GGP Project Delivery

In a first for New Zealand, the Grafton Gully Project was delivered by the project owner (Transit New Zealand), the designers and constructors who joined together in a project alliance. Together with Transit, three other organisations make up the Freeflow alliance: Beca Carter Hollings & Ferner, Fletcher Construction and Higgins Contractors.

Under the umbrella of Freeflow, the alliancing approach connected all parties involved in the project construction in a true partnering spirit. Each party shared the risks and rewards of the project, resulting in one team, totally committed to a win/win outcome.

About Freeflow

In December 2001, Freeflow was established to deliver the Grafton Gully Project. The four organisations that make up the alliance played a critical role in ensuring that the project was innovative, efficient and cost-effective.

In October 2002, the Freeflow alliance won the contract to deliver the first stage of the Central Motorway Junction project. Stage 1 of CMJ is scheduled for completion by April 2005.

Alliance members

The four organisations that make up the Freeflow alliance bring with them a range of expertise:

	As the owner of the project, Transit set objectives and funded the project.
	Specialists in design and experts in geometrics, traffic, geotechnical, bridges, retaining walls, roading and environmental management.
	Project management and construction skills, as well as expertise in retaining walls, bridges, earthworks and drainage.
	Construction specialists as well as skills in roading, pavement and traffic management.

Project Alliancing

What is a Project Alliance?

A Project Alliance is a new form of contracting between an owner, the designers and constructors. Members take collective ownership of the project risks and rewards with incentives provided to encourage outstanding performance. There are also penalties if performance is below standard.

A project alliance involves?

• Establishing an integrated high performance team
• Collective responsibility for delivering the project
• Achieving objectives using an appropriate framework
• Driving outstanding performance and win/win outcomes

An alliance draws on the resources of all members to provide "best-for-project" outcomes. All members have committed to a set of principles that establish the basis for behaviour throughout the project. Mutual respect and support are paramount.

Benefits of alliancing

Alliancing is particularly suited to high risk, complex projects and promotes improved performance in a number of areas including:

• "Best-for-project" decisions
• Early interaction of design and construction teams allowing flexibility and efficiency
• Genuine fast-tracking, enabling early delivery
• Sharing risk and rewards means no energy is wasted on hidden agendas

Success is not measured by cost performance alone. Additional key performance areas include: risk management, traffic management, environmental management, safety management, community relations, early start and timeliness of completion.