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STRATEGIC INFRASTRUCTURE 2012 Railway – CONSULTANTS PERSPECTIVE

STRATEGIC INFRASTRUCTURE 2012 Railway – CONSULTANTS PERSPECTIVE. 29 March 2012. Richard Kerry – TYPSA Country Representative - BULGARIA – Management Board Member BACCRC Project Director Plovdiv-Svilengrad Railway Supervision Team (PSRST)

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STRATEGIC INFRASTRUCTURE 2012 Railway – CONSULTANTS PERSPECTIVE

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  1. STRATEGIC INFRASTRUCTURE 2012Railway – CONSULTANTS PERSPECTIVE 29 March 2012 Richard Kerry – TYPSA Country Representative - BULGARIA – Management Board Member BACCRC Project Director Plovdiv-Svilengrad Railway Supervision Team (PSRST) GSM: +359 (0) 885 007 518 – Email: rjkerry@typsa.es PSRST - Consortium Partners: TYPSA, SYSTRA, Louis Berger, Rubicon, Trademco Project Website – plovdivsvilengradrailway.com

  2. Contents • BACCRC • Project Review – Plovdiv Svilengrad • Considerations for Strategic Investment • Summary

  3. Bulgarian Association of Consulting Companies in Railway Construction

  4. BACCRC • Formed April 2003 • 15 Companies • Provision of consultancy service throughout network • On request advice and recommendation to Authorities • Contributing to the development of Railway in Bulgaria Website: www.bakfjs.org

  5. BACCRC BACCRC supports sustained and continued investment in the modernisation of the railway network: • Within the programming period 2013 - 2020 • In parallel with the development of the roads • In partnership with European partners • To standards equivalent to the rest of Europe • In conjunction with strategies for optimising railway use and including: • Reducing road freight • Improving road safety • With positive contribution to the Environment

  6. Project Review Plovdiv - Svilengrad

  7. Project Location

  8. Plovdiv - Svilengrad 22 December 2011 – Act 15 For Phase 1 & 2

  9. Plovdiv - Svilengrad 22 December 2011 – Trial Run Prime Minister Borisov & Minister Moskovski

  10. Stations and Halts Skobelevo Halt – Phase 2

  11. Stations and Halts Karadjalovo Station – Phase 2

  12. Trackwork Parvomai Station Trackwork

  13. Structures Phase 3 – Maritza Bridge

  14. Catenary Phase 1 – Chesnigirovo Halt

  15. Systems Systems – Power Dispatchers SCADA display

  16. Considerations for Strategic Development of Rail

  17. Challenges - Technical • Operational Railway • Linear project • Drainage • Access • Adjacent River (Maritza) • High water table • Flooding • Changing Technology / Regulations • Interfacing between contracts / other stakeholders

  18. Challenges - Other • Competitive Tenders • Linear project - extensive interfacing • Appreciation of ‘urgency’ • Authorities • Municipalities • Etc • Regulatory • Public Procurement Act • Territorial Arrangement Act • NRIC Regulauions

  19. Example Risks • Land Acquisition • Flooding – Maritza • Trees • Archaeology • Municipalities • Authorities – Coordination • Accessibility • Environmental

  20. Strategic Rail – Recommendations 1 • Lessons available from projects like Plovdiv – Svilengrad • Recommendable that a Task Force is established, lead by NRIC, to capture such lessons in a single paper • Thorough, early risk identification / management • Use the lessons learnt exercise to develop a ‘checklist’ • Project Risk Register - Concept to Completion • Regular ‘independent’ formal risk review stages throughout project development • Resolve identified risks before proceeding (programming Periods) • Balanced distribution of risks • Give motivation to the person ultimately most able to resolve the risk: Eg. Land Acquisition - Employer, Design - Contractor • Use International best practice – Eg. FIDIC Forms

  21. Strategic Rail – Recommendations 2 • Focus on Tender Process • Invest best practice engineering/ legal expertise to prepare robust standard base set of tender documents • Implement 2 Stage – Pre-Qualification – Large Projects • Implement ‘independent’ evaluation – (Funder Assistance?) • Establish clearer rules for rejection of unrealistic price bids • Demonstrate leadership to establish greater market confidence • Ensure mechanism only allows fully capable organisations • Maintenance • Assets need to be regularly and continually maintained • Vital that maintenance plans and budgets are in place

  22. Conclusion • There are ambitious plans for railway development • Progress is being made • It is clear from experience that improvements can be identified • The implementation process needs to develop to meet the ambitions • BACCRC is ready to continue its contribution Website: www.bakfjs.org

  23. Thank You!

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