1) The Bank Station Capacity Upgrade Project aimed to increase capacity and reduce journey times at Bank Station due to accelerating passenger growth exceeding 1.17 billion passengers per year by 2026. 2) An innovative contractor engagement (ICE) procurement model was used where contractors were given all project information upfront and evaluated based on their proposed solutions, rather than just cost. This led to an improved winning proposal. 3) The winning proposal included innovations like a 94m moving walkway, triple escalators everywhere, and a simpler power relocation scheme, reducing blockade time. Modelling showed vast improvements to journey times and congestion relief over the original scheme.

1. 1
1.17 billion passengers a
year Bank Station Capacity Upgrade Project
Innovative Contractor Engagement
Simon Addyman
Programme Manager
APM Project Professional of the Year 2013
Bank Station Capacity Upgrade Project
• Passenger Demand
• Project Definition
• ICE Procurement Model
• ICE Outcome
Agenda

2. 2
1.17 billion passengers a year1.17 billion passengers a year
Accelerating Growth
1,170,000,000 passenger
journeys
?

3. 3
Peak Congestion (2031)
Underground
By 2026, 30 Central London Stations will
experience crowding greater than 4pppsm
A rising proportion, currently 53% of journey
time, is spent in stations rather than on trains.

4. 4
Project Background – Business Need
Project Background – Requirements & Benefits

5. 5
Project Background – Requirements & Benefits
• Congestion relief – minimum passenger flow of Fruin
level C
• Step Free Access ... including acceptable means for
persons with reduced mobility (PRM)
• Fire & evacuation – compliant measures throughout all
new station areas
• Journey Time
• Ambience
• Step Free Access
Requirements:
Benefits:
PRIMARY REQUIREMENTS
• Increased capacity, reduce Journey times
• Step-free Access
• Compliant fire and evacuation
PRIMARY BENEFITS
• Journey time benefits of £774m
• Capacity of Fruin level C
• Benefit:Cost Ratio is 2.4:1
BankBank
MonumentMonument
Constrained
Work Site
Complex
Power
Solution
Complex
Construction
Sub-optimal
Operational
Interchange
Sub-optimal
Over time
Over budget
Project Baseline Solution – RIBA D

6. 6
Contractor proposal Baseline scheme
Lessons Learnt from Victoria Station Upgrade
Bank SCU traditional v ICE

7. 7
ICE – A structured solution
Key features of Innovative Contractor Engagement:
• Pre-qualify innovators.
• A structured and protected dialogue phase.
• LU disclose ALL project information and
acknowledge the cost of dialogue.
• Requirements statement and bid evaluated
against business output.
• Orthodox ITT/ Target cost Contract.
• LU share value of innovative ideas from
unsuccessful bidders
ICE in Practice

8. 8
Project Solution - Stakeholders
• 67 buildings in the zone of influence
• 38 buildings with Heritage interest
• 6 buildings Grade 1 Listed – notably St
Mary Abchurch (Wren) and Mansion
House
• 14 Buildings are Grade 11/11*
• 80% buildings are in a conservation area
Innovation in Project Management:
A New ‘Front End’ Triangle

9. 9
Innovative Tender Evaluation
BASE 1 2 3 4
Product 625,000£ 625,000£ 625,000£ 625,000£ 625,000£
CR1: Capacity Enhancement 17.0% 8.50 10.00 8.50 12.00 10.00
CR2: Reduction of Journey Times 17.0% 8.50 8.50 8.50 12.00 8.50
RO3: Design & Construction 15.0% 7.50 8.50 7.50 7.50 7.50
CR4: Step Free Access 10.0% 5.00 5.00 10.00 5.00 7.00
CR5: Fire and Evacuation Plan 10.0% 5.00 5.00 5.00 5.00 5.00
Subtotal Product 69.0% 34.50 37.00 39.50 41.50 38.00
Method
RO1: LUL Project Business Case 2.5% 1.25 1.25 1.25 1.25 1.25
RO2: Transport and Works Act Order 5.0% 2.50 2.50 2.50 2.50 2.50
CR 3 Disruption during construction 12.5% 6.25 6.25 6.25 8.00 6.25
CR 6 Time 2.5% 1.25 1.25 1.25 1.25 1.25
CR 7 Design to Cost 2.5% 1.25 1.25 1.25 1.25 1.25
RO4: Opportunities 6.0% 3.00 3.00 3.00 3.00 3.00
Subtotal Method 31.0% 15.50 15.50 15.50 17.25 15.50
Total 100% 50.00 52.50 55.00 58.75 53.50
Total Rank 5 4 2 1 3
Value Rating - £100m = 8.00 Quality pts if P = £625m) 8.00 8.40 8.80 9.40 8.56
VR rank 5 4 2 1 3
VFM 85.11% 89.36% 93.62% 100.00% 91.06%
P equiv 531,915£ 558,511£ 585,106£ 625,000£ 569,149£
Lost Value 93,085£ 66,489£ 39,894£ -£ 55,851£
Value of a Quality point (rank 1 .v. rank 4) £k £10,638
Better Value for LUL
• B:CR increase by 1.1 to 3.5:1 (45.1%)
• Journey time benefits increased by £148m to
£923m (19.2%)
• EFC reduced by £61m to £563m (9.8%)
• Induced Revenue increased by £31m to £229m
(15.6%)

10. 10
The Final Scheme – Key Features
The Winning
Ideas!
94m Moving
Walkway
Arthur
St
Tunne
l
Acces
s
Triple
Escalat
ors
everyw
here
Arthur St Tunnel
Access
Triple Escalators
everywhere
Retained
20 Abchurch Lane for
Site Offices
94m Moving Walkway
Whole Block
construction site
Simpler Power
Relocation Scheme
Reduced
Blockade
Reduced
Blockade
Improved Customer Experience
Includes:
• 12 New Escalators
• 3 New Lifts
• 2 No moving walkways

11. 11
Final Scheme Improvements
Legion Modelling shows a vast improvement
of both journey time and congestion relief
on the original scheme
Final Scheme Improvements
from Northern Line SB to Central Line
will start automatically…
AM 2026+31%Base Scheme Proposed Scheme

12. 12
4D Model of Proposed Works

13. 13
A Collaborative Solution
The Alliance Protocol
• Alliance Management Structure (G5, ADT, etc).
• Bank Board.
• Co-location.
• Behavioural and risk reduction incentivisation
mechanism to be shared down the supply chain.
• 8 core project objectives.
• 24 smart team objectives leading to personal
objectives for each team member.

14. 14
• Embedded in design teams
• All key suppliers on incentivised contracts
• All key delivery sub-contracts in place by start of
Detailed Design Phase
• Extensive input into early BIM 3D model
development and clash detection during early
design
Tier 2 Engagement
• Design Workshops:
• Including operator, sponsor, maintainer,
contractor and crucially tier 2 suppliers.
• Early design wins and full ownership of design
solutions
Core Design Team Process at Scheme Design Stage

15. 15
Bank Station Capacity Upgrade
Technical Design Developments
page 5
• Back of house
accommodation at ground
floor minimised
• Improved sightlines to lift
lobby
• LU transformer room
relocated to basement
level
• Maintenance lift access to
all plant rooms
• Soffit maintenance zone
provided
• Integrated 3D BIM model
Programme

16. 16
The Winning Scheme
Thank You
Any Questions