The delivery of this £33m scheme was procured and managed through a Southern Water Services (SWS) bespoke NEC 3 Option C contract. Moreton & Partners  were engaged to provide commercial and programming support to the SWS team.  Following contract award, we moved quickly to establish Moreton & Partners’s post contract commercial model.  This included joint pre-programme submission programmes.  As part of our model we also established routine auditing of the contractor’s cost base.  We visited the joint ventures various main offices and undertook thorough checks to ensure that the full schedule of cost components was being applied in line with the contract.

By regularly meeting to discuss the risk register items, early warnings, Project Manager’s instructions, compensation event notifications and subsequent quotations, the commercial administration on the project kept up with the demands of the project.  The Moreton & Partners commercial model helped create strong and transparent communication channels which along with proactive risk management, enabled the Project Manager to make informed decisions based on the very best available information at any particular time.  This had great benefits for the project, as the contractor was clear on what was required, and SWS remained in control of their budget.

In addition to the above, Moreton & Partners supported the SWS team with the management of wide-ranging external stakeholders, the extensive internal reporting demands, and the confirmed measurement of the built asset.  The later requiring our team to gain confined space entry qualifications in order to undertake this role.

The success of this high-profile project was recognised at both the UKSTT Renovation Water & Wastewater and Pipeline Industries Guild awards.  Moreton & Partners were delighted to be part of this strong delivery team, and very pleased that the proactive approach to commercial and programme management had contributed to the project’s accomplishments.