David Mackness CEO Scape

EMPA – Making a Difference Issues to resolve A solution from empa Improving your project deliver

Issues to resolve Costs Need for savings Costs increasing High aspirations £ time Need for savings Increasing costs of construction

Issues to resolve An awareness that things could be done better …. Banwell Report 1964, Latham 1994, Rethinking Construction 1998, Accelerating Change 2002 …. Waste –Effort –Materials –Energy

Issues to resolve – BUT Deep rooted traditional contracting practises Notions of value for money Dealing with people who are not convinced about alternatives

Components of a solution: Improved processes Reduced waste Enhanced social and economic sustainability Added value into projects (reduce costs) Increased certainty with managed risk Changed behaviour

Traditional tenders Partnering Frameworks Regional procurement- empa

Partnering approach - advantages –Integrated teams

Client Contractor Traditional arrangements Project Manager Specialist Acoustic Structural M&E QS CoW Architect H&S Environment QA Structural Planner M&E QS Project Manger Suppliers

Client Contractor Partnered arrangements 1 Project Manager Specialist Acoustic Structural M&E QS CoW Architect H&S Environment QA Structural Planner M&E QS Project Manger Suppliers

Client Contractor Client Manager Specialist Acoustic Structural M&E QS CoW Architect H&S Environment QA Structural Planner M&E QS Project Manger Suppliers Partnered arrangements 2

Client Contractor Client Manager Specialist Acoustic Structural M&E QS CoW Architect H&S Environment QA Structural Planner M&E QS Project Manger Suppliers Partnered arrangements 3

Partnering approach - advantages –Integrated teams –Early contractor involvement

Feasibility Construction Preconstruction activity OJEU stage1 Traditional 2 stage tender Contractor Scoping Feasibility Pre-contract activity Construction Tendering OJEU process Contractor Traditional single stage tender

Partnering approach - advantages –Integrated teams –Early contractor involvement –A new order required

EMPA/ Scape Design team Contractor Client Supply chain Existing order for smaller projects

Client Supply chain Changed order for larger projects Design team Contractor EMPA/ Scape

Partnering approach - evidence

CIRIA 1999 – benefit of selecting contractors by value rather than just price gives better –Team working –Programming –Design and specification –Care of the environment –Budgeting and management of risk and value

2007 Nichols Report for Highways Agency preconstruction time savings reduced by % 2005 National Audit Office – subcontractors have more to offer than simply providing a price for another’s design

Traditional Partnered

Solution enhanced by frameworks - advantages –Earlier earlier contract involvement

Feasibility Precontract activity Construction Tendering subs Strategic Procurement with Partnering approach Contractor Feasibility Construction Preconstruction activity OJEU stage1 Traditional 2 stage tender Contractor Scoping Feasibility Pre-contract activity Construction Tendering OJEU process Contractor Traditional single stage tender

Solution enhanced by frameworks - advantages –Earlier earlier contract involvement –Continuous improvement on all issues –Wider agenda introduced

Solution enhanced by frameworks - evidence

Solution enhanced by EMPA –Scale - Flow of projects –Providing an infrastructure for management –Common approach to the market –Reduced costs of procurement –Reaching the supply chain

Solution enhanced by EMPA Training – Skills academy –Developing the client side –Improving contractors Economic and social sustainability

These benefits are not a given - Action is required

Denial Listening but not responding Not cooperating Pre occupied Regressive Malcontent Angry / threatening Talking but not listening Dictating Negative Cynical Engaged Dialogue Collaborating Productive Respect for people Clients - keep engaged

Making frameworks deliver you Programmes –Think strategically –Streams of work Projects –Correct process, a revised order People –Changed behaviour and culture –Client’s adopt CABE 10 Keys for success

CABE’s keys to being a successful client 1.Provide strong leadership 2.Give enough time at the right time 3.Learn from your own and others successful projects 4.Develop and communicate a clear brief 5.Make a realistic financial commitment from the outset

CABE’s keys to being a successful client 6.Adopt integrated processes 7.Find the right people for the job 8.Respond and contribute to the context 9.Commit to sustainability 10.Sign off all key stages

Partnering and frameworks on a regional basis are delivering benefits: –Reduced cost –Increased certainty –Reduced programme times –Improving performance But - Changes required from: –Client side –Contractors

With Scape’s energy and EMPA’s commitment everyone benefits.