Annex 4: Work Plans
No.
Work Plan Title
Start Date
End date
Estimated % of
total project
budget allocated.
December
1
Project Management/Mobilisation
July 2016
10%
2022
Partners’ Involvement
Responsible partner
NIW
Involved partners
IW,AFBI,LA, EBR
Describe how the project will be managed. Include information on:
- Structure, responsibilities, and procedures for the day-to-day management and co- ordination;
- Communication within the partnership;
- Detail on the appropriate phases for preparation, implementation, reporting monitoring, evaluation,
follow-up and dissemination of the project;
- Risk and quality management (what are the key risks which could impact on the delivery of this
element/activity and how will the risk be managed/mitigated)
The project will be managed centrally through the Programme Management Office (PMO). This office,
resourced by staff from all Partners and headed up by NIW as Lead Partner will be set up to ensure that
the projects outputs and results are delivered on time and on budget and that it fulfils the obligations of
the lead partner as outlined in the programme rules. The PMO will provide the essential overall
direction, coordination, governance and clear leadership to ensure that the shared resources and
expertise are utilised effectively. The PMO will be headed by a Programme Leader with added multi-
disciplinary staff support from representatives of all partners to cover project management, finance,
communications and other technical duties using skillsets, technical knowledge and expertise within the
PMO team to successfully manage the project and ensure eligibility of costs.
The Programme Leader will have overall responsibility for communications and the day-to-day
management and co-ordination of the activities in each work package. The project organogram
(detailed in the business case) shows the how each of the partner organisations are delegated a sub-
programme manager who will relay information on progress of delegated work packages to the
programme leader. There will be a constant flow of information to and from the PMO to facilitate
accurate and detailed reporting to the Steering Committee, SEUPB and with partners and stakeholders.
This effective communication stream will assist the programme leader to efficiently and effectively
manage and mitigate all financial and non-financial aspects of the project implementation, monitoring
and evaluation and ascertain whether the project is on schedule in both cost and time profiling,
forecasting and in the delivery of outputs.
The programme leader will also be responsible for ensuring the quality of each individual work package
in terms of preparation and implementation of each individual activity. There will be regular reporting of
activity before, during and after each activity is undertaken. All risks associated with each activity will be
logged on the project risk register (attached with business case) as and when risks are identified and
they will be mitigated and risk assessed according to the scoring matrix.
The Programme Lead role will be the Senior Responsible officer for the project and this role will require
extensive project life cycle experience in the delivery of complex multi-disciplinary projects and has
expertise in risk management and mitigation, change and quality management to deal with the full
range of technical issues surrounding the project. This full time project role within the PMO will include;
co-ordinating activities, programming, reporting and liaising with SEUPB, procurement and capital
delivery duties and in managing risks will have ultimate responsibility to sign off on all financial claims.
NIW as Lead Partner will also provide a Cost Manager resource. This finance/technical administration
role will require a thorough understanding of the project and programme rules in relation to financial
and budgetary compliance. Extensive liaison with all the project partners and SEUPB is required to
collate and verify valuations in accordance with the strict EU rules and regulations.
Please describe activities within work plan 1.
Leadership & Governance
Start month
End month
Letter of Offer
Project End
Activity
The PMO lead in the efficient and effective performance of his management/leadership
1.1
duties will issue clear and concise instruction to direct the project to keep it on time and on
budget whilst ensuring proper governance.
Change Management
Start month
End month
Letter of Offer
Project End
Activity
The PMO lead will be assisted by the project team in the management of change and the
1.2
impact that this may have in terms of time and cost, but also in terms of the impact of
financial forecasting and reporting to SEUPB.
Risk Management
Start month
End month
Letter of Offer
Project End
Activity
The PMO will hold regular risk workshops at which the risk register will be disseminated
1.3
among the various partner organisations. The PMO will be responsible for ensuring that
high risk items are mitigated against and for updating the risk register should project
circumstances change and as new risks are identified.
Programme Management
Start month
End month
Letter of Offer
Project End
Activity
The PMO Lead, in conjunction with the PMO sub-programme managers will be responsible
1.4
for management of the project timeline and identifying as soon as practicably possible any
issues which are to impact on the programme. These issues should be mitigated through
the risk register and contingencies put in place to ensure programme delivery outputs.
Financial Management
Start month
End month
Letter of Offer
Project End
Activity
The PMO Lead will be responsible for sign-off of all project claims, assisted by EBR, the cost
1.5
manager and associated partner cost managers. They will also be responsible for financial
forecasting and reprofiling of costs during the project life cycle.
Quality Management
Start month
End month
Letter of Offer
Project End
Activity
The PMO Lead will liaise with the PMO partner representatives to ensure that the balance
1.6
between time, cost, quality and sustainability is maintained in order to deliver the project
outputs. Health & Safety will take paramount over all decisions and is non-negotiable in the
balancing process.
Communications Management
Start month
End month
Letter of Offer
Project End
Activity
The PMO will seek advice from the communications consultant, internal partner
1.7
organizations communications teams, EBR and the publicity guidance in relation to
publication of all project related communications. They will have the final determination of
the content and quality of communications, in conjunction with SEUPB.
Stakeholder Engagement
Start month
End month
Letter of Offer
Project End
Activity
Similarly to communications management, the PMO will liaise directly with stakeholders on
1.8
the project on a regular basis. This engagement will be carried out in line with the publicity
guidance and every effort will be made to manage stakeholders’ expectations and impact,
both internally and externally.
Benefits Realisation
Start month
End month
Letter of Offer
Project End
Activity
The PMO Lead will have ultimate responsibility for the realization of benefits as detailed in
1.9
the benefits realization plan. The PMO will update and monitor the benefits realization plan
as the project commences.
Reporting & Auditing
Start month
End month
Letter of Offer
Project End
Activity
The PMO will compile and manage all necessary reporting requirements of the project. This
1.10
will be through the management and governance structure detailed in the business case
with the flow of information going through the PMO to SEUPB (joint secretariat/managing
authority), SWELL project steering committee, Partner Board Members and DFP/DRD as
required.
No.
Work Plan Title
Start Date
End date
Estimated % of
total project
budget allocated.
December
2
Communications
July 2016
1%
2022
Partners’ Involvement
Responsible partner
NIW
Involved partners
IW,AFBI,LA, EBR
Describe the communications activities of the project. Include information on:
- Structure, responsibilities and procedures for external communications;
- Adherence to EU and mandatory programme publicity requirements;
- Responsibility and plans for quality communication tools;
- Communications methodology;
- Risks associated with communications activities and how they will be addressed.
A Communications Manager, who will be appointed to the Programme Management Office as part of
the external consultancy resource, will be responsible for co-ordinating and managing all external
communications.
Partners will be aware of the appropriate mechanisms and channels for communications and will
follow the procedures for approving and issuing of external correspondence in relation to the SWELL
project.
The communications plan has been developed in line with EU publicity requirements for Interreg
projects and the Communications Manager, working alongside the PMO, will ensure that EU
programme publicity requirements are met.
Central to carrying out effective communications on the SWELL project will be the production of a
range of information tools including a project website; project leaflets; information boards and
external signage. To ensure high quality publicity material is produced, the Communications Manager
will use professional design and print services for the production of all marketing and communications
materials.
The communications plan gives a detailed overview of how communications will be carried out with a
range of internal and external stakeholders. Whilst the plan highlights a number of stakeholders known
at this stage, it is important to note that the plan will be regularly reviewed to ensure any newly
identified stakeholders are targeted. The activities outlined in the communications plan will be
evaluated as the project progresses and if necessary the plan will be amended to ensure key objectives
are being achieved.
Attention to detail and a close working relationship with all project partners and SEUPB will help to
minimize risk associated with the communications activities. The Communications Manager will ensure
all external communications are approved by project partners and SEUPB prior to issuing and will
ensure that all these key internal stakeholders are kept up to date with information and progress
relating to the SWELL project.
A crisis communications contingency plan will be drafted and agreed with all project partners and the
SEUPB ahead of award funding to ensure that any potential negative press coverage is duly addressed
if required.
Please describe activities within work plan 2.
Develop SWELL brand/logo
Start month
End month
(07.2016)
(07.2016)
Activity
Liaise with project partners to discuss project to ensure key themes are incorporated into
2.1
the project logo.
Set up SWELL project website
Start month
End month
(07.2016)
(Ongoing)
Activity
Work with project partners to collate information relating to all aspects of the project. Edit
2.2
information and source appropriate pictorial content to accompany text. Launch of website
to coincide with project launch event.
Produce SWELL information leaflets and range of
Start month
End month
information pull up banners
Activity
(07.2016)
(09.2016)
2.3
Produce a simple information leaflet to highlight what’s involved in the project and the
environmental benefits which could result. Design a range of easy-to-carry
promotional/information pull-up banners that will be used for information events; project
launch; school visits etc.
Produce SWELL site banners to be erected along
Start month
End month
river/lough edges to publicise the project and EU
(07.2016)
(09.2016)
Activity
funding; produce a range of SWELL stickers to be placed
on monitoring buoys etc
2.4
Liaise with AFBI over placement of promotional items.
Start month
End month
Organise range of printed workwear for SWELL project
including hi vis vests; fleeces; hard hats
(07.2016)
(09.2017)
Activity
2.5
Liaise with all project partners and SEUPB to ensure correct use of individual logos
Organise training event/workshop for project partner
Start month
End month
staff to outline the aims of the project; the roles and
(07.2016)
(09.2016)
Activity
responsibilities of partner staff and process of approvals
for external communications. Agree spokesperson for
2.6
the SWELL project.
Liaise with all project partners and SEUPB to ensure appropriate staff invited to attend.
Organise SWELL project launch event in one of the
Start month
End month
eligible areas; source suitable venue; issue invites;
(08.2016)
(08.2016)
Activity
prepare press release and press packs; prepare speech
notes and key lines to take; brief media and strive to
2.7
secure TV/radio coverage.
Liaise with all project partners and SEUPB to ensure appropriate stakeholders are invited to
attend; liaise partners and SEUPB on press material including media briefing
Start month
End month
Implementation of communications plan and monitoring
of activities.
(09.2016)
Onwards
Activity
2.8
Reference communications plan in Annex 1.
No.
Work Plan Title
Start Date
End date
Estimated % of
total project
budget allocated.
Catchment Investigation
February
November
3
5%
(refer to PXP for further information)
2016
2017
Partners’ Involvement
Responsible partner
AFBI
Involved partners
NIW,IW,LA
Summary description of the work plan. Specify the Programme result to which it contributes
Outline key issues, outputs, responsibilities/roles of each partner, risks and risk mitigation approach.
This work plan covers data collection prevalent to determining the sources of pollution at the catchment
scale. It will also gather the necessary information to determine the predominant risk areas for
compliance with WFD status and data for insertion into the modelling activities.
The work plan will also give information to focus modelling at the sub catchment scale and derive the
necessary information to set the baseline for the “Asset Discharge Improvement”.
The key issues associated with the work package is logistics in sampling due to various factors such as
weather, access, tidal states etc. These are foreseeable risks which the project team will be experienced
at encountering and will be mitigated against through effective planning and organization of the
catchment studies. Procurement of services/supplies in line with programme rules also represents a
major risk to the programme delivery. Risks and risk mitigation strategies will be managed through the
project risk register which is a live working document which is updated through regular risk workshops.
AFBI are the responsible partner for the catchment investigation and will utilize Loughs Agency
resources in order to facilitate the sampling programme. The two respective water companies will also
provide information on network configurations and wastewater treatment processes and facilitate
access to assets to obtain samples. The planning and implementation will be carried out with support
from technical consultants.
Outputs
List which programme outputs this work plan
This work plan contributes towards setting the
delivers or contributes to.
baseline Asset Discharge Improvement to comply
with the 10,000 PE. It also contributes towards the
results indicator by providing sampling information
on the quality within the catchment for insertion
into the models which will be used to show
necessary improvement to reach WFD ‘good’
status.
Please describe activities within work plan 3.
AFBI Desktop Analysis
Start month
End month
(02.2016)
(04.2016)
Activity
Narrow scale and scope of sampling programme and to gain further background information
3.1
on catchments.
Reconnaissance of Catchment and Sampling Strategy
Start month
End month
(05.2016)
(07.2016)
Activity
To reduce programme timescale post planned ‘letter of offer’ by detailing requirements of
3.2
logistically difficult and time consuming planning of sampling programmes.
Partner Tender Preparation for Consultancy Support
Start month
End month
(03.2016)
(07.2016)
Activity
To reduce programme timescale post planned ‘letter of offer’ by ensuring necessary
3.3
consultants are appointed as soon as possible in order to deliver the work packages.
3rd Party Evaluation of Models
Start month
End month
(07.2016)
(10.2016)
Activity
To ensure models are ‘fit for purpose’ and usually a requirement by the regulatory bodies
3.4
Baseline Catchment Sampling
Start month
End month
(07.2016)
(08.2016)
Activity
To obtain direction for further sub catchment calibration of models and to directly inform the
3.5
business cases and narrow scope of proposed solutions.
Sub-Catchment Survey and Sampling Planning
Start month
End month
(09.2016)
(10.2016)
Activity
To plan a sampling strategy to inform the delivery of the modelling phase and to inform
3.6
capital works.
Intensive Targeted Sampling - Pre-Improvements
Start month
End month
(11.2016)
(11.2017)
Activity
To set a baseline for quality and to calibrate/validate any existing models at a sub catchment
3.7
level and to further inform the delivery programme through problem area identification.
Source Apportionment Model Component
Start month
End month
(07.2016)
(11.2017)
Activity
To enable a trend of the polluter from certain watercourses.
3.8
Procurement of Catchment Investigation Phase
Start month
End month
(07.2016)
(11.2017)
Activity
Procure products/services in line with programme rules.
3.9
No.
Work Plan Title
Start Date
End date
Estimated % of
total project
budget allocated.
Ecosystem Modelling
September
December
4
3%
(refer to PXP for further information)
2016
2020
Partners’ Involvement
Responsible partner
AFBI
Involved partners
NIW,IW,LA
Summary description of the work plan. Specify the Programme result to which it contributes
Outline key issues, outputs, responsibilities/roles of each partner, risks and risk mitigation approach.
This work plan covers analyzing various data collected during the catchment investigation for insertion
into various modelling tools/platforms in order to simulate the effect of the catchment in response to
the hydrological cycle. It will aim to link various types of models in a unique and innovative method in
order to simulate all catchment pressures.
The key issues with this work plan is the linkage of the various models which is a complex and specialist
area. Various tools will be used to simulate the linkages of the various sources of pollution and the
differences in software used is another risk identified. Procurement of experienced modelling
consultants will help to mitigate against this risk. Programme risk is another key issue as the modelling
approach is dependant on outputs of other models (in various states) before scenarios can be run in
another. This is raised within the project risk register and will be mitigated accordingly through efficient
procurement in line with the programme rules.
The PMO will be responsible for managing and ensuring that the catchment studies and modelling
remain on programme to ensure capital delivery outputs. Risks and risk mitigation strategies will be
managed through the project risk register which is a live working document which is updated through
regular risk workshops
The models will dictate the various measures in order to reach WFD ‘Good’ Status and the level of
investment required in wastewater assets to meet water quality targets.
AFBI are the responsible partner for the modelling packages and the linkages of the models. NIW and IW
are responsible for ensuring that the outputs of their drainage area models are delivered in time for
insertion into the ecosystem model. Statistical loading models will be used to simulate various asset
discharges and this will be done in conjunction with the two water companies, AFBI and external
technical consultancy.
Outputs
List which programme outputs this work plan
The model will simulate the necessary
delivers or contributes to.
improvements in order to reach WFD ‘Good’ Status
therefore contributing to the results indicator.
Please describe activities within work plan 4.
Statistical Loading Models
Start month
End month
(09.2016)
(11.2017)
Activity
To enable GIS Source Apportionment Models and set baseline for improvements and
4.1
contribution towards output indicator.
Drainage Area Modelling
Start month
End month
(10.2016)
(06.2016)
Activity
To obtain spill volumes to enter into ecosystem model.
4.2
SWAT Catchment Modelling
Start month
End month
(10.2016)
(06.2018)
Activity
To enable GIS Source Apportionment Models and to set the most sustainable environmental
4.3
discharge consents for wastewater assets. The model will be the first of its kind to integrate
intermittent sewerage network discharges within the eco-system.
ECOWIN 2000 Marine Modelling
Start month
End month
(06.2016)
(06.2018)
Activity
To enable full coupling and integration of the models taking cognisance of the catchment as
4.4
an ecosystem where one intervention impacts another and respective legislation e.g. MSFD,
Habitats Directive, priority areas under WFD.
Integrated Ecosystem Model – Further Model Calibration
Start month
End month
and Maintenance
(06.2018)
(12.2020)
Activity
Models are to be maintained and equipment used to inform models must underso regular
4.5
maintenance to ensure they are fit for purpose.
Procurement of Ecosystem Modelling Phase
Start month
End month
(07.2016)
(09.2016)
Activity
Demonstrate value for money to SEUPB and that the most optimised wastewater treatment
4.6
solution is undertaken to include potential innovative R&D Solutions.
No.
Work Plan Title
Start Date
End date
Estimated % of
total project
budget allocated.
Capital Delivery
December
5
July 2016
79%
(refer to PXP for further information)
2021
Partners’ Involvement
Responsible partner
NIW
Involved partners
IW, AFBI
Summary description of the work plan. Specify the Programme result to which it contributes
Outline key issues, outputs, responsibilities/roles of each partner, risks and risk mitigation approach.
This work plan covers capital infrastructure construction. It combines the project life cycle related to
feasibility, design and construction and the business cases undertaken at feasibility stage take
cognizance of the operational phase. This work package considers the sustainability of the construction
proposals and will use innovative techniques and technologies in order to upgrade assets to improve
water quality but reduce the carbon and operational expense of running that asset.
There are various key issues related to construction that are specific to each site. These will be identified
as solutions are validated in a construction risk register and will be mitigated against as part of the two
respective water companies’ normal capital delivery procedures. There is a programming risk as specific
design details are awaiting model outputs, these are mitigated through having float in the construction
programme to accommodate delays but allowing site mobilization at an early date.
The capital delivery will deliver the output indicators and positively contribute towards the results
indicator.
NIW are the responsible partner for the capital delivery, however, Irish Water play a significant role in
the capital delivery outputs. AFBI may play a role in the scientific elements of delivery and innovative
technologies. Technical consultants will assist in the delivery of the capital delivery phase.
Outputs
List which programme outputs this work plan
This workplan will deliver the two output indicators
delivers or contributes to.
– compliance with the 10,000 PE through the Asset
Discharge Improvement and the two sewer
network and wastewater treatment projects. It will
also positively contribute towards the results
indicator.
Please describe activities within work plan 5.
Business Cases
Start month
End month
(10.2016)
(07.2018)
Activity
Demonstrate Value for Money and the most optimized wastewater treatment solution is
5.1
undertaken to include potential innovative R&D solutions.
Land & Statutory Approvals
Start month
End month
(07.2016)
(07.2018)
Activity
To facilitate construction capital works.
5.2
Contractor Procurement
Start month
End month
(08.2016)
(08.2017)
Activity
To facilitate construction capital works.
5.3
Design of Deliverables
Start month
End month
(07.2016)
(01.2018)
Activity
To facilitate construction capital works.
5.4
Design & Build Construction Phase
Start month
End month
(08.2017)
(12.2021)
Activity
To deliver the output indicators.
5.5
No.
Work Plan Title
Start Date
End date
Estimated % of
total project
budget allocated.
Project close out/legacy
December
6
July 2021
2%
(refer to PXP for further information)
2023
Partners’ Involvement
Responsible partner
AFBI
Involved partners
NIW,IW,LA
Summary description of the work plan. Specify the Programme result to which it contributes
Outline key issues, outputs, responsibilities/roles of each partner, risks and risk mitigation approach.
This work plan covers the project closing period which will involve another period of sampling and
modelling to calibrate and validate the existing model post construction to show the status of the
catchment in response to the capital upgrade but also due to other external factors mentioned within
the business case and PXP. The project will also undertake a period of self-auditing of the model
building at the end of the project and an externally compiled post project evaluation will be undertaken.
The key issues with this work plan should be mitigated through work packages 3 and 4 as this is
essentially a repeat cycle of the sampling and modelling undertaken during these phases. Therefore the
risk is minimized. Any risks that are identified during those phases will remain on the project risk
register and be mitigated against as the project progresses through the various risk workshops. Overrun
of the construction programme is a risk to this work package which will be mitigated through efficient
procurement and delivery of the capital construction phase combined with the inbuilt float in the
programme.
The legacy models will dictate the various measures in order to reach WFD ‘Good’ Status, if required
and also confirm the Asset Discharge Improvement and the level of contribution towards the results
indicator.
AFBI are the responsible partner for the modelling and sampling activity within this work package with
assistance from LA. LA will be the custodians of the model with AFBI maintaining the model post
project. NIW and IW will be responsible for updating their drainage area models for insertion into the
ecosystem model in the future.
Outputs
List which programme outputs this work plan
The model will simulate the necessary
delivers or contributes to.
improvements in order to reach WFD ‘Good’ Status
therefore contributing to the results indicator. It
will also dictate the scale of success of reaching the
10,000 PE output indicator.
Please describe activities within work plan 6.
Intensive Targeted Sampling - Post-Improvements
Start month
End month
(07.2021)
(06.2022)
Activity
The intensive targeted sampling will be repeated post improvements and verification of
6.1
compliance with the output indicator demonstrated.
Validation of Models - Post-Improvements
Start month
End month
(07.2021)
(09.2022)
Activity
The data from the post improvement sampling will have to be re-run in the eco-system
6.2
model to further validate and ensure that it is fit for future use.
3rd Party Evaluation of Models
Start month
End month
(10.2022)
(12.2022)
Activity
Upon validation of the post improvement models it may be a requirement of the statutory
6.3
bodies to have an independent third party assessment of the models at project close out,
similar to the initial audit.
Post Project Evaluation
Start month
End month
(10.2022)
(12.2022)
Activity
A post project evaluation of the project will have to be undertaken in order to assess whether
6.4
the project met its original aims and objectives and was managed in the correct manner.