Britomart
A Team Effort
Escalator into Britomart
Stairs and escalators into Britomart (click to enlarge)
Train information (click to enlarge)
The multiple groups involved in the project were brought together by Beca into an innovative partnership, involving the Auckland City Council, Beca Carter Hollings and Ferner (project management and geotechnical engineering), Downer Engineering (construction), Jasmax and Mario Madayag (architects), Occupational Safety and Health (OSH), Opus International Consultants (civil, structural, mechanical and electrical engineering), URS New Zealand (rail track and signals) andWT Partnership (quantity surveyors).
"Beca had a crucial role in managing all those involved," explained Auckland City's Eric Hennephof. "They did a lot of work to facilitate the team building that allowed us to meet the challenges of the technical issues." He describes the design process as "a true team approach", with strong collaboration between the engineering teams and the architects involving local residents and businesses, the Historic Places Trust, and representatives of disabled and community groups and NgatiWhatua.
Partnership plus
From the start Beca went in with a partnership approach. "The unusual thing was the number of stakeholders involved," explained James Macneil, Beca's project manager. "There were two ways to approach it: ignore them, or, as we preferred, open lines of communication, to talk to them and work through issues." The monthly meetings produced what were described as "frank exchanges of views", allowing those involved to communicate "on a level more meaningful than issuing enforcement notices," says Mr Macneil; and they meant issues could be resolved very quickly.
The collaboration with Occupational Safety and Health (OSH) was a first for New Zealand, and according to Mr Macneil, "One of the best things we did," despite initial scepticism on the part of the contractors. OSH staffwere invited to review tenders for health and safety content, and participate in meetings and decisions. In all, 2,500 staff were inducted for site safety. The result? Just three lost-time injuries during the nearly 1.5 million man-hours logged.
"This was breaking brand new ground," said OSH team leader Jim Bell. "I believe this was the best ever result we've had on a job this size." He notes that, despite the job's exceptionally high public profile, not one complaint was received from the public. "This was an open and honest relationship. We got a lot of plusses out of it and learned a few things ourselves." Among other benefits, Bell identified the value of using different inspectors to get "a fresh set of eyes" on proceedings. A blueprint for the future? "Of course," says Mr Macneil. "It's project management by engagement."
