Team 2100 Programme

Context^[1]

• TEAM2100 is delivering the first 10 years (2014 – 2024) of the Thames Estuary Asset Management program. The program covers tidal flood defences as recommended by the 100-year Thames Estuary 2100 (TE2100) plan, which sets out how to manage increasing tidal flood risk from rising sea levels and deteriorating assets to the end of the century.
• Tidal flood defences need to protect London and the Thames Estuary from the predicted rise in sea level and potentially higher and more frequent ‘storm surges’. Sea level rise in the Thames Estuary over this century could be between 20-88 cm. Many of the defences are over 30 years old, and in some cases over 100 years old.
• The Thames tidal defence network is made up of 330 kilometres of flood walls, embankments, 9 major barriers, pumping stations, and flood gates. These structures are all having to work harder as climate change accelerates.
• These defences protect 1.4 million people and GBP325 billion (USD427 billion) worth of property, including iconic habitats and structures, against increased risk of tidal flooding and climate change.
• TEAM2100 is one of the United Kingdom Government’s top 40 national infrastructure projects and one of the world’s largest flood risk management programs. The scope involves the planning, programming, optimisation, and delivery of investigation, design, capital maintenance, refurbishment, and replacement works on the existing flood defence assets along the Thames Estuary.
• The Environment Agency (EA) decided to change their approach for procurement and delivery models through TEAM2100 with the aim of increasing performance through innovation and collaboration. The objective was to be an ‘Exemplar’ within asset management and to obtain ISO 55001 Asset Management Accreditation on the program.^[2] 

Problem

• The EA previously had a traditional procurement arrangement with a set of frameworks with contractors for major works and other suppliers for minor works. This necessitated a tender process for every project / activity, limiting the efficiency and capacity of the EA due to the effort and time invested from all involved.
• This arrangement did not provide the ability to form long-term partnerships that fostered collaboration and innovation given the short duration of projects. Despite having a national ‘lessons learnt’ forum, the capacity for teams to learn and continuously improve was hindered by the lack of continuity of private-sector personnel.

Improvement

• Culture: The establishment of the Integrated Delivery Team (IDT), who are all co-located, is aligned with the Project 13 enterprise delivery model developed by the Infrastructure Client Group UK (ICG UK) that is based on creating long-term value rather than lowest cost. The delivery model uses an enterprise approach to project management rather than a transactional arrangement, with the IDT acting as the integrator. It is a delivery model based on collaboration, shared values, innovation, and integration.
  • The EA engaged in a multi-month competitive dialogue with both shortlisted parties. At that stage, these were not negotiations but discussions around key principles to select a delivery partner and capability in order to set up a fully aligned joint-enterprise.
  • This strategy by the EA has enabled a whole-of-life approach to project decision making and facilitated the success of the program. The leadership team identified that using a ‘best person for the task’ method, regardless of the individual’s parent organisation, could provide the foundation for ambitious outcomes and benefits.
• Commercial: The ten-year bespoke contract was based on an NEC3 Term Service Contract (TSC) and uses a target cost approach.
  • The IDT develops the scope of works to be performed and an appraisal process is carried out with a preferred option that requires approval by a Program Delivery Board (PDB). Once the PDB approval is received, an Outcome Specification is produced by EA for a Task Order Proposal (TOP).
  • The TOP provides the methodology of the delivery partner, its program, and cost estimate. The target cost will use the contract price list where appropriate, otherwise the cost is developed mainly through competitive quotes and the delivery partner’s costs using agreed rates.
  • Cost and the program are benchmarked to ensure they represent value for money. The cost assurance is performed by an independent quantity surveying firm. Its findings are shared with the Service Manager, Commercial Manager, and EA.
  • Once the assurance process is satisfied, the TOP is instructed and the task target cost set.
• Key Performance Indicators (KPIs): Aligned objectives (with KPIs and performance measures) across the integrated team were developed collaboratively to ensure that they reflected the needs of the client contributing to that alignment. Performance monitoring against the KPIs is measured routinely, with the program reporting on them quarterly, annually and against the 10-year and whole-of-life benefits set out in a Benefits Realisation Plan.
• Collaboration is reflected in the program’s Relationship Management Plan, with a cross-organisational governance structure and working groups ensuring a strong working relationship between each organisation. This is driven from the board level, incorporating staff surveys and annual reviews, alongside assignment of a single point of contact for each supplier, to act as principal liaison.
• Digital tools were implemented and developed by the team to help to break down organisational silos and improve collaboration. CEMAR, a contract management system, has enabled a common data environment for all to access the latest asset data. Estuary Eye, another tool, was created to manage spatial data and design.

Stakeholders

• IDT
  • EA: Client and Lead
  • CH2M (now Jacobs): Delivery Partner Program Manager and Designer
  • Balfour Beatty: Delivery partner contractor
  • Various specialist suppliers.

Timeline^[3]

TEAM2100 procurement timeline:

• November 2012 – Thames Estuary Plan published
• September 2013 – Bidding commences for Delivery Partner contracts; market briefing and engagement commences
• October 2013 – Close of bidding for Delivery Partner contracts
• October 2013 – November 2014 – Competitive Dialogue process for Delivery Partner contracts
• November 2014 – Delivery Partner contracts awarded to CH2M (now Jacobs) and Balfour Beatty
• March 2025 – conclusion of TEAM2100 program

Overall program timeline:

• Phase 1: Up to 2035. TEAM2100 comprises the first 10 years. This includes: maintain and improve current flood risk management assets including walls gates, embankments and pumping stations. Work with communities to develop visions for their future riversides identify and protect land needed for future improvements to flood defences and monitor how the estuary is changing
• Phase 2: 2035 to 2050: raise existing flood walls, embankments and smaller barriers
  • Reshape the riverside through development, to improve flood defences, create habitat and improve access to the river. Determine the preferred option for the future Thames Barrier
• Phase 3: 2050 to 2100: Develop and implement the selected option for the future Thames Barrier
  • Adapt other flood risk management assets to work alongside this to protect the estuary
  • The Thames Barrier is expected to continue to protect London to its current standard up until 2070. The plan identifies different options for improving or replacing the Thames Barrier. Because it is an adaptive plan, the decision on the final option is unlikely to be made until around 2040.

Results / impact

• Since inception in 2014, the TEAM2100 programme delivered over GBP 46 million (USD 64 million) in efficiencies.^[4]
• Successfully audited against ISO44001 demonstrating collaborative business relationships and promoting new ways of working, transferring knowledge and good practices to the wider business. 
• Achieved ISO55001 Asset Management accreditation in 2017, which is a standard that specifies requirements for an asset management system with the objective of reducing an asset’s total costs, improving asset returns, and give asset managers greater control over their assets – thought to be a world first for a flood risk management programme. Re-accreditation successfully achieved in 2020.
• Co-locating the IDT has allowed all parties to interact and develop solutions collaboratively and has generated significant benefits in delivery and whole life asset management solutions. 
• The IDT's innovation forum and process to drive innovation from both the programme and project level has helped to identify over 300 innovations over the Programme such as data management, drone technology, 3D augmented reality to safety applications, intelligent infrastructure and green infrastructure trials.^[5]
• The digital transformation provided resilience to the team and was particularly tested during the COVID-19 pandemic when the team members could maintain business continuity with minimal disruption as a result of the tools developed and digitisation of all data required to minimise the requirement for physical site visits. 
• TEAM2100 have won multiple national and international awards including the New Civil Engineer’s 2017 TechFest Awards: Project Team of the Year – New Civil Engineer’s 2017 TechFest Awards: Innovation – Big Data – Project Excellence Awards: Innovation – ESRI UK: Customer Success Award – CH2M CEO Excellence Award – Innovation and Technology. British Construction Industry H&S Award 2019, Institution of Civil Engineers Team of the Year 2019 Award,  Flood and Coast Digital Transformation 2020.^[6]

Key lessons learnt

• A long-term and collaborative IDT relationship is useful for unlocking the value of the enterprise approach. It encourages innovation, team continuity and longer-term planning to realise greater synergies and enables the team building long-term relationships with local stakeholders.
• Leadership is key to establish the right culture. Aligned and inspiring leaders who, apart from technical excellence, display the right soft skills are fundamental to the right behaviours and set the culture.  
• Make behaviours and alignment the priority in early stages of a project. This collaborative culture was established at procurement and carried through to delivery with governance involving senior members of all IDT organisations.  
• Foster collaboration using a one team approach with individuals representing their role instead of their home organisation, and utilised based on being most capable for the task.
• Commercial arrangements are fundamental in underpinning collaboration, with the right incentivisation and KPIs to support the behaviours desired.
• An innovative culture is underpinned by diversity of thought, skills and, backgrounds as well as providing a safe space at the forums to share new ideas. This leads to greater efficiencies and sharing of knowledge across the programme. 
• A lifecycle approach is required under an asset management programme with a robust knowledge base around the asset management systems. This sets longer horizons, to enable improved planning, hence the partnerships are in 10-year tranches. For contract renewal, they review and reset strategic objectives, validating that they are still relevant. 
• This long-term partnership is key to unlocking the enterprise value, as innovation becomes more important across the programme and enables improved long-term planning. 
• By having a long-term mindset, the programme improves the social value it creates through enhanced stakeholder management and embedding the team within the local community.