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1.17 billion passengers a

yearBank Station Capacity Upgrade Project

Innovative Contractor Engagement

Simon Addyman

Programme Manager

APM Project Professional of the Year 2013

Bank Station Capacity Upgrade Project

• Passenger Demand

• Project Definition

• ICE Procurement Model

• ICE Outcome

Agenda

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1.17 billion passengers a year1.17 billion passengers a year

Accelerating Growth

1,170,000,000 passenger journeys

?

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Peak Congestion (2031)

Underground

By 2026, 30 Central London Stations will

experience crowding greater than 4pppsm

A rising proportion, currently 53% of journey

time, is spent in stations rather than on trains.

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Project Background – Business Need

Project Background – Requirements & Benefits

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Project Background – Requirements & Benefits

• Congestion relief – minimum passenger flow of Fruin

level C

• Step Free Access ... including acceptable means for

persons with reduced mobility (PRM)

• Fire & evacuation – compliant measures throughout all

new station areas

• Journey Time

• Ambience

• Step Free Access

Requirements:

Benefits:

PRIMARY REQUIREMENTS

• Increased capacity, reduce Journey times

• Step-free Access

• Compliant fire and evacuation

PRIMARY BENEFITS

• Journey time benefits of £774m

• Capacity of Fruin level C

• Benefit:Cost Ratio is 2.4:1

BankBank

MonumentMonument

Constrained

Work Site

Complex

Power

Solution

Complex

Construction

Sub-optimal

Operational

Interchange

Sub-optimal

Over time

Over budget

Project Baseline Solution – RIBA D

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Contractor proposal Baseline scheme

Lessons Learnt from Victoria Station Upgrade

Bank SCU traditional v ICE

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ICE – A structured solution

Key features of Innovative Contractor Engagement:

• Pre-qualify innovators.

• A structured and protected dialogue phase.

• LU disclose ALL project information and

acknowledge the cost of dialogue.

• Requirements statement and bid evaluated

against business output.

• Orthodox ITT/ Target cost Contract.

• LU share value of innovative ideas from

unsuccessful bidders

ICE in Practice

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Project Solution - Stakeholders

• 67 buildings in the zone of influence

• 38 buildings with Heritage interest

• 6 buildings Grade 1 Listed – notably St

Mary Abchurch (Wren) and Mansion

House

• 14 Buildings are Grade 11/11*

• 80% buildings are in a conservation area

Innovation in Project Management:

A New ‘Front End’ Triangle

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Innovative Tender EvaluationBASE 1 2 3 4

Product 625,000£ 625,000£ 625,000£ 625,000£ 625,000£

CR1: Capacity Enhancement 17.0% 8.50 10.00 8.50 12.00 10.00

CR2: Reduction of Journey Times 17.0% 8.50 8.50 8.50 12.00 8.50

RO3: Design & Construction 15.0% 7.50 8.50 7.50 7.50 7.50

CR4: Step Free Access 10.0% 5.00 5.00 10.00 5.00 7.00

CR5: Fire and Evacuation Plan 10.0% 5.00 5.00 5.00 5.00 5.00

Subtotal Product 69.0% 34.50 37.00 39.50 41.50 38.00

Method

RO1: LUL Project Business Case 2.5% 1.25 1.25 1.25 1.25 1.25

RO2: Transport and Works Act Order 5.0% 2.50 2.50 2.50 2.50 2.50

CR 3 Disruption during construction 12.5% 6.25 6.25 6.25 8.00 6.25

CR 6 Time 2.5% 1.25 1.25 1.25 1.25 1.25

CR 7 Design to Cost 2.5% 1.25 1.25 1.25 1.25 1.25

RO4: Opportunities 6.0% 3.00 3.00 3.00 3.00 3.00

Subtotal Method 31.0% 15.50 15.50 15.50 17.25 15.50

Total 100% 50.00 52.50 55.00 58.75 53.50

Total Rank 5 4 2 1 3

Value Rating - £100m = 8.00 Quality pts if P = £625m) 8.00 8.40 8.80 9.40 8.56

VR rank 5 4 2 1 3

VFM 85.11% 89.36% 93.62% 100.00% 91.06%

P equiv 531,915£ 558,511£ 585,106£ 625,000£ 569,149£

Lost Value 93,085£ 66,489£ 39,894£ -£ 55,851£

Value of a Quality point (rank 1 .v. rank 4) £k £10,638

Better Value for LUL

• B:CR increase by 1.1 to 3.5:1 (45.1%)

• Journey time benefits increased by £148m to

£923m (19.2%)

• EFC reduced by £61m to £563m (9.8%)

• Induced Revenue increased by £31m to £229m

(15.6%)

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The Final Scheme – Key Features

The Winning Ideas!

94m Moving Walkway

Arthur St Tunnel Access

Triple Escalators everywhere

Arthur St Tunnel Access

Triple Escalators everywhere

Retained 20 Abchurch Lane for Site Offices

94m Moving Walkway

Whole Block construction site

Simpler Power Relocation Scheme

Reduced Blockade

Reduced Blockade

Improved Customer Experience

Includes:

• 12 New Escalators

• 3 New Lifts

• 2 No moving walkways

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Final Scheme Improvements

Legion Modelling shows a vast improvement

of both journey time and congestion relief

on the original scheme

Final Scheme Improvements

from Northern Line SB to Central Linewill start automatically…

AM 2026+31%Base Scheme Proposed Scheme

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4D Model of Proposed Works

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A Collaborative Solution

The Alliance Protocol

• Alliance Management Structure (G5, ADT, etc).

• Bank Board.

• Co-location.

• Behavioural and risk reduction incentivisation

mechanism to be shared down the supply chain.

• 8 core project objectives.

• 24 smart team objectives leading to personal

objectives for each team member.

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• Embedded in design teams

• All key suppliers on incentivised contracts

• All key delivery sub-contracts in place by start of

Detailed Design Phase

• Extensive input into early BIM 3D model

development and clash detection during early

design

Tier 2 Engagement

• Design Workshops:

• Including operator, sponsor, maintainer,

contractor and crucially tier 2 suppliers.

• Early design wins and full ownership of design

solutions

Core Design Team Process at Scheme Design Stage

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Bank Station Capacity Upgrade

Technical Design Developments

page 5

• Back of house

accommodation at ground

floor minimised

• Improved sightlines to lift

lobby

• LU transformer room

relocated to basement

level

• Maintenance lift access to

all plant rooms

• Soffit maintenance zone

provided

• Integrated 3D BIM model

Programme

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The Winning Scheme

Thank You

Any Questions