Welcome to the Project 13 Network

Project 13 Supplier Survey Results 2022: Are we helping create a more sustainable industry?

The Project 13 Supplier Community exists to support businesses that are looking to get involved in Enterprise delivery models promoted by Project 13. To support this, the Project 13 Supplier Forum has run workshops and meetings, allowing discussion and sharing of good practice. The Forum has also committed to develop an annual report on experience of Project 13 from a supplier’s perspective. The aim is to use the survey as a way to measure if Project 13 is helping to make the industry more sustainable from a supplier's perspective. The findings of the first survey, carried out last autumn, make for positive reading. They show that most respondents were aware of the Project 13 Principles, even if they were not yet involved in an Enterprise. Two thirds of those who were involved in Enterprises said that they would be very likely to speak positively of their experience. Respondents said that they welcome the alignment, collaboration, shared vision and focus on whole life outcomes promoted by Project 13. The model was also deemed to have been more resilient to recent shocks such as Covid-19 and the war in Ukraine. You can read the full report here (you will need to be registered on the Project 13 Network to access it):  

0 replies · Posted by Alasdair Reisner, March 16

Project 13 Capable Owner Event: Collaboration for Innovation

Project 13 Collaboration for Innovation: The case of Wolsingham Sewage Treatment Works REGISTER HERE to join us at our Project 13 Capable Owner online event on 28th March 2023 9am - 10:30am GMT In our third event of the Capable Owner pillar group webinar series, we show how collaboration in line with Project 13 principles enables innovation by the ecosystem. This webinar will build on learning from our first 2 events: What does it mean to be a Capable Owner? and Changing the Capability Mix, by centering around the case study of the Wolsingham, Co. Durham Sewage Treatment Works.   The Wolsingham, Co. Durham Sewage Treatment Works required significant upgrade to continue to meet customer needs. The principal partners, Northumbrian Water, Tilbury Douglas, and Wood Group, worked in the context of a 5+5 framework agreement to achieve nearly 70% off-site construction, complemented by significant budget and schedule savings. Key learning points  from the case will highlight: - Collaboration does not yield innovation immediately, but requires the development of trust over time; - The importance of including representatives of operations in the innovation process; - The need for owners to set clear expectations to which the ecosystem can respond.   Speakers: Andrew Page, Anglian Water (chair) Graham Winch, Manchester Business School Shane Davis, Yorkshire Water Richard Seales, Northumbrian Water Michelle Johnson, WSP

0 replies · Posted by Amy Reed-Gibbs, March 2

• capable owner

Network Rail Southern region announces partners for revolutionary Southern Integrated Delivery alliance

The Southern Integrated Delivery alliance, or SID, will be part of a new enterprise model based on the Project 13 Principles, developed following significant cross-industry consultation over the last two and a half years, including as part of the Project 13 Adopter Community. Four partners have been selected to join Network Rail’s Works Delivery team in forming an innovative, performance-based alliance to deliver the Southern Region's up-to £9bn estimated renewals portfolio over the next ten years. The partners will be VolkerFitzpatrick for Buildings and Civils, Octavius for Electrification and Plant, VolkerRail for Track and Atkins for Signalling, and will cover Control Period 7 (2024-2029) and Control Period 8 (2029-34). Work is underway deciding the renewals budget for CP7 as Network Rail works to agree a final settlement with the regulator. With the SID, the Southern Region seeks to make a transformational change in how renewals work is delivered by merging the capabilities of Network Rail and its supply chain to develop an integrated and coordinated approach to delivery. Through tying efficiency savings found by partners to increasing the workbank, and linking profit to extra work delivered, the SID will make the best use of resources, maximise efficiencies and be collectively incentivised to deliver value for taxpayers and the right outcomes for passengers, freight and railway funders.  What is the model and how will it work? The model for CP7 and CP8 will be based around three distinct entities: the Capable Owner, Southern Integrated Delivery (SID) and the Eco-System. The model will replace the existing Regional Asset Management and Capital Delivery operating structure and will require a fundamental shift in leadership, governance, behaviours, and skills. Capable Owner The Capable Owner will provide strategic direction and leadership and oversee the delivery of the overall enterprise. The focus will be on the delivery of outcomes, meaning a significant change in expressing what we wish to achieve, rather than how it should be done or how it should be delivered. Southern Integrated Delivery (SID) The SID will be a fully-integrated team that will bring together the strengths, capabilities, and knowledge of the Supply Chain and Network Rail. It will own the renewals work bank, manage it at the portfolio level and drive a transition to a production management ethos. The SID will be commercially aligned and jointly incentivised - win together / lose together - to create a ‘share in success’ environment. Business partners within the SID will generate profit through performance against the Final Determination rather than work-done and turnover. Eco system The Eco-system will consist of both strategic and tactical suppliers, to be split depending on the level of influence they may have on final outcomes. Recognising that the key to unlocking efficiencies lies with the SME community, strategic members will be incentivised along similar lines as the SID. Initially the eco-system will be formed of Network Rail and Supplier Frameworks. However, as the Enterprise matures, we intend for the SID to collectively develop a new set of contracting arrangements that will complement the capabilities held within the SID.

0 replies · Posted by Melissa Zanocco, February 28

• capable owner

Delivering Enterprise models in the UK rail sector

An aligned Enterprise approach has been gaining momentum for the delivery of outcomes within the infrastructure sector. Instead of the traditional delivery model which includes multiple tiers of suppliers, clients and stakeholders each with their own organisational boundaries creating a barrier for communication and a hinderance to joint performance, an Enterprises integrates the appropriate parts of all organisations who have an influence on the successful delivery of the outcomes. This streamlined and highly effective Enterprise is a key theme for Project 13 and a focus of its Organisation pillar. A survey undertaken of suppliers, owners and investors within the Rail industry in 2022 concluded that there was a knowledge of the benefits of an Enterprise approach, but the best practice was in pockets across the industry, and those not in those pockets asked for guidance of how to co-create an effective enterprise. Utilising the extensive reach  of Network Rail, Civil Engineering Contractors Association (CECA) and the Rail Industry Association (RIA), a day conference and workshop was held to bring together some of this best practice into one room to identify the key themes of effective Enterprises. With good practice also being in other industry sectors, the Project 13 community brought their insights into the conference. The targeted outcomes for the conference, which resulted in the co-creation of the guide titled Delivering Enterprise Models in the UK Rail Sector (download below), were as follows: -       Industry shared learning -       Best practice input from other sectors -       Establishment of key language and understanding -       Co- development of a ‘guiding mind’ on Enterprises without imposing a standard solution -       Best practice, benefits, and challenges -       All to feel comfortable to speak openly -       Business to Business, Peer to Peer discussions - not master servant The customers, owners, suppliers and investors who attended would like this best practice to be more widely adopted and see it as a start to how to deliver better, together, rather than the full solution. There was a commitment to hold another conference in 2023 to improve upon the best practice enterprise baseline set in 2022. Please reach out those mentioned in the guide if you would like further information.   Delivering Enterprise models in the UK rail sector.pdf

0 replies · Posted by Kevin Tozer, February 16

• organisation

Project 13 Infrastructure Governance Code: engineering great decisions to change society

Click here to download This cross-industry code provides a structure for good practice that allows for constructive challenge, supporting effective decision-making. This will lead to better project outcomes for stakeholders, society, and the world. As an industry, we are acutely aware of the significant challenges that face us. Not least the climate crisis, but also the pressures created by a growing global population with expectations of better living standards. We must now act more effectively, and with greater urgency, to address these challenges and deliver positive outcomes not only for those sponsoring and developing projects but also for society and the world. Good governance is critical to enabling such outcomes. Led by the Project 13 Governance Pillar Development Group, and developed collaboratively by practitioners for practitioners across our industry, the Infrastructure Governance Code is structured around principles organised into six themes, to be used on a ‘comply or explain’ basis, underpinned by supporting provisions. The collaborative approach has been crucial to ensuring the code is fit for purpose and widely applicable. It provides a structured system of good practice allowing for constructive challenge that creates the right environment for effective decision-making – which, in turn, will lead to better outcomes. The code has been formally endorsed by: The Infrastructure and Projects Authority (IPA) The Institution of Civil Engineers (ICE) The Royal Institution of Chartered Surveyors (RICS) The Association for Project Management (APM The Major Projects Association (MPA)

1 reply · Posted by Amy Reed-Gibbs, January 25

• governance

Accessing and Mobilising Diverse Talent to Become a True Capable Owner - Watch Here!

Watch the second in the Project 13 Capable Owner Pillar series of events to hear how broadening the talent pool can aid collaborative working at an enterprise level and across individual projects. Three Project 13 Adopters joined the event to share their experiences and perspectives on how their organisation is mobilising a broader mix of diverse talent to achieve its aims, hosted by Andrew Page, Co-Chair of Project 13 Capable Owner Development Group. Speakers ·         John Grimm - Smart Motorways Programme (SMP) Alliance Deputy Director at National Highways ·         Stewart Craigie, Technical Director at Sweco on behalf of the British Antarctic Survey (BAS) ·         Jo Theobald, Performance Director at Public Sewer Services for Anglian Water Alliances You can watch the video of the event here: “A Capable Owner must identify opportunities.” John Grimm kicked off the discussion by providing the  background to National Highways and the vastness of the smart motorways project which has an efficiency target of £2.3bn. “Although we have followed and adopted a lot of the Project 13 ‘thinking’ for many years, we have only recently become an official Project 13 adopter and joined the wider community. One of the key drivers behind this is the scale and scope of the smart motorway delivery targets. To achieve our objectives, we needed to move away from transactional delivery models to improve productivity, and to make the highways sector a more attractive proposition for the supply chain. Through adopting an integrated delivery model and establishing collaborative relationships across our supplier community, we’re able to collectively increase capability and capacity across the wider sector.”  This SMP Alliance has been created with the sole intention to deliver the government’s smart motorway project over the next 10 years. The vision is to make road networks safer, greener, and more efficient. “We’ve created a delivery model that is led by National Highways and our six delivery partners. The smart motorways program will be delivered by a single integrated team operating under a single contract with shared outcomes, these outcomes are aligned with all parties under a one, common commercial and performance framework. The fundamental of this approach means that all risks and reward are shared.” John continued to explore the key attributes that a capable owner must embody: Recruiting, building, and retaining talent - Understanding the value proposition and the capabilities and skills that are required to support delivery. In addition, recruiting from the supply chain is a valuable strategy particularly on a long-term project like the SMP as there is plenty of opportunity to upskill throughout the project journey. Value Driven Mindset - A capable owner must support the alliance in its key functions, particularly with governance, defining output and defining operations and the voice of the customer. A capable owner must also work alongside delivery partners as an enabler to support delivery outcomes. Creating Opportunity - The capable owner must identify products and processes that can be used efficiently across the alliance. It must draw value through logistics and develop new ways of working, it must also develop data use so that intelligence can be garnered and utilised. This ties neatly into digital requirements – this is a skillset that capable owners must nurture and harness to drive organisational value across the enterprise.  “We need two kilograms of innovation please.” Up next was Stuart Craigie from BAM / Sweco. Stuart discussed a fascinating project on behalf of the British Antarctic Survey. The project is the construction of an international airport in Antarctica, but the scope of works goes much further. It includes marine works, operations and science buildings, runway enhancements, accommodation buildings and hangars. This diverse portfolio of projects would be challenging under any circumstances, but as the team can only be onsite seasonally for four to five months, there are many other factors at play. Of course, the broad diversity of projects insists on a broad range of skills to support delivery. “Due to the complexity of the project, we had to open our eyes and welcome a collaborative model and enterprise delivery route. We adopted a four-pronged approach that can be summarised under four simple questions.” Where do we find our innovation? “The scale and diversity of this project is huge. It is also incredibly unique due to its environment, which means we have to offer continual insight and innovation. Our approach is to steer away from simple ‘asking / telling’ people to do things, and rather inform people of what outcomes we need. This breeds a culture of trust and opens the doors for new ways of working and creating new solutions to old problems.” How do we engage innovation? “We use a range of tools, including Government Soft Landings which allows us to outline what we’re trying to achieve and how we are going to track it. We also use Information Management tools, yes BIM is integral to this but it’s the project management aspect and process mapping that steers us towards outcome related planning. We also created a Modern Methods of Construction guide that sets out our key drivers and our identified parameters and outcomes.” How do we create collaboration? “We have created a project directorate to develop strategy and a high-level responsibility matrix that project managers can breakdown and distribute across teams to create engagement. It’s also important to note that innovation isn’t something we can just ask for at any point. Innovation needs to be nurtured through understanding and collaboration and drawn upon at the right times throughout a project. By working together, we can assess capability and create a culture that works for each other, rather than for an organisation.” “Courage to Challenge.” Lastly, Jo Theobald drives home the need for ‘people persons’ and looking across sectors for transferrable skills and characteristics. As Performance Director at Anglian Water Alliance’s Public Sewer Services, Jo started her career in the banking sector and moved on to direct high performing teams. The contrast from banking to the drainage sector is stark, but Jo stressed how certain skills, temperament and character can suit many sectors, no matter how different. “The core Project 13 principles of innovation, collaboration and transformation are vital in informing how we behave as a business, it informs our culture and impacts our sector. As a wider industry we are all faced with the same challenges – we have a skills gap. However, we must look outside of the box and have the faith and belief that non-industry skills can be of huge benefit to an organisation. The days of blinkered recruitment are over, we must look at those with different experience so that we can learn from each other. Enabling their leap of faith. “An example of embracing alternative sectors is reflected in our decision to look at ex-army personnel. We have a gentleman in our business that had a HGV license and safety training. After practical training with our delivery teams, it was clear that he was a natural leader with a keen eye for processes and continuous improvement. Now, he is a senior leader of our Alliance." “A further example, which may be considered a curveball, is a gentleman from the aviation industry. We recognised that we needed somebody that was used to working in harsh environments, able to remain calm under pressure and possess an unwavering focus on equipment and operational safety. The aviation sector was a natural place for our investigation because the individuals would possess the mindset we required.” These are just two examples Jo presented, but two that highlight the importance of characteristics and mindset, rather than specific qualifications or experience. Jo expressed the need to look further afield for transferrable skills and have the ‘power not to discount’ any individual when fishing in a different talent pool. Following the speaker’s presentations further questions were raised about broadening the talent pool, agile leadership and the challenges encountered when moving away from traditional recruitment and operational models. If you would like to learn more about Project 13 and how we are supporting change in infrastructure, sign up to the Project 13 Network. You can watch the first event in the series: What does it mean to be a Capable Owner? here.

0 replies · Posted by Amy Reed-Gibbs, December 15, 2022

• capable owner