Duncan Ross Russell & Chris Taylor: How Northern Spire is delivering for the city of Sunderland
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APM Project Management Conference, Manchester 2018.
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Duncan Ross Russell & Chris Taylor: How Northern Spire is delivering for the city of Sunderland
- 1. Northern Spire How Northern Spire is delivering for the city of Sunderland
- 2. Northern Spire Duncan Ross Russell Northern Spire Project Manager Faithful+Gould Northern Spire
- 3. Northern Spire Outcomes Outputs Objectives Benefits Delivering real project benefits means challenging the iron triangle
- 4. Northern Spire Time Benefits? Quality Cost Delivering real project benefits means challenging the iron triangle
- 5. Northern Spire Delivering benefits for Sunderland
- 9. Northern Spire Client Team Client Design Supervision Team Construction JV Design JV Northern Spire Northern Spire project team
- 10. Northern Spire
- 11. Northern Spire
- 12. Northern Spire Chris Taylor Northern Spire Communications Manager DTW Northern Spire
- 13. Northern Spire A successful project is one that delivers the benefits the Board expects… (and some they don’t)
- 14. Northern Spire So make sure communication is at the heart of your project team Attack is The Best Form Of Defence
- 15. Northern Spire You need a communications budget and the right skills as part of your team
- 16. Northern Spire Strategy, research and insight Northern Spire
- 18. Northern Spire Plan ahead but be flexible and adaptable
- 20. Northern Spire Think about logistics and practicalities
- 21. Northern Spire
- 22. Northern Spire
- 23. Northern Spire
- 24. Northern Spire Use your own channels to tell your story
- 25. Northern Spire Be relentless and positive – get credit in the media bank
- 26. Northern Spire Open up and bring your project to life
- 27. Northern Spire Open up and bring your project to life
- 28. Northern Spire Amazing things can happen
- 29. Northern Spire Give people a chance to get involved
- 30. Northern Spire
- 31. Northern Spire
- 32. Northern Spire Thank you We really appreciate your time and interest
Notes de l'éditeur
- the first bridge to be built over the River Wear in 40 years, Has already become a regional landmark It is central to Sunderland City Council’s vision of connecting communities and creating opportunities for major new development and growth, making it a key economic driver for future investment in the city. It will help to create thousands of new jobs at development sites along the riverside, and will bring new business opportunities to the city centre. It is the central point of a strategic transport corridor, which links the International Advanced Manufacturing Park on the A19 with the Port of Sunderland, both of which were recently designated as Enterprise Zones
- conclusion - how have we delivered benefits delivered a bridge which is a catalyst innovative and exciting way – it has enthused community - product - done in an exciting way - we told story – already seen as success – but benefits are long-term - ps we were late - long be seen as a success - jobs and investment – further off - city got its mojo back Duncan started off talking about challenging the iron triangle – time and cost are absolutely important – but that is your defensive ground – if “all you do” is get to the end and you’ve built something like this on time and in budget you have missed a massive opportunity to engage people and really deliver benefits to your project, your city, your country. To me that is smarter thinking at its best.
- No project exists for its own sake, they exist to deliver specified objectives, which could be defined in terms of outputs outcomes or benefits for the commissioning organisation. For today we will refer to them as benefits. The APM definition of a project management states that a project is usually deemed to be a success if it achieves the objectives according to their acceptance criteria, within an agreed timescale and budget. Yet too often people will tell you that a successful project is one delivered on time and within budget or that the essence of Project Management is balancing the
- iron triangle of Time Cost Quality. With time and cost being clearly measurable and quality seen as more subjective the iron triangle is often forgotten leaving success defined by time and cost But what has happened to our benefits? If we look a little deeper into the node we have forgotten because it is a little too subjective for management systems to write Key Performance indicators around and rotate the iron triangle we discover hidden behind the quality node are many other nodes that represent each other our benefits, benefits that are the whole reason for undertaking the project in the first place. So what does this look like in practice?
- The Northern Spire is the cornerstone project a the 5 phase Sunderland Strategic Transport Corridor. That will create an improved transport link from the Port of Sunderland through to the A 19 and the strategic highway network, picking up the city centre and local communities on route. Phases 1 and 2, the Northern Spire are compete, Phase 3 is due to start in 2019 and Phases 4 and 5 will follow should further improvements to journey times be required. The benefits required of the Northern Spire were:
- A new landmark link from Sunderland city centre and the Port of Sunderland to the national / strategic highway network and key employment sites like Nissan and IAMP Created excitement through the city with constant stream of profile building events from marking the end of an era in demolishing the old factories to celebrating each major milestone with both councillors, local business, local residents and school students. Culminating in an opening that was beyond all expectations as an estimated 20,000 visitors walked the site on the day before opening to traffic. Created a strong positive feeling in the community and press as a city that is moving forward, already delivering on the benefits. Helping attract £523m of inward investment since May 2015, and helping to create up to 6,000 new jobs at key development opportunities along the River Wear Just one of a number of development opportunities in the city and its environs that relies on the SSTC to open up transport links and the positive vibe that a new regional landmark has created around Sunderland as a city to do business in. Reducing congestion and improving overall journey times for 27,000 vehicles a day Improving public and sustainable transport with new cross-river links River creates significant obstacle to communication, dividing communities. Large areas of the northern half of the city did not have easy access to the transport opportunities offered by the Metro can now cross the river to Pallion. Joining the communities has significantly increased the catchment areas for new business and retail developments planned for south bank of Wear. Single route in and out of the city has long created a choke point that causes significant delays at rush hour and through the day holding back development and economic growth in the city centre. Creating regeneration opportunities – a planning application has been submitted to build 700 homes, a school and new community facilities next to the bridge An enthused local community excited by civil engineering
- Procurement – competitive dialogue? Continuous review of value engineering options? Extensive and early stakeholder engagement – a ‘no surprises’ approach Risk management led by the client team Quarterly lessons learned workshops Aconex? Collaborative approach
- Assemble bridge deck on land and launch into position Offsite manufacture of bridge deck components Off-site fabrication and delivery of the pylon
- So that video shows you everything Duncan has been talking about The partnership approach – client and contractor side by side Showcasing the amazing work and telling a story about the project – taking people on a journey The focus on benefits We had a big challenge – because some of those benefits being talked about take years to come to fruition – and as a society today we’re not very patient
- So what I want to talk about is very focused on the practical realiities of how we bring these benefits to life, make them meaningful and engage with people – because that is what the Project Board wants – they’re not spending £117m of public money just because they like bridges – the project absoluytely had to deliver these benefits for Sunderland
- Which is why – very wisely in my view – Sunderland Council invested in communications as one of the key workstreams – from an early stage – and believe you me it is never too early to start thinking about comms on a project. That meant Karen and I could be embedded as part of the team on site and really get under its skin and get the trust and by-ion of the people doing the real hard work. You’ll all have heard the saying attack is the best form of defence – and this is absolutely the case with showcasing benefits – you need to be on the front foot all the time
- Now to do that you have to have a communications budget and the right people and skills embedded within the communications team – that creates the mindset. N Spire – comms budget less than 0.5% of project budget. It makes a huge difference to impact and outcomes. Fight for it – whether you are working as the contractor or client side – both have an important role to play
- This is why it’s never too early to start thinking about comms. The first thing any qualified communications professional will do is develop a communications strategy based around the project objectives and work out what role the comms function needs to do and what it is trying to achieve. That is when you have to look at the context and the history and the issues. No project happens in a vaccum Don’t ignore the difficult issues - pretend you live next door – what would matter to you – those are the topics you need to address and have the answers in your back pocket – because you know you’ll be asked the questions With Northern Spire project had lost its mojo with previous design issues – and there was a lot of other stuff flying around in the first year of the project that made it hard work - Brexit – football – steel – roadworks and disruption - international workforce – austerity – real benefits with phase 3. Easy to develop a bunker mentality – but don’t Symbolism – European Way closure You have to understand and acknowledge these issues to make your project meaningful to people But you also need to understand and tell your story – why are you doing this and how is it happening craft a narrative to take them on a journey (jobs/regeneration/better journeys / innovation /ambition/ community). What are you key messages – they should be in your head every day whatever you are doing
- Which means you (and the comms team) need to understand the big picture – he whole project - Forget phases – ask what happens next. For N Spire we had some huge set piece events we spent months preparing for to maximise media, public and stakeholder impact and the client is still reaping the benefit
- Planning is critical – but stuff happens and plans change – talk to your comms people – keep them informed
- In order to do that effectively – and I’ve worked on the client side and the contractor side – let me tell you – from a reputation perspective – you’re all in it together – it’s only when it goes wrong that that distinction really starts to matter. The partnership approach is critical – symbolic in pictures, video, quotes on materials, joint approach to messaging. Your comms team should be embedded as part of the team and get to know people – spreading education and understanding to break down resistance, and get everyone to think comms
- What can you do to make it easy to engage with people The team brought in a classroom (a big portacabin), we built a viewing platform on top of site cabins
- Gave us facilities to work with – widely used for all sorts of things 2,300 schoolchildren visited in a year, incredible feedback scores Live media broadcasts Artists using it as a platform Professional groups – APM, ICE, Royal Visits, potential investors in Sunderland All without PPE but ‘on site’ and not interfering in the day to day running
- For the wider public it is about taking people on a journey – if all we did was talk about the bridge would be like when it opened – where the traffic would go, how many traffic lights there would be, what the speed limit would be etc. – they would have switched off – and on any project the journey is usually hugely exciting.
- – no surprises. Be bold, brave, honest and proactive with communities and people Local retailers Set expectations - Tell people bad news – tell them early, tell them direct and keep them updated Make yourselves available, follow up. Become part of their world and their community
- Today’s world gives you huge opportunities to tell your story direct – websites, e-newsletters, social media and good old fashioned meetings, briefings and just talking to people are really important – so build up your email database – have a plan in place where you can tell people directly
- Relentless and proactive - drive it forward Credit in the bank – be positive, proactive and allow access
- In order to do that you have to give some access – to media to partners, to your neighbours – in a controlled way – be part of community – the very act of communciating with people actions sends out a message – that you are open, honest, have nothing to hide etc. Sea Cities example
- 10,000 people voted to name the bridge – just after ‘BoatyMcBoatface’
- The Strictly story 11 million viewers 16,000 searches on Wikipedia for Northern Spire Massive wider media and social media opportunity
- We were late (Beast from the East and painting), the pressure was on to open We needed a week to make it happen Can we do it between 10am and 12 noon then open the bridge – no Can we do it with 2 days notice – no Announced on Friday with a media preview – on Tuesday we had 20,000 people walking, running, cycling naked across their bridge Media on site all day All kinds of social media activity – generated by others – hugely positive It was a risk but people really bought into it
- We were late (Beast from the East and painting), the pressure was on to open We needed a week to make it happen Can we do it between 10am and 12 noon then open the bridge – no Can we do it with 2 days notice – no Announced on Friday with a media preview – on Tuesday we had 20,000 people walking, running, cycling naked across their bridge Media on site all day All kinds of social media activity – generated by others – hugely positive It was a risk but people really bought into it
- Duncan started off talking about challenging the iron triangle – time and cost are absolutely important – but that is your defensive ground – if “all you do” is get to the end and you’ve built something like this on time and in budget you have missed a massive opportunity to engage people and really deliver benefits to your project, your city, your country. So in the end we were about three months ‘late opening’ – but we were in budget. That is just a tiny part of the story – and it is not what people in Sunderland or the north east talk about or share pictures of today – it is about the iconic symbol of Sunderland’s future, Strictly Come Dancing, running across the bridge and talking selfies, how to get the perfect sunset picture and what is next for the city. In reality many of the benefits will take many years to be fully realised but Northern Spire is already seen as a success. To me that is smarter thinking at its best.
- Thanks for listening – if you want to talk to us today we’re around all afternoon and you can find us at the Northern Spire stand – it’s the one with a big picture of the bridge on…