RCP are engaged by the Department of Corrections (The Department) to manage the delivery of circa 900 additional prison beds with a program of works valued in the region of $400million across five separate prisons nationwide. As part of this project, RCP are providing the following services to The Department; Engineer to the Contract (ETC), client side design management, portfolio guidance, project delivery management and quality management support.
To execute this role RCP are leveraging its nationwide presence to;
- Provide site wide coordination and monitoring at each prison site,
- Maintain continuity between design and delivery,
- Provide specialist input where required (e.g. delivery PM’s with infrastructure backgrounds delivering infrastructure projects),
- Provide the Department with quality management support,
- Maintain a degree of separation between the ETC (based in Auckland) and the design/delivery project managers across the country.
RCP helped The Department to develop a critical path project management methodology (CPM) which mapped the activities required for successful project delivery. The CPM identified, at high level, the critical interdependencies of the separate modular build and enhancement projects across the prisons, along with key milestones and deliverables. The project scope is split into a modular build roll out delivered in a design and build contract mechanism coupled with a hybrid traditional procurement model which is delivering the associated upgrades and enhancements across all the prisons. The CPM, developed in conjunction with the client, identified critical path items which are currently driving the design, consenting, procurement and delivery programmes. As an example, in Canterbury, the enhancements projects are split into 7 separate procurement packages which include, infrastructure upgrades (roading, utilities, etc.) and upgrades of site facilities (gatehouse, kitchens, laundries, etc.). The packages are split according to discipline and their criticality and priority defined in the CPM.
The hybrid model utilised for the enhancements scope, developed in conjunction with MBIE, involved the contractor tendering the contract on a high level contract scope on margin and P&G while the project design ran contemporaneously. Following an open ROI and then selected RFP process the contract was awarded to the preferred contractor. Once a design drop occurs, the package is released from the RCP Design PM to the RCP Delivery PM to tender to the contractor, issue to the QS for detailed pricing and submit to the relevant council for consenting. These activities occur concurrently, managing cost and program effectively. Each tender submitted by the contractor is required to have a minimum of three market tested prices which the QS reviewed and compared against the QS estimate. Provisional sums, contract tags and contract exclusions for each package where worked through and cleared prior to award of each package mitigating, where possible, cost exposure to the client for each package of work. The modus operandum of the team is to close out procurement in time for the consent drop enabling works to commence without delay.
Upon award of a discrete package, RCP implemented a client approval gateway for additional costs and/or variations, occurring under that package, whereby the client has visibility and sign off of all cost related additional items or scope, e.g. unforeseen ground conditions before a contract instruction is issued.
RCP also engaged with the onsite stakeholders to facilitate workshops with the contractor with the aim of defining a scope for operational readiness, facilities maintenance and staff engagement. This understanding of the completion gateway enabled the contractor to understand what was required at handover, practical completion gateways. RCP’s scope also expanded to working in the role of quality management support to review the contractors workmanship onsite and identify/flag up any items that may require addressing/adjustment. This led to early identification and rectification of issues along with establishing a lessons learnt approach across the prison sites as the modules are rolled out nationwide.
Initiatives created by RCP which manage cost, programme and quality:
- Multiple procurement models running on the one portfolio
- Establishing a link between design PM’s and delivery PM’s
- Clear gateways for design drops to mitigate programme risks
- Staged consenting
- Staged procurement
- Lessons learnt sharing across the prisons
- Cloud based QA portal which facilitated progressive review of QA enabling the bar to be set and understood by the contractor early.
- Setting and managing expectations of the various stakeholders enabling coordination between contractors and projects and successful understanding of delivery.
PROJECT CONTACT – Marcus Read