1. Using Early Supplier Engagement To Your Advantage
LUPC Estates Workshop – 3rd February 2017
Mark Downes
Business Development Director
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2. Chapter 1 Chapter 2 Chapter 3 Chapter 4 CONTENTS
Forms of early engagement
Chapter 2
Benefits to your Clients
Chapter 3
Case studies, Scope and Delivery Innovation
Chapter 4
Questions?
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3. Forms of early engagement
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4. Early Supplier Engagement
Different forms of Supplier Engagement:
Informal engagement – pre-procurement
- Pre-site visits / meet the supplier day(s)
- Soft market testing
Formal engagement processes
- supplier questions and written responses

5. Client benefits
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6. Client Benefits Inform plans and approach to market
Gauge market interest – how best to get the optimum response from the market
Meet the suppliers – are these people you can work with?
Understand current trends in the market e.g. Single service / bundled services / TFM
Innovation
Best practise

7. Service Provider benefits
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8. Service Provider benefits
Timescales and resourcing planning
Better understanding of the opportunity
Client Team – are these people we can / want to work with?
Informing solution
Clear on documentation required to submit a compliment tender
Identified as a pipeline opportunity

9. Case studies
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10. Queen Elizabeth Olympic Park Client TFM Packaging Strategy
Venues
Parklands and public realm
(water-ways)
Aquatics Centre
Multi-Use Arena
The AM Orbit
Broad-cast and Press Centres
Interim use of the devel. platforms
Infrast-ructure, roads and bridges
The Energy Centre
Olympic Stadium
Lee Valley
(Velo, Park and Eton Manor)
Westfield Shopping Centre
Services
Management and coordination
Legacy company: Management and coordination across the Olympic Park Estate
Coordination / Liaison
Olympic Park Estate Marketing
Legacy company: Across estate marketing and community engagement 1 2 3
Sports and Events Operational Management
Marketing
Operations
Events
Marketing
Operations
Events
Marketing
Operations
Events
Marketing
Operations
Events
After considering multiple delivery options, we have identified the solution that provides the optimum delivery model.
This diagram illustrates the potential tier 1 contractor packages. We have made significant amendments to this packaging following the Board meeting, however were are still very keen to maintain the characteristics of the packaging strategy.
Firstly talk about the legacy in-house functions to successfully launch the Estate in the first 5 years
Management and coordination: function is delivered in-house by the legacy company
Do not want to be an absentee landlord
Want to be able to control service suppliers and their performance management
Be able to define and drive the strategy for the park
This is a relatively thin client team structure.
Cross estate marketing: function is delivered in-house by the legacy company
Need to creates and deliver a strategy that represents the estates key objectives (which includes the promotion of the social agenda and community engagement and the year round animation).
This is key to retain in-house. Retain hands on accountability and responsibility.
Operational delivery or the Park: function is delivered in-house by the legacy company
Need overall operational control of the Park to get the right balance. (commercial and community)
The look and feel of the Park will evolve as it is developed over the coming years. First 5 years is key.
The Park is the glue that holds the venues together.
Reputation and quality of the Park will enhance returns from the development platforms.
Outsourcing strategy
 - The Legacy Company will be procuring five operator packages:
       - Aquatics operations (best in class operator)
      - Multi-Use Arena operation (best in class operator)
      - The Orbit operations (best in class operator)
      - Individual catering contract within the cafes
      - A pan estates and facilities management bundled service – Delivers consistent services and cost efficiencies
There is potential for the market to bundle some or all of these services together. 5 6 7
Estates and Facilities Management
Active liaison and potential alignment of interests/influence
Potential alignment of interests/ influence
Catering
Catering
Catering
Catering 4
Security
Client interface helpdesk
Repairs and Maintenance
Cleaning
Tenant management
Grounds maintenance & waste management
Projects 10 10 10

11. British Library BIM – Through life use
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12. Retrofitting a BIM model
The current focus for BIM has been on new build, refurbishment and re-fit projects where the upfront design has created the BIM model.
Is there value in retrospectively creating a BIM model and can it be done?
It is accepted that not all of the data from the design and construction phase would be required in steady state operations. The key consideration is what is the minimum amount of data required and how costly is to create a model.
The development of the concept would aid asset verification, energy simulations and operational management.
ENGIE are delivering similar projects in France and Holland and we are working with the team to bring the solution to the UK, working with the British Library..
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13. Living Maps – Applications
Objectives
Suite of maps; assist staff and visitors understanding of where events and venues
Reduce wasted time wasted accessing the centre – this could be measured,
Improve the experience for visitors & organisers – this could be measured
Enable mapping to be updated easily by staff – and in real-time.
Enable mapping that can be branded and event specific.
Proposed prototype solutions
Create a Living Map of three scales:
5-10 minute walk area – to enable finding the Library from Public Transport:
Site plan – to locate the correct entrance– the map would give an overview of the services and facilities contained within each building. Specific focus would be on disabled/Accessible entrance/movement.
Conference Center area mapped indoors in hyper-local detail, including levels.

14. Questions?
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