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Rail Corridor IV: SOP-T Projects Rebuilding for 160 km/h

This overview discusses JASPERS Technical Assistance to CFR in rebuilding rail Corridor IV, focusing on improving implementation of SOP-T projects and strengthening institutional capacities.

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Rail Corridor IV: SOP-T Projects Rebuilding for 160 km/h

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  1. Rail Corridor IV: SOP-T Projects Rebuilding for 160 km/h Brief Overview of JASPERS Technical Assistance to PMUs of CFR JASPERS Framework Consultant ‘Arup’ Richard H Brown CEng FICE (UK) Team Leader, Practical Consultations and On-the Spot Support to PMUs of CFR, Romania Oradea, 15 November 2013

  2. JASPERS Technical Assistance (TA) to CFR Our Role: Practical Consultations and On-the-Spot Support to PMUs of CFR. JASPERS Project Team: Team Leader and Site Engineer (+ Backup). Team Leader is embedded within HQ CFR. Site Engineer is embedded on Site. We are: Advisors, Mentors, Influencers, Catalysts and sometimes Change Agents. The main objective of our Technical Assistance: To assist CFR (particularly the PMUs of CFR) in structuring efficient internal working procedures thus contributing to improved implementation of SOP-T projects and strengthening institutional capacities of CFR. Envisaged Duration: April 2013 – April 2014.

  3. Team Focus Working Alongside: • CFR FIDIC Engineer and Supervision Teams - training & mentoring (pending award of external supervision contracts). • PMUs & DDGEP - reviewing & mentoring within project implementation (feasibility through design & programme to construction) - especially identification of gaps/deficiencies, need for PMU restructuring and improvement & standardisation of PMU services. Key Output: • Development of ‘Practical Guidelines for Project Implementation’ (Design through Construction), for general use on SOP-T Projects throughout CFR.

  4. Corridor IV, Sighisoara - Simeria: The Main Focus of TA Almost a total rebuild of rail infrastructure (171 route km) Five Works Contracts - four awarded, one contested One Signalling/ERTMS Contract - contested (Alstom v Thales) One Supervision Contract (FIDIC) - contested Works and Signalling: Linked Physically Unlinked Contractually Total Value of Contracts: €1.00 billion (works) + €0.12 billion (signalling) Works Contracts: 2.5 - 3.0 year programmes FIDIC ‘Red Book’ for Works Contracts FIDIC ‘Yellow Book’ for Signalling Contract

  5. Current Statistics

  6. Main Issues • Lack of Equitable Commitment between MT and CFR at Project Initiation (a major inter-institutional failure) • Failure to Consider Implementation Options and Associated Risks & Contingencies • Failure to Acquire Land Ahead of Commencement of Contracts • Failure to Conduct Adequate Geotechnical Site Investigations • Failure to Identify Major Elements of Work • Failed Procurement of One Works Contract • Failed Procurement of Signalling/ERTMS Contract • Failed Procurement of Works Supervision Contract • Main Designer Unpaid • Eligible VOs / Additional Works Blocked • Capacity Deficits within CFR: Reactive Corporate Leadership Departmental Entrenchment ‘Boxed’ thinking throughout EPS ‘Lite’ PMUs: Staffing Ratios, Profiles (qualifications & experiences), Motivation (salaries) Inexperience in FIDIC Supervision Potentially, No Signalling for the Foreseeable Future after Tracks are Switched**

  7. The Response What Are We (TA) Doing? • Monitoring Activities and Procedures on Site and at CFR HQ • Training & Mentoring of CFR FIDIC Supervision Staff • Advising on Proposed Restructuring of Corridor IV PMUs • Developing the ‘Core Team’ Concept (through RWG) • Facilitating Topical Workshops • Preparing ‘Practical Guidelines’ • Short-Term Expert Advice on Key Ad-Hoc Issues (FIDIC & Tunnel Design) • Reviewing Implementation Plans for Simeria – Km614 What Can MA and CFR Do? • Work proactively together to address all the issues - See through the ‘Barriers’, not hide behind them. Form a joint creative (‘no blame’) Working Group. Ask JASPERS to help! • Assign appropriate staff to PMUs (numbers of positions) • Make use of ‘financial stimulation’ SOP-T funds already allocated under each project budget to enhance the conditions for attracting, maintaining and motivating good quality staff

  8. Transferring Key Lessons Learned to ‘Simeria - Km614’

  9. Conclusion Parting Thoughts: Upgrading an existing railway is more complex and carries heavier risks than building anew. Attempting to do this on a large scale without an alternative operational plan is asking for trouble. Upgrading Simeria – Km614 the same way (and now potentially at the same time) will just compound problems – a snowballing effect may eventuate. Recommendations: Actions are urgently needed to build/strengthen CFR’s institutional capacities to manage SOP-T projects, with motivation through eligible funds - leverage from the EC could be very helpful. MA and CFR should undertake a proper assessment of options on all future projects (including Simeria – Km614) with the aim of developing plans that mitigate principal risks both to the projects and to CFR.

  10. END DISCUSSION

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