car volumes by 5-15%. Operational improvements include contingency planning, enhanced monitoring, and tow-away zones to keep traffic moving during the large-scale CBD transformation projects.
The document summarizes the agenda and key discussion points from a meeting of the East of England Carbon Management Network. The meeting covered updates on the CRC Energy Efficiency Scheme, including proposed simplifications and enforcement. It also discussed developing a carbon management plan for Hertfordshire County Council and opportunities for energy and water procurement and contract management to reduce costs and carbon emissions.
The document summarizes an informational webinar for the RBC Blue Water Project 2015 Leadership Grant application. It provides an agenda for the webinar which includes introductions, a discussion on impact measurement and reporting, the online donation application, questions about the leadership grant application, and next steps. It also includes summaries of the RBC Blue Water Project, desired outcomes, and impact from 2013. Representatives from RBC and guest speakers from organizations involved in the project discuss topics like impact measurement, the application process, and examples of funded projects.
Manchester reformed its Disabled Facilities Grant (DFG) program to address long wait times and funding issues. Key changes included registered providers contributing to adaptations, co-locating staff, and having providers deliver major adaptations. These steps reduced wait times, increased funding flexibility, and improved outcomes. Ongoing challenges include managing change, technical expertise shortages, and fully utilizing increased funding.
Wycombe District Council has received over £4.5 million from its Community Infrastructure Levy (CIL) since 2012, which is used to fund infrastructure projects like transport improvements, town centers, education, and public realm spaces. CIL provides relatively simple and certain funding compared to section 106 agreements. Funds are allocated every 3 years and spent according to the Infrastructure Delivery Plan and approved strategies. Challenges include balancing developer certainty with flexibility for strategic site requirements.
The National Transport Authority is taking actions to decarbonize public transport in Ireland through strategies, funding, and infrastructure projects. This includes electrifying rail services, investing in light rail and bus projects, and transitioning bus fleets to lower emission vehicles like electric and hybrid buses. The goal is to support a 51% reduction in transport emissions by 2030 while enabling more sustainable travel options. Challenges remain in fully closing the emissions gap, and demand management may be needed through policies like congestion charges.
PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...Wellingtone
The National Trust is a large UK conservation charity that manages over 780 miles of coastline, 250,000 hectares of land, and 500 historic structures. It delivers around £300 million per year of projects through over 250 project managers and 1,000 concurrent projects. The Project and Programme Management Office (PPMO) supports these efforts with a small team that sets standards, provides advice, and helps develop capabilities across the organization. Some of the PPMO's biggest challenges include its small size relative to the large portfolio, responding to climate change and COVID impacts, and the geographic spread of projects. The PPMO is evolving to meet new demands through practices like grouped project boards and ensuring its tools and skills remain relevant.
Matt Lindley has over 25 years of experience in planning, design, development, stakeholder management, and local government. He has worked as a sole practitioner, for a major property developer, and in local government. Lindley has extensive experience managing complex development projects, negotiating approvals, and leading multidisciplinary teams. He has a proven track record of success in both the private and public sectors.
The document discusses several case studies of construction projects around the world. It describes challenges faced in each project such as unpredictable costs, coordination of contractors, and damage from natural disasters. It also outlines solutions and resources used to successfully complete the projects on schedule and budget, improve infrastructure, and meet stakeholder needs. Project managers played a key role in planning, risk management, and community engagement to deliver high-quality outcomes.
The document discusses several case studies of construction projects around the world. It analyzes factors that led to both success and failure. Three key lessons are: 1) effective communication and stakeholder management are critical; 2) projects require clear goals, oversight, and contingency planning for risks; and 3) developing a cohesive team through trust and collaborative problem-solving can help deliver projects on time and under budget despite challenges. The case studies demonstrate how proper project planning and leadership delivered important infrastructure projects, while a lack of coordination and responsiveness contributed to failures following natural disasters.
Power point presentation white logo v2 [compatibility mode]djhutch
The document discusses the Future Solent initiative, a partnership between the Solent Local Enterprise Partnership, Partnership for Urban South Hampshire, and Hampshire Chamber of Commerce to develop a low carbon economy in the Solent region. The initiative aims to make the Solent a national leader in the low carbon economy through three priorities: developing new low carbon technologies, improving resource efficiency, and generating renewable energy. Expected outcomes include business and job growth, a skilled workforce, carbon reduction, and an energy secure region adapted to climate change. Key projects underway include a Solent Green Deal, Solent Energy Strategy, and Solent Ocean Energy Centre.
The document provides information about the Sustainex STEM project, which works with small and medium enterprises (SMEs) across 11 council areas on the Ireland-Northern Ireland border to help them reduce costs and improve environmental management. It operated from 2004-2014 with a budget of £1.12m and helped over 300 SMEs save over £554,000 collectively. Businesses could choose between the Savings Option, where STEM identified cost savings in energy, waste and water, or the Systems Option, where STEM also helped implement a certified environmental management system. The STEM team was made up of environmental officers and project support staff who provided on-site assessments and guidance to help businesses save an average of £
Paul will take us through how the code is being implemented and the risk management associated with a risk-based approach. He will explore what we have learnt to date, where the areas of concerns are and how we need to manage this with the political needs of a local authority. Learn how the risk-based approach is managed with the differing needs and objectives of the assets, and the way we can innovate to ensure that we reduce the risk.
By Paul Middleton, Central Bedfordshire Council
Mr. Phil Morris is an experienced civil engineer and project manager with over 28 years of experience in engineering, project management, and design. He is currently the project manager for the Area4 tunnels refurbishment project with Highways England, which has an outturn value of £50 million. Previously, he managed the A23 Handcross to Warninglid widening and improvement scheme for Highways England, delivered on time and on budget for £77 million. He also has experience developing engineering software, managing projects, and working as a civil engineer in South Africa.
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
More Related Content
Similar to Repairing our county in the wake of Storm Desmond webinar
This document provides an update on the Essex permit scheme, which went live on March 16th, 2015. In the first week, over 2000 permits were processed, with 70% accepted, 8% superseded, and 22% refused. Reasons for refusals included incorrect location details and lack of information. Progress has been made in providing further training to ECC work promoters and improving communications between the permit team and highways. Looking ahead, the permit scheme aims to better protect assets, coordinate works, reduce congestion, and continue improving through cooperation.
The document discusses the "Save Water Campaign" launched by the Central Water Authority (CWA) in Mauritius to address water shortage issues, including planning the campaign through market research and budgeting, using various communication channels like social media, and evaluating the campaign through surveys and media analysis. The campaign aimed to raise awareness among different audiences like students and the public about the importance of saving water.
Objective: To share how to shift focus on some of the human and psychological aspects of change, to balance the usual concentration on process that helped to setup, build & lead the APM PMO of the Year 2020 from the Government of Montserrat.
This presentation covered the North London Heat and Power Project (NLHPP), which involves replacing an aging energy from waste plant in Edmonton, London. The summary is:
The NLHPP project team discussed (1) developing the project delivery approach on the constrained site while maintaining ongoing waste operations, (2) establishing a high-performing client team through skills, governance, and digital tools, and (3) planning to realize benefits by designing the future business and engaging staff during the transition. The replacement plant will process waste for seven north London boroughs and is a vital part of the local sustainable waste strategy.
Royal Mail is undergoing a major transformation to modernize its operations and ensure its long-term viability in a declining mail volume environment. The presentation outlines Royal Mail's modernization programs which include investing over £1 billion to automate mail processing, rationalize the mail center and distribution center networks, and introduce new delivery methods. The transformation is intended to reduce costs by over £0.9 billion annually while maintaining high quality service. While there have been successes in automation and network optimization, fully modernizing delivery operations remains a challenge. The transformation is supported by governance structures and over 1,000 change management professionals.
TNT and the UK Department for Work and Pensions (DWP) have collaborated to implement more sustainable and socially responsible practices. Through initiatives like optimizing delivery networks, implementing recycling programs, and engaging in charitable fundraising efforts, they have reduced environmental impacts while also improving employment and community outcomes. The organizations work closely together through a Strategic Supplier Relationship Management program to identify further opportunities for collaboration, communicate effectively, and deliver shared strategic objectives and value for both parties.
Delivering Sydney Light Rail - the traffic impactsJumpingJaq
This document discusses the delivery of Sydney Light Rail and managing traffic impacts during construction from 2016 to 2031. It notes that Sydney's population will grow by over 1 million people in the next 10 years, increasing trips to the city centre by 25%. A coordination office is managing multiple transportation projects and mitigation strategies like Travel Choices to encourage alternative transit and reducing peak car volumes by 5-15%. Operational improvements include contingency planning, enhanced monitoring, and tow-away zones to keep traffic moving during the large-scale CBD transformation projects.
The document summarizes the agenda and key discussion points from a meeting of the East of England Carbon Management Network. The meeting covered updates on the CRC Energy Efficiency Scheme, including proposed simplifications and enforcement. It also discussed developing a carbon management plan for Hertfordshire County Council and opportunities for energy and water procurement and contract management to reduce costs and carbon emissions.
The document summarizes an informational webinar for the RBC Blue Water Project 2015 Leadership Grant application. It provides an agenda for the webinar which includes introductions, a discussion on impact measurement and reporting, the online donation application, questions about the leadership grant application, and next steps. It also includes summaries of the RBC Blue Water Project, desired outcomes, and impact from 2013. Representatives from RBC and guest speakers from organizations involved in the project discuss topics like impact measurement, the application process, and examples of funded projects.
Manchester reformed its Disabled Facilities Grant (DFG) program to address long wait times and funding issues. Key changes included registered providers contributing to adaptations, co-locating staff, and having providers deliver major adaptations. These steps reduced wait times, increased funding flexibility, and improved outcomes. Ongoing challenges include managing change, technical expertise shortages, and fully utilizing increased funding.
Wycombe District Council has received over £4.5 million from its Community Infrastructure Levy (CIL) since 2012, which is used to fund infrastructure projects like transport improvements, town centers, education, and public realm spaces. CIL provides relatively simple and certain funding compared to section 106 agreements. Funds are allocated every 3 years and spent according to the Infrastructure Delivery Plan and approved strategies. Challenges include balancing developer certainty with flexibility for strategic site requirements.
The National Transport Authority is taking actions to decarbonize public transport in Ireland through strategies, funding, and infrastructure projects. This includes electrifying rail services, investing in light rail and bus projects, and transitioning bus fleets to lower emission vehicles like electric and hybrid buses. The goal is to support a 51% reduction in transport emissions by 2030 while enabling more sustainable travel options. Challenges remain in fully closing the emissions gap, and demand management may be needed through policies like congestion charges.
PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...Wellingtone
The National Trust is a large UK conservation charity that manages over 780 miles of coastline, 250,000 hectares of land, and 500 historic structures. It delivers around £300 million per year of projects through over 250 project managers and 1,000 concurrent projects. The Project and Programme Management Office (PPMO) supports these efforts with a small team that sets standards, provides advice, and helps develop capabilities across the organization. Some of the PPMO's biggest challenges include its small size relative to the large portfolio, responding to climate change and COVID impacts, and the geographic spread of projects. The PPMO is evolving to meet new demands through practices like grouped project boards and ensuring its tools and skills remain relevant.
Matt Lindley has over 25 years of experience in planning, design, development, stakeholder management, and local government. He has worked as a sole practitioner, for a major property developer, and in local government. Lindley has extensive experience managing complex development projects, negotiating approvals, and leading multidisciplinary teams. He has a proven track record of success in both the private and public sectors.
The document discusses several case studies of construction projects around the world. It describes challenges faced in each project such as unpredictable costs, coordination of contractors, and damage from natural disasters. It also outlines solutions and resources used to successfully complete the projects on schedule and budget, improve infrastructure, and meet stakeholder needs. Project managers played a key role in planning, risk management, and community engagement to deliver high-quality outcomes.
The document discusses several case studies of construction projects around the world. It analyzes factors that led to both success and failure. Three key lessons are: 1) effective communication and stakeholder management are critical; 2) projects require clear goals, oversight, and contingency planning for risks; and 3) developing a cohesive team through trust and collaborative problem-solving can help deliver projects on time and under budget despite challenges. The case studies demonstrate how proper project planning and leadership delivered important infrastructure projects, while a lack of coordination and responsiveness contributed to failures following natural disasters.
Power point presentation white logo v2 [compatibility mode]djhutch
The document discusses the Future Solent initiative, a partnership between the Solent Local Enterprise Partnership, Partnership for Urban South Hampshire, and Hampshire Chamber of Commerce to develop a low carbon economy in the Solent region. The initiative aims to make the Solent a national leader in the low carbon economy through three priorities: developing new low carbon technologies, improving resource efficiency, and generating renewable energy. Expected outcomes include business and job growth, a skilled workforce, carbon reduction, and an energy secure region adapted to climate change. Key projects underway include a Solent Green Deal, Solent Energy Strategy, and Solent Ocean Energy Centre.
The document provides information about the Sustainex STEM project, which works with small and medium enterprises (SMEs) across 11 council areas on the Ireland-Northern Ireland border to help them reduce costs and improve environmental management. It operated from 2004-2014 with a budget of £1.12m and helped over 300 SMEs save over £554,000 collectively. Businesses could choose between the Savings Option, where STEM identified cost savings in energy, waste and water, or the Systems Option, where STEM also helped implement a certified environmental management system. The STEM team was made up of environmental officers and project support staff who provided on-site assessments and guidance to help businesses save an average of £
Paul will take us through how the code is being implemented and the risk management associated with a risk-based approach. He will explore what we have learnt to date, where the areas of concerns are and how we need to manage this with the political needs of a local authority. Learn how the risk-based approach is managed with the differing needs and objectives of the assets, and the way we can innovate to ensure that we reduce the risk.
By Paul Middleton, Central Bedfordshire Council
Mr. Phil Morris is an experienced civil engineer and project manager with over 28 years of experience in engineering, project management, and design. He is currently the project manager for the Area4 tunnels refurbishment project with Highways England, which has an outturn value of £50 million. Previously, he managed the A23 Handcross to Warninglid widening and improvement scheme for Highways England, delivered on time and on budget for £77 million. He also has experience developing engineering software, managing projects, and working as a civil engineer in South Africa.
Similar to Repairing our county in the wake of Storm Desmond webinar (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
4. Serving the people of Cumbria
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
5. Serving the people of Cumbria
Repairing Cumbria after Storm
Desmond
Stephen Hall
6. Serving the people of Cumbria
• 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
7. Serving the people of Cumbria
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
10. Serving the people of Cumbria
• 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
11. Serving the people of Cumbria
• 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
12. Serving the people of Cumbria
Impact of Storm Desmond
Pooley Bridge
Carlisle Cockermouth
A591 Appleby
Kendal
Keswick A592
13. Serving the people of Cumbria
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
14. Serving the people of Cumbria
The Response - Overview
Before During After
15. Serving the people of Cumbria
The Response - Overview
Before During After
16. Serving the people of Cumbria
The Response - Overview
Before During After
18. Serving the people of Cumbria
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.
19. Serving the people of Cumbria
CDM & HSW&E
NEC Supervisors
Project Controls Officer
Estimating
Information Management
Scheduling
Procurement
Cost Management
Commercial Management
The Response - Structure and Controls
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
20. Serving the people of Cumbria
The Response - Structure and Controls
£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
21. Serving the people of Cumbria
The Response - Structure and Controls
£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
22. Serving the people of Cumbria
The Response - Structure and Controls
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
24. Serving the people of Cumbria
What do you think are the key
challenges when delivering a
programme of this nature?
Menti 2
25. Serving the people of Cumbria
How do you work effectively in an
integrated team?
Menti 3
26. Serving the people of Cumbria
Repairing Cumbria after Storm
Desmond
Ian Rowley
27. Serving the people of Cumbria
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
28. Serving the people of Cumbria
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’.
Jan ‘16 April ‘17
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
29. Serving the people of Cumbria
Jan ‘16 April ‘17
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
Benefits Realisation:
• 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.
30. Serving the people of Cumbria
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
Jan ‘16 April ‘17
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
Benefits Realisation:
• 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
31. Serving the people of Cumbria
Jan ‘16 April ‘17
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
Industry Recognition
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
32. Serving the people of Cumbria
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
34. Serving the people of Cumbria
What are the key ingredients to
forming an integrated team?
Menti 4
35. Serving the people of Cumbria
How would you approach setting up
a programme like this as quickly as
possible?
Menti 5
36. Serving the people of Cumbria
Repairing Cumbria after Storm
Desmond
Craig Mitchell
37. Serving the people of Cumbria
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
38. Serving the people of Cumbria
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
Project Focus – Pooley Bridge
Aspirations and Constraints
39. Serving the people of Cumbria
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.
Project Focus – Pooley Bridge
40. Serving the people of Cumbria
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
Project Focus – Pooley Bridge
41. Serving the people of Cumbria
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.
Project Focus – Pooley Bridge
43. Serving the people of Cumbria
Repairing Cumbria after Storm
Desmond
David Brown
44. Serving the people of Cumbria
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’
45. Serving the people of Cumbria
Key Features – 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
46. Serving the people of Cumbria
Key Features – Commercial Blueprint
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.
47. Serving the people of Cumbria
Key Features – Commercial Blueprint
• 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
48. Serving the people of Cumbria
Key Features – Commercial Blueprint
• 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
49. Serving the people of Cumbria
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
Key Features – Commercial Blueprint
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)
50. Serving the people of Cumbria
Key Features – Commercial Blueprint
• 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
51. Serving the people of Cumbria
• 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’
Key Features – Commercial Blueprint
52. Serving the people of Cumbria
Industry Recognition
• 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
54. Serving the people of Cumbria
Repairing Cumbria after Storm
Desmond
Stephen Hall
55. Serving the people of Cumbria
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’