Swwe300615 presentation

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Rebuilding Dawlish
February - April 2014
Dawlish and Teignmouth Emergency Works

/03 September 2014
APM Project Management Awards 2014
2

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03 September 2014 3
Points of Interest
1. Summary of the project
2. Tools and Techniques
► How you dealt with people
• The ‘Orange Army’
• Local Residents
• Media
3. Innovation
4. What went well/what didn’t go well
► Lessons learnt

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03 September 2014 4
Presenters
Tom Kirkham Project Manager
Rosie Majer Scheme Project Manager
Alex Evason Senior Construction Manager

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03 September 2014 5
1. Summary of the Project

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03 September 2014 6
Where is Dawlish
Paddington
Penzance
Dawlish
MLN1
206m 07c

/03 September 2014
7
Scope of Works
Very Simple Remit:
‘Open a safe railway as
soon as possible’
In Reality:
►Unclear and expanding
scale of damage
►Unknown solutions
►Unknown programme
►Very challenging
environment

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03 September 2014 8
Scale of Works
Dawlish
Warren to
Teignmouth
= 3.7 miles
Teignmouth Station
Dawlish Station
Dawlish Warren Station
Kennaway Tunnel
Woodlands Avenue
Landslip
Riviera Terrace Breach
Exmouth

/03 September 2014
9
The scale of the job
► Network Rail’s army of 300-strong team, working 24/7 for over 50 days This
translates as over 130000 man hours to first train
► Rebuilt and fortified the breach with more than 6000 tonnes of concrete and
150 tonnes of steel (large proportion stainless)
► Rebuilt half of Dawlish station with a new platform, new canopy and
repainting throughout
► Installed over 13 miles of new cables, designed and installed a temporary
signalling scheme from scratch and renewed over 700m of new railway track
and ballast

/03 September 2014
10
Before the storm on 14 February
11 No Units
Filled and
Cable Tied
to Concrete
Foundation
Concrete
VCB ready
to build
permanent
shutter
Scaffold in
place ready for
cable pulling
Sat 15 02 2014
Formation level
95% trimmed
and ready for
shutter and first
concrete pour
Breach
Length 80m
(top)

/03 September 2014
11
After the storm on 14 February
11 No Units
in place, but
distorted/di
slodged
and require
filling and
strapping
Breach Length
100m (top) – A
volume increase of
25% - 30%
Additional
20m of
Higher
Level Sea
Wall and
Parapet
Lost
Additional
20m – 40m
of Track
panels
require
removing
on both
sides and
access
ramp
reforming
Scaffold
cable
bridge
required
checking
for safety
and
associated
remedial
work
Concrete
spray
generally
sound with
some minor
washout
Four more
containers
have been
filled and
placed in
this gap –
with eight
more
ordered for
placement
after 14 Feb

/03 September 2014
12
As well as the Riviera Terrace Breach…
525m of Parapet
Walls…
256m of Main Sea Wall (from
missing areas to cracking and
voiding)…
(Location of potential second
breach)

/03 September 2014
13
275m of Walkways…
32 Locations of Landslips…
Woodlands Avenue pre 02
March 2014

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03 September 2014 14
Programme Overview and factors
Pre Rail Open Post Rail Open
04 February 2014 – 04 April 2014*
*Original date publically declared 14 April
(pre-woodlands)
04 April 2014 – 19 August 2014 (Sea
Wall)
Woodlands Phase 1 – November
Woodlands Phase 2 - TBC
24/7 Access and Working
High Street Environment
Limited to ‘Rail Critical Works’
Day Time Working (unless rail access
required)
Lineside Rules Reinstated
Majority of works interface with Marine
or Cliff environments
Pre Rail Open – Progress and Interface meetings held Twice Daily. Programme update meetings held twice weekly with a shared
programme managed by the principal contractor. Critical path evolved by the day, if not the hour. Sharing resources and prioritising
activities was critical to the success.
Post Rail Open – Managed more ‘traditionally’, with weekly progress meetings and fortnightly programme updates.

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2. Tools and Techniques
•How you dealt with people
The ‘Orange Army’
Local Residents
Media

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The Orange Army – the ‘BAMCO’ effect
Principal Contractors
Main Contractors
Design Consultants
Sub-Contractors and other support

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Working Conditions
How do you work safely in
this environment?
-Storm Warning Systems
-Site Wide Communications
-Tag systems (from Mine and
Demolition Projects)
-Proximity Warning Systems for
Plant Operations
-Keep it simple
All by communicating and
sharing best practise

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The Orange Army
Network Rail Dedicated resource
essential
Collaborative attitude essential
Managing work and progress- managed
by areas, disciplines, specific skills
Project Manager to manage overall
progress, interface decisions, prioritise
resource and access
Wider team to support project team
Twice Daily meetings with all parties, one
message, all decisions made - all input to
decision making process with PM having
final say
COMMUNICATION IS KEY
Time
Cost Quality

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Local Residents – ‘love-bombing’
Project team on site 24/7, used this to provide
direct face-to-face communication
- Dedicated mobile number
- Letter drops informing on works and
restrictions during works
- Drop-in centres held every other day
-Weekly group meetings held with residents
and Teignbridge DC
-- Trust and relationships built up between NR
and residents on individual level
Difficult but important to manage expectations,
NR honest, answers not always what residents
wanted to hear, NR provided the WHY answer
So, do you
come here
often?

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Media – something missing?

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3. Innovation

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Inspiration for containers

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Other Innovations

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But then… 2 weeks to fix this…
Safety Considerations:
-Restricted working areas at Crest
and Toe
-Not safe for Plant to be on or under
slip mass
-Very restricted access due to sea
and properties
-Needed to find a quick way to make
safe
Gathered a meeting of minds:
-Mass Regrade
-Explosives
-Army Equipment
-No idea was a bad idea

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Water Saturation – Induce a landslide

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Water Bombing

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4. What went well? (Lessons Learnt)
Positive Negative
Safety Highstreet Environment
Multiple Contractors working in
relatively confined area
Trying to lock down site as
practicably possible and site
responsibility - first 48 hours
response
Technical
Identifying scope, creating
solutions, approval and build-ability
QUALITY
A: Collaborative working between
client, contractor & designer
B: Innovation: Temporary sea wall,
drones, pipex moulds, initiating slip,
depositing slip material into sea =
all innovative
Design evolution was effective.
Administration could have been
better
Programme and Methodology
TIME
Paul Hills - Possession Planner/Rail
Environment Expert On Site
Scope and priority to be identified
early on and owned by the client
(NR)
Commercial and Contracts
COST
6 main contractors sharing
resource, contacts etc - value for
money
Contract Administration - recording
of instructions, plant, material etc
Community Relations and Media Positive media and community
impression - collaborative aspects
Site presence of PR/Comms staff in
future

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Woodlands Avenue & Riviera Terrace

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Any Questions?

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