Constructing Excellence and Sustainability Sue Innes Regional Co-ordinator

Objectives for today Share Constructing Excellence Sustainability Strategy –General outline –More detail about EPICs and regional strategies Learn more about BIFM strategy for sustainability Opportunities for collaboration?

Rethinking Construction is the banner under which the construction industry, its clients and the government are working together to improve UK construction performance Context: Rethinking Construction

Rethinking Construction Launched following the report of Sir John Egan’s Construction Task Force in 1998 Objectives: –To achieve radical improvements in the design, quality, sustainability and customer satisfaction of UK construction –To be able to recruit and retain a skilled workforce at all levels

Set up to lead radical improvement in construction in –Value for money –Profitability –Reliability –Respect for people through demonstration and dissemination of best practice and innovation

Set up in April 1999 to promote radical change and continuous improvement in the housing industry

Set up in 2000 to promote integration of the Rethinking Construction agenda into Local Authority procurement policies and practices

Respect for People Industry improvement cannot be delivered without improving performance in people issues Six key areas of activity: –Health & safety –Training –Equality & diversity –Workforce satisfaction –Working environment –Work in occupied premises

In April 2003, the Construction Best Practice Programme merged with Rethinking Construction Separate business plans until April 2004 Changes are principally internal – the roles of the organisations involved still remain

MISSION STATEMENT Our mission is to help construction organisations (including clients) achieve greater profitability and long term improvement through reduction in costs, increased productivity and a greater fulfilment of customer needs, by implementing better management practices.

CBPP Department of Trade and Industry Ministerial Steering Group Rethinking Construction Local Govt. Task Force M4I Housing Forum Constructing Excellence Structure Respect for People

Rethinking Construction Demonstration Projects Programme Housing Forum Projects: 126 Projects Construction Value exceeding £1.6 billion Over 8,750 new build units Over 42,500 refurb units M4I Projects: 300 Projects 300 Projects Construction Value exceeding £4 billion Construction Value exceeding £4 billion

‘Building a Better Quality of life’ Construction industry contribution to sustainable development by –being more profitable and competitive –delivering buildings and structures that provide greater satisfaction, well-being and value to customers and users –respecting and treating its stakeholders more fairly –enhancing and better protecting the natural environment –minimising its consumption of energy (especially carbon-based energy) and natural resources

Objectives for the Constructing Excellence strategy Greater awareness of the practical significance of sustainability Publicise the business benefits Develop better understanding of how construction can contribute to meeting the objectives of the UK Strategy for Sustainable Development Provide practical information and support Tools to support more sustainable practices Ensure that consideration of sustainability becomes embodied in mainstream business practices

Proving and Selling the Business Case Sustainability Checklist: – Ensure use for all new demonstration projects – Collect and analyse data –Publish information derived from its use Produce an update of the WellBuilt! Sustainable Construction Action Plan

Sustainability Checklist Project level Designed to be simple and straightforward! Projects see what they are already doing, and what they could do Being used by some businesses to develop policy and drive change

Engaging with Clients in Driving Change Generic Sustainable Construction Policy document Generic Sustainable Development planning guidance documents Recruit demonstration projects utilising Environmental Performance Indicators (EPIs) and report on results

Involving all Aspects of the Industry Work with key industry bodies Programme of workshops on sustainable construction in each region Provide information: –Database of contacts/specialists –Sustainability web page –Publications: new and updated previous work Environmental Performance Improvement Clubs (EPICs)

EPICs Network of mentors Supply chain involvement Training workshops and site visits Practical focus Facilitation by CIRIA/stakeholders/supply chain leaders as appropriate

Creating a Self Sustaining Framework for Change Links with universities Regional sustainable construction strategies (East of England model) Align activities with these regional strategies and link them to regional objectives and targets

Sustainable Construction Strategy for the East of England Developed by industry representatives Linked to other regional documents: Sustainable Development Framework ‘Building a Better East of England’ Regional Economic Strategy

EAST OF ENGLAND SUSTAINABLE CONSTRUCTION STRATEGY: HIGH LEVEL OBJECTIVES Our aim is to improve the quality of life, environment and infrastructure for all the people of the region. To achieve this aim, our high level objectives are:  to deliver a high quality built environment  to improve the quality of life  to deliver a high quality infrastructure  to improve the performance of the construction industry  to increase resource efficiency within the built environment. Each of these objectives needs to be supported by a range of indicators that will be used to set targets and measure progress towards a more sustainable East of England. Users of the Strategy should decide on targets and milestones that are relevant to their own particular strategies and programmes using the suggested indicators.

DELIVERING A HIGH QUALITY BUILT ENVIRONMENT Key challenges  Raise awareness, educate and train  Identify and implement best practice  Develop appropriate tools  Prove business case for stakeholders  Press for appropriate legislation where necessary Key barriers  Lack of education and training  Availability and choice of sustainable products and services  Lack of patronage in procurement processes  Lack of business drivers  Regional planning power Key actions  Networking and collaboration  Commercial demonstrations  Carbon Taxing – linked to incentives for improving environmental performance of existing building stock

DELIVERING QUALITY OF LIFE Key challenges  Provide for basic needs – shelter, water, food and energy  Provide public services – education, health, crime protection  Promote community, citizenship and culture  Maintain stable economy  Deliver quality environment, locally and globally Key barriers  Preoccupation with economic growth  Public and professional attitudes  Lack of education and awareness  Legislation and government policy  Lack of resources Key actions  Develop concordat within construction industry  Integrate construction strategy with Community Strategies  Pursue self-regulated continuous improvement

DELIVERING HIGH QUALITY INFRASTRUCTURE Key challenges  Integrating into planning decision-making  Developing a strategy based on forecasting  Finding the funding required  Reaching an appropriate standard of quality  Building the delivery partnerships needed Key barriers  Economics  Decision-making processes  Lack of commercial incentives  Public understanding  Accessing the right people Key actions  Promote and co-ordinate industry  Establish a Centre of Excellence  Develop incentives for sustainable development

DELIVERING INDUSTRY IMPROVEMENT Key challenges  Focus on whole life customer needs  Deploy modern procurement methods  Employ modern construction methods  Embrace waste reduction (people, materials, and energy)  Improve education and skills Key barriers  Industry’s insularity  Short term approaches  The industry’s myth of ‘uniqueness’  Lack of incentives (both positive and negative)  Lack of investment due to lack of commitment Key actions  Use media to raise awareness of issue  Establish a Centre of Excellence  Invest in pump-priming sustainable developments

DELIVERING RESOURCE EFFICIENCY Key challenges  Raise awareness, educate and train  Improve communication and dissemination  Provide incentives  Promote inclusive engagement Key barriers  Lack of industry leadership  Vested interests in status quo  Short term approaches  Regulations  Incentives, e.g. taxation Key actions  Communicate through media, networking, sharing information  Demonstrate industry leadership  Provide incentives

East of England Strategy: Targets

East of England Strategy: Implementation Regional Centre Aligning other activities: Environment Agency CITB Construction Skills Forum CIEF CPN

Opportunities for collaboration?