Water & Wastewater Treatment Magazine
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14 | JUNE 2017 | WWT | www.wwtonline.co.uk In Focus: Delivery models 14 | SEPTEMBER 2019 | WWT | www.wwtonline.co.uk " Anglian Water's alliancing journey started in 2004 and our partnership with @One. By 2015, integrated, col- laborative delivery models were in place for all parts of our investment programme. "The benefits that truly collaborative and highly integrated alliances provide to the delivery of complex infrastructure programmes are well known and, in 2018, Anglian Water began looking to expand this approach for the delivery of its new strategic water resources programme. "A key piece of work undertaken by the Infrastructure Client Group resulted in the publication of 'From Transactions to Enter- prises' in 2017. The report featured several case studies and provided compelling evidence that got under the skin of what is not working and is outdated in today's infrastructure delivery. "Out of this, Project 13 was born. It strives to push further towards enterprise delivery models by setting out a number of key principles that define this shi'. "So, when Project 13 launched in May 2018, just at the same time Anglian were planning to go out to market for a new stra- tegic alliance, the opportunity to develop the alliance in line with these principles was too good to miss. "To help us build further upon our previous approach to alliancing, we swi'ly adopted the following Project 13 principles in a number of areas: • Focusing and engaging on customer outcomes • Understanding the capabilities that can add value in delivering outcomes • Developing an integrator role accordingly • Developing commercial models that reward out-performance, not work "Project 13 works on right-to-le' thinking, putting even more focus and engagement on customer outcomes. This in turn helps to drive a commercial model that rewards out- performance in achieving said outcomes rather than just delivering work. "Simple, incentivised commercial contracts and mechanisms that drive the right behaviours and performance are vital to setting up a leading enterprise arrange- ment. This helps to stimulate innovation and the development of new skills within the alliance, providing an engaging and focused approach which ultimately benefits the customer. "Digital technology also plays a big part, as does a sound understanding of the range of capabilities needed to deliver. "Taking time to understand and then procure for the capabilities required to deliver our desired outcomes has allowed us to target organisations that align most effectively with these outcomes. "The ability to establish and articulate the integrator role and functions at the beginning of the procurement process has been vital and will help the new alliance to function effectively at a much faster rate. "The new approach has allowed Anglian to strive for the capabilities re- quired from the integrator rather than just individual organisations, thus creating an essential co-dependency for the strategic partners. It has also helped to create new mindsets, thinking and innovation, particu- larly for digital twin and 'Construction to Production' initiatives. "Even at the early stages of the procure- ment process, there was a real sense of opportunity and excitement generated, particularly around the potential enabled by focusing on outcomes from the outset. "There are a number of early adopters signed up to and working with Project 13, each with their own challenges, custom- ers and outcomes. With this comes rich learning and experience, which is already starting to create a strong cross-community network of ideas. "Offspring hubs are being created to help with specialist areas such as digital twins, with three early adopters coming together to help strive forward with the Construction to Production initiative. "We are already seeing a community with numerous links and networks of relationships and cross-sector learning emerging out of Project 13. Embarking on the journey with other organisations that face similar challenges is powerful and will undoubtedly move Project 13 farther and faster than any individual organisa- tion can alone." "Project 13 works on right- to-le thinking, putting even more focus and engagement on customer outcomes" • WATER COMPANY VIEW JAMES CROMPTON, STRATEGIC PROJECTS DIRECTOR, ANGLIAN WATER Heathrow's expansion and National Grid's London Power Tunnels project signed up. Network Rail and Sellafield followed, and Sydney Water then became the first to take it on internationally. While Project 13 is not being pitched as a universal solution – there are always likely to be individual projects of limited size that can be completed more effec- tively using more traditional approaches – there is clearly reason to believe it could be much more widely adopted. "A number of UK water companies are adopting the principles," Evans says. "They're not yet formal early adopters but they're part of that wider conversation. There's an emerging wa- ter hub for Project 13 and the learning is being shared." Anglian Water was well placed to adopt Project 13 through its alliances as the utility had already spent a long period honing its role as an intelligent client. "A lot of water companies have changed the model every single AMP," Stantec's Jackson says. "The ones that have been success- ful, like Anglian Water with the @One Alliance, have tweaked the model but overall had the same long-term rela- tionships with partners and an overall alliance environment. These models take a lot of time. It's a lot of tweaking and refining as you go to get it right." It may be that some are not ready to adopt Project 13 in AMP7 but, even if the ideas are not implemented wholesale, the P13 Blueprint is likely to provide valuable insights. "You'll always have different levels of maturity, but within Project 13 it's a case of having a look at it, how it's structured, and trying to apply parts of the principles," MWH Treatment's Kennedy says. "People see change as time-consum- ing. It's outside their comfort zone. We're all busy, trying to do more with less, and we need confidence it's going to work, so demonstrating the value is important. But the water sector is looking to achieve a 15 or 20 per cent improvement in efficiency while providing ever better levels of cus- tomer service. "You've got to challenge yourself – can the current way of working achieve that or do we need to look at a different approach? Project 13 is really trying to deal with the cultural and behavioural as- pects and saying: 'There is another way.'" Dale Evans will be discussing Project 13 at the WWT Wastewater 2020 Con- ference & Exhibition on 28 January in Birmingham. For more information, visit https://event.wwtonline.co.uk/ wastewater