Using an Alliance model which aligned project values and goals, Leed developed a cooperative, non-adversarial team culture. SA Water personnel were fully integrated into the team, and ‘best-for-project decisions’ were made for the management of key aspects of the project. For example the construction delivery manager was an SA Water employee.
The project works were very close to residents, businesses, traffic and parkland users and drew a high level of community interest. Through extensive pre-planning and community and stakeholder consultation prior to construction there were no disruptions to construction or impact on the program.
Leed played a key role in stakeholder management. We undertook extensive consultation with interest groups and ensured all construction activities met monitoring protocols in areas of Aboriginal heritage or environmental significance. Leed also worked closely with regulatory stakeholders including five local councils and utilities providers.
Leed were able to accelerate the start of the project by working with SA Water and the Alliance partners to undertake approvals in parallel with design development. Pipe laying crews also worked concurrently to ensure the program was delivered on time.
The Alliance partners, suppliers & subcontractors were aligned to successfully deliver the project on-time and on-budget.
Effective consultation and stakeholder management ensured buy-in and minimal disruption and complaints during construction.