1. David Mackness CEO Scape

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

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

4. 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

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

6. 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

7. Traditional tenders Partnering Frameworks Regional procurement- empa

8. Partnering approach - advantages –Integrated teams

9. 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

10. 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

11. 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

12. 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

13. Partnering approach - advantages –Integrated teams –Early contractor involvement

14. 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

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

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

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

18. Partnering approach - evidence

19. 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

20. 2007 Nichols Report for Highways Agency preconstruction time savings reduced by 30- 40% 2005 National Audit Office – subcontractors have more to offer than simply providing a price for another’s design

21. Traditional Partnered

23. Solution enhanced by frameworks - advantages –Earlier earlier contract involvement

24. 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

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

26. Solution enhanced by frameworks - evidence

29. 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

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

31. These benefits are not a given - Action is required

32. 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

33. 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

34. 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

35. 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

36. 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

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