Twelve engineers were shortlisted this summer for the Civil Engineering Manager of the Year Award 2002 (NCE 18 June). This week and next NCE will tell you who they are.
The12 will be slimmed to four finalists after consideration of detailed submissions to the CEMYA panel, chaired by former ICE vicepresident David Cawthra.
The four will then compete on 19 November for the CEMYA 2002 medal and £5,000 cash prize from prime sponsor Laing O'Rourke. A £2,000 grant is also available to the winner from the Royal Academy of Engineering.
The four will face a judging team chaired by Adrian Long, ICE President 2002/03, and including:
Ray O'Rourke, of O'Rourke Ltd; Tim Matthews, chief executive of the Highways Agency; Bob Emmerson, chairman of Arup; and Cawthra.
The three runners up will receive prizes of £1,000 each. CEMYA is also sponsored by the ICE, The Chartered Management Institute, Movement for Innovation and NCE.
COLIN BRADY Position: Project manager Company: Carillion Capital Projects The job: Leading the 300 strong Carillion contracting team installing £85M worth of system infrastructure for the Nottingham Express Transit light rail Private Finance Initiative project.
The critical interface now for Colin Brady is between Carillion's civils works and the electrical and mechanical installations of consortium partner Bombardier Transportation on the £165M overall NET light rail project.
A safe, efficient and profitable public transport service is their target. This has to be met speedily with a minimum of risk carried through to the commissioning stage between the end of this year and carriage of first fare paying passengers in November 2003.
Brady has had to keep overall focus on delivery to this timescale, meeting the commercial and engineering demands while minimising the inevitable impact on the public and local businesses of tearing up Nottingham City centre to lay a double line of tram tracks.
PETER CURRAN Position: Associate Company: Gifford & Partners.
The job: Leading the multidisciplinary design team for the Gateshead Millennium Bridge for five years from the initial identification and development of an opportunity through to handing over of the completed structure.
Working initially as a small group with Wilkinson Eyre Architects, Peter Curran's multi-disciplinary team had first to win the design competition for Gateshead's commission: 'To create a bridge which would be a fitting symbol of Tyneside at the Millennium'.
His team was then expanded to assist the client in selecting a contractor and securing funding for the project. The 'blinking eye' bridge was successfully delivered and commissioned in a glare of national media interest and won the premier national architectural award, the Stirling Prize.
KIERAN DUNKIN Position: Alliance manager, Sunderland Direct Company: Railtrack The job: Leading Railtrack's project management team on the £100M, 18.5km extension to Tyne & Wear Metro including 5.1km of new railway and 12 new or rebuilt stations from 1999 through to successful opening for passengers on 31 March 2002.
Safe co-ordination of local authority requirements, contractors' works and client Nexus' expectations has been his challenge at Sunderland Direct, says Kieran Dunkin. His key tools were open dialogue and listening in his role as project manager (civils) and then also as signalling/ overhead line equipment commissioning co-ordinator.
Sunderland Direct is unusual for a rapid transit in that it involved an extensive upgrade of existing tracks, which had to remain in service, and all infrastructure which now continues in dual use for both metro and heavy rail services.
The construction time of less than two years to start of commissioning is extremely fast for a metro scheme. It is also remarkable with the background that both Railtrack and the main civils contractor went into administration during the project.
JEFFREY MARTIN Position: Project director Company: Hyder Consulting.
The job: Setting up and leading for seven years the organisation consisting of the client, six consultants, five civil engineering contractors, and 42 plant contractors and suppliers which created Cardiff 's £180M sewage collection and treatment works.
In summer 1995 Jeffrey Martin was seconded to the client organisation to create a team to design and build a waste water treatment transfer and treatment plant to deal with effluent from an area with a population of 890,000.
At the time there was neither an outline design nor a site for the treatment works.
A scheme had to be worked up from scratch and consents and budgets secured. Then it had to be built and commissioned. The completed project was delivered to quality, its budget and to time in March 2002.
ANDREW MCNAUGHTON Position: Operations director Company: Balfour Beatty Major Projects.
The job: Leading the contractor's element of the Channel Tunnel Rail Link Contract 440 team in partnership with the client Union Railways (South), constructing 16km of high speed railway infrastructure immediately adjacent to, over or under the fragile Victorian railway presently carrying international rail traffic and the M20 motorway.
Andrew McNaughton has been in charge of Balfour Beatty's team on the South of Ashford to Cheriton section of CTRL since 1999 and during expansion of the workforce to a peak of over 1000. His culture of inclusion and teamwork involved an open relationship with his client and project manager, establishment of a single contract risk register and the appointment of supply chain partners to senior management roles.
CTRL cost and delivery targets were extremely tough from the outset. Unexpected events - including the discovery of a nationally important archaeological site in the middle of the major cut on the route and severe winter flooding in 2000 - upset carefully formulated plans. These had to be radically revised for the civil engineering infrastructure to be delivered in time as required.
A zero possession overrun record was maintained for the adjacent rail lines which are the only Continental link with Britain's railways until CTRL opens to traffic next October.
MICHAEL NOTMAN Position: Unit manager Company: Amey Highways The job: Setting up and leading the multi-disciplined organisation which for £30M a year manages and maintains the South West Unit of Scotland's motorways and trunk roads, serving the area in which half of the country's population of 5M live and work.
Privatisation of Scotland's highway management and maintenance into four units was a controversial decision by the Scottish Executive which generated intense political and media interest. Michael Notman was in the front line of these changes. He was charged with mobilising a team from scratch to take effective control and start delivering a full service with one of the four highway units in just eight weeks.
This involved setting up offices and depots with an optimum of staff, IT systems and plant, and then demonstrably delivering a seamless transfer to the new 170 strong organisation.
Notman espouses a 'service first' approach as the key to satisfying the varying demands of his immediate customers - local authorities, police and road users.