1. Morning seminar session
10:00am – 12:00pm
Lend Lease
Elephant and Castle - why it's different
Trading for Good
How to differentiate your organisation and win business
McLaughlin & Harvey
'Effective partnering, efficient procurement’
ECA
PAS 91 and SSIP - the practical benefits for buyers and suppliers

2. The Elephant and Castle - why it is different

3. Why is
sustainability
important in urban
development?

12. •How Did We get here?
•Our vision is to re-establish
•Elephant & Castle as one of London’s
•most flourishing urban quarters.
We are working in partnership with Southwark
Council in a £1.5billion transformation in the
heart of Elephant & Castle
Elephant & Castle by 2025

13. We have three significant ambitions
01
Improve
quality of life
02
03
Set a new standard
for urban
development
Enrich the
environment and the
community

14. Part of the
Clinton Climate
Positive
Development
Program
£30million
Safer streets
contribute to
improvements to
roads, public
transport, pedestri
an and cycle routes
with improved lighting
and more publicly
accessible areas to
create a high quality
and safer environment
1,600 trees
either retained or
newly planted –
increased
biodiversity onsite
and in wider area
Net
0
6 new parks
& 10 public
squares
Carbon
growth
2025
Planning / Demolition
Construction schedule

15. The facts:
Completion
expected
Over £1.5million
contributed to
local schools
2025
Up to 5,372m2
of new office
space
Over 50 new
shops, restaura
nts, cafes and
bars
7,000 jobs &
£2.5m+ into
local training
and
employment
Nearly 3,000
new
homes, min.
25%
affordable

16. What Makes Elephant and Castle Different –
Healthy Living and Healthy Environment
Local community
– healthy, safe
and vibrant
Economic growth
– jobs, skills and
opportunity
Energy and
efficiency –
smart design and
technology
Energy sources –
low carbon heat
and electricity
Wellbeing –
healthier living in
the heart of London
New parkland –
landscaping
and species
diversity
Shared
infrastructure –
leading edge
services
Social –
diverse range
of activities
Transport –
promotion of
sustainable
transport
Waste –
minimise and
recycle
Healthy
innovation – low
carbon materials
Water –
reduce water
consumption
by 30% vs typical
UK standards

17. One The Elephant
Trafalgar Place

18. Demolition of The Heygate

19. Phasing/Indicative Plot Construction Programmes
Indicative Plot Construction Programme
Calendar Year:
Demolition
2013
2014
2015
2016
2017
2018
2019
2020
2021
July 2013
2022
2023
2024
2025
Heygate
Demolition
Plot H13 (72 units)
Plot H10 (75 units)
Masterplan
Phase 1
MP1
Plot H6 (168 units)
Plot H12 - Energy Centre
Masterplan
Phase 2
Plot H3 (181 units)
MP2
Plot H2 (347 units)
Masterplan
Phase 3
Plot H7 (347 units) + 50% park
MP3
Plot H4 (349 units)
50% Park Completed
Masterplan
Phase 4
MP4
Plot H1 + 50% Park (256 units)
Park Completed
Plot H5 (286 units)
Masterplan
Phase 5
MP5
Plot H11a (166 units)
19
2469
2247
2081
1795
1539
1190
843
496
72
Indicative Cumulative Resi Unit Completions
(Outline Illustrative Masterplan)
315
Plot H11b (222 units) & Heygate Street

20. Community Feelgood Factor

21. Transformational Model
Jobs
Procurement
Training &
Education
Supply
Chain
Be Onsite
Skills
Behaviour

22. Local Employment
OBJECTIVES
Finding the Jobs
DETAIL
• Jobs secured through contractual relationships with the supply chain
•Encourage and enable local companies to invest in local jobs
•Case studies used to inspire future companies
• Create an inclusive network of organisations who will assist us in finding the best people
Finding the People
Pre Employment
•Actively engage with “Southwark Works” to create a collaborative borough wide approach to employment
•Using social media to find local people who are disengaged
• Prepare people for success , Building Confidence, skills, stamina, and ability
•Identifying the skills gap and providing suitable courses to address the need
•Uncover organisations and companies who will develop and deliver short courses
LONG TERM VISION
Local Procurement
Local Procurement
Equality
Sustained
Employment
•
•
•
Developing skills and resilience to achieve full potential
Creating an aspiration for personal development
Providing a culture to deliver a career pathway
22

23. Local Spend
Definition of Local Spend Targets:
Diverse Suppliers
20%
Aiming for a baseline of 20% diverse or local suppliers
Increase opportunities for companies with the entire supply chain in
consultation with the councils resources and deliver regular meet the
buyers events in relation to the development timed to coincide with
contract tenders and targeted at SME’s based in the borough in order to
make them aware of the opportunities, timescales and procedures to be
adopted for tendering for relevant procurement opportunities.
• A benchmarking target of 20% local procurement for the project
which will drive our commitment in this area

24. Diversity
OBJECTIVES
DETAIL
• LL creates an inclusive culture to demonstrate the benefits of diversity
Leadership
•Use case studies to prove the point
•Inspire the business to improve on our aspirations
• Targets set for BME, LP, WOM, PWD, 50+ and Low Skill
Targets
•To be driven down the supply chain
•Reported on a quarterly basis
•
Supply Chain
Engagement
Train the Supply Chain to engage in the subject (Be FaIR Framework)
•
Promote the full diversity agenda with the supply chain during the procurement process
•
Use BeOnsite as a vehicle for change
LONG TERM VISION
Local Procurement
Supplier Diversity
Local Procurement
Equality
•
•
•
Actively source local companies via the EOI site
Advertise locally to encourage engagement
Hold regular “Meet the Buyer” events
24

25. Skills Academy
Topics to include:Attend Short Courses
14-16 year old work placements
16-19 year old work placements
Graduate Recruitment
Curriculum Support Events with Schools
Training Plans with Sub Contractors
Leadership and Management Training with Supply Chain
Advanced H&S Training with the Supply Chain
Supply Chain Briefings
Individual People Skills Profile
Business Skills Diagnostic Support Support and Advice for S/C
Summer Placements 14- 25 year olds
Further Education Site Visits
Higher Education Paid Work Placements
Research Opportunites
Functional / Basic Skills for New Recruits
Pre Employment Courses
ESOL Courses
Attend School Activity Days
Site Visits by Local Schools
Basic / Functional Skills for Exisitng Workforce
Diversity Training for Existing Workforce

26. Targets
OBJECTIVES
DETAIL
• OTE 33
Beneficiary Starts
(6 Months)
• TP 29
•MP 397
• OTE 15
NVQ’s
Apprencticships
• TP 13
•MP 149
•OTE 14
Short Courses
(Basic Skills and
Construction Skills)
• TP 25
•MP 276
LONG TERM VISION
Local Procurement
Local Other
Equality
Procurement
•
•
•
CCI
Skills Academy
BE FaIR Framework and the Respect Campaign
26

27. We want to hear from you if?
• You have a presence within Southwark
• You have a unique product which delivers
an innovation against current practice
• You have the ability to co invest in the
local community

28. Established to help SMEs build their
businesses
Embracing best practice
Leveraging the good work you do to win
more business
Headline
Sponsor:
28

29. The Old Playground
• Social Value Act 2012 – Chris White MP
• Public sector tenders now need to demonstrate the
social value a business generates
• In various ways this is and will continue to emerge in
the private sector
• Prime contractors working for government are
increasingly looking to demonstrate social value in
the supply chain
Headline
Sponsor:
2

30. Social Value – What is it????
Anything from simple sponsorship of a local
school fete…
How you look after your staff – health and wellbeing
How you work with young people, apprentices
for example
How you work with your environment –
recycling to how you procure your goods and
services
Volunteering, charitable giving
Headline
Sponsor:

31. You are probably already
generating social value, we want to
encourage more and help you win
more business by shouting about
the values you have
Headline
Sponsor:

32. What is Trading for Good
Originally a number 10 initiative, it is now a not-for-profit
limited company,
Central to TFG is our online service, a website dedicated
to helping SMEs share knowledge, shout about the good
work they do, provide information and crib sheets to
help you do more
Headline
Sponsor:

33. An exciting new free digital
service, designed exclusively
to help small businesses grow
by promoting all the good
work that they do.
Headline
Sponsor:

34. Headline
Sponsor:

35. Still early stages, but in building this to
the critical mass required we are reliant
on you engaging, a leap of faith for some
but a proven path for many
Headline
Sponsor:

36. Social Value Reports
TFG also provides big corporates with social value reports, using
a sample of a company’s supply chain we build a picture of the
good responsible work they do.
Carillion has asked us to produce one for them…which in turn
means they will be continually seeking to procure goods and
services from businesses who can show the benefits they bring
to staff and their community, or indeed society at large.
They wish to be market and thought leaders in this space, but
they are not alone, most big corps who also wish to win
Government business will do the same, or already are
Headline
Sponsor:

37. Ambitions:
• To create the UK’s most recognisable brand for
responsible business
• To connect the brand of T4G to good business
directories
• To become the trusted hub of information for SME’s on
responsible business practice
• Generate data on key issues – reports to BIS
• Enable the public to easily see what an SME is doing
locally
• Inspire peer to peer examples
• Prompt consumer behaviour to purchase locally /
responsibly
Headline
Sponsor:

38. What can you do?
• Register: @
•
www.tradingforgood.co.uk
• Recognise the good work you are already undertaking
and build on it
• Use these values in your marketing, communications,
internal and external
• Where can you do the most good while doing well?
Work experience, apprentices, be exceptional,
extraordinary, stand out!!!
Headline
Sponsor:

39. Q&A
And thanks
Headline
Sponsor:

40. Introduction
The Company
Current and Recent Work
Future Opportunities
Procurement – How We Work
In Partnership with Constructionline

42. Hands on Approach
MAIN BOARD
MANAGING DIRECTOR
Philip Cheevers
FINANCE DIRECTOR
Stephen Hamill
PROCUREMENT
COMMERCIAL
CIVIL ENGINEERING
DEPARTMENT
CONSTRUCTION
FACILITIES
MANAGEMENT
JOINERY
& FRAMEWORKS
QUALITY /
ENVIRONMENTAL
ADMINISTRATION
DIRECTOR
Alan Coulter
DIRECTOR
Martin Scott
DIRECTOR
John Glass
DIRECTORS
David Larmour
Alan McKee
Michael Kieran
DIRECTOR
Richard Cheevers
DIRECTOR
Richard Cheevers
MANAGER
Richard Robinson
DIRECTOR /
COMPANY
SECRETARY
Patrick Buchanan
Marketing
Planning
Estimating
Purchasing
Quantity Surveying
Cost & Bonus Surveying
Civil Engineering
Works & Design
Building Construction
Programming
Construction Plant
Service Department
Health & Safety
Labour Relations
Facilities Management
Small Works
Help Desk
Joiners Shop
Frameworks
Workshop
Quality Control
Environmental
Management
Sustainability
Accounting
Legal/Insurance
Personnel
Computer
Management Services

43. Capabilities
Building Construction
Civil Engineering
Facilities Management &
Small Works
Fit-Out
Offshore & Onshore
Sustainable Energy
Aluminium Windows &
Curtain Walling

45. G1 Building, Glasgow
£26 million

46. Loch Ryan Terminal, Cairnryan
£57 million

47. Victoria Terminal, Belfast
£37 million

48. Downe Hospital, Downpatrick
£55 million

49. Royal Victoria Hospital, Belfast
£120 million

50. Sainsbury’s, Salford
£7 million

51. Sainsbury’s, Wigan
£7 million

52. Sainsbury’s, Edinburgh
£10 million

53. Tesco, Newtownabbey
£15 million

54. Tesco, Newtownards
£10 million

55. Torry Quay, Aberdeen
£13 million

56. M&S – Durham Arnison

57. Project Fortis - Glasgow

58. St Columba’s High School
Slide 19

60. Haybrook College, Slough

61. Kings College Hospital

62. Peacocks Walk, Woking
Principal Contractors Frameworks
Commercial Way, Woking
Little Heath School, Tilehurst
Dunstable College
Ryvers School, Slough
M&S, Bristol & Harrogate
House of Commons
M&S, Berkhamstead
Russell Lower School, Bedfordshire
Primark, Camberley
Selfridges, Oxford Street
Hillbrook Primary School, Wandsworth

64. Future Opportunities
•
•
•
•
•
•
•
Schools
Hospitals
Retail
Fit-out
Heritage
Data centres
Marine &
Harbours
• Energy

65. Health & Safety Standards
•
OHSAS 18001
•
Health & Safety Training for all Staff
•
Contract Specific Site Inductions
•
Careful Selection & Monitoring of
Subcontractors
•
Risk Assessments & Method Statements
•
Health & Safety Inspections & Audits
•
In-house Health & Safety Team
•
KPI’s

66. Health & Safety Cultural Journey

67. Health & Safety Awards
• RoSPA Occupational Safety Awards:
• 2013 Gold
• 2012 Gold
• 2011 Gold
• 2010 Silver
• British Safety Council International Safety Awards:
• 2013 Merit
• 2012 Merit
• 2011 Merit
• 2010 Pass
• National Irish Safety Organisation / Northern Ireland
Safety Group Occupational Safety Prestigious Award 2011

70. Procurement
• Based in Belfast
DIRECTOR
ALAN COULTER
MARKETING
BUSINESS
DEVELOPMENT
MANAGER
PURCHASING
ESTIMATING
COMMERCIAL
MANAGERS
(8)
ESTIMATORS
(14)
PLANNER
(1)
BUYERS
(6)
ADMINISTRATION
(2)

71. Pre-qualification
• Avoid Duplication & Administration Costs
• Constructionline – PAS91
• Safety Standards in Procurement

72. Subcontractors & Supply Chain
•
•
•
•
Estimating
Buying
E-zines
Constructionline
Opportunities Board

73. • Strong robust business
• Diverse range of projects
• Commitment to price
• Nationwide coverage
• Constructive Dialogue
• Support local sub contractors
• ‘Right place, right time’
• Clear Subcontracts & Orders
• Prompt Payment
• Long Term Relationships

75. Kilmarnock College

76. Why Constructionline?
•
•
•
•
Nationwide Database
Regional Events
In touch with Government Construction Strategy
Helping drive down paperwork in pre qualification
• Dedicated point of contact
• Support staff

78. SSIP and PAS 91
Benefits for Buyers and Suppliers
Paul Reeve CFIOSH CEnv FIEMA
Director of Business Services, ECA

79. Aims of this presentation
To outline:
- what SSIP and PAS 91 are
- how they help buyers and suppliers
- what we need from them in future...

80. Quick background to SSIP
SSIP was launched in 2009 against backdrop of:
•
Mushrooming HS assessment schemes /company
PQQs, claiming to provide ‘the best answer to PQQ’
etc.
•
Broad realisation that the safety pre-qualification
landscape imposes unnecessary costs on suppliers
• Several SSIP member schemes agreed to use
common (core) pre-qualification criteria, based on the
HSE’s CDM 2007 ACoP.

81. Core criteria are essential…
• The MCG (now UKCG) drafted pre-qualification
‘core criteria’ for construction in the early 2000s
• ECA and HVCA (now B&ES) launched HSE-backed
core criteria in 2006 – based on common good
practice and basic legal requirements. Similar core
criteria then appeared in the CDM 2007 ACoP
• Enter SSIP - HSE worked with SSIP to ensure SSIP
assessment criteria agreed with the core criteria
• In 2010 PAS 91 (construction PQQs) adopted the
core criteria…

82. SSIP scheme recognition
Cross recognition
• If a supplier has been successfully assessed by one
SSIP member, then that assessment should be
suitably (ideally fully) recognised by the others*
One way recognition
• E.g. schemes recognise OHSAS 18001 from a UKASaccredited SSIP member certifier – this part works
particularly well…
*though there may be an administrative fee

83. What is cross-recognised?
• The suppliers’ basic HS capability only
• CDM core criteria ‘Stage 1’ only
• Stage 2 (project-specific questions) is the buyer’s
responsibility
These questions depend on circumstances, so they
cannot be standardised for desktop assessment.

84. Savings due to SSIP
Three key questions are:
1. What type of savings does it deliver?
2. How big are those savings? and
3. Who benefits from them?

85. Benefits of SSIP: to suppliers
• Fewer duplicate/different questionnaires - saving time
and money (feedback from schemes and TAs shows
this is happening)
• Suppliers are most concerned about the time it takes to
engage with PQQs
• ‘Deemed to satisfy’ (cross-recognition) delivered at
least £10 million in savings to suppliers in 2013

86. SSIP members include…

87. Deemed to satisfy?
Of the myriad SSIP schemes:
85% of the known savings came from DTS
provided by just four schemes…
…and nearly 75% from just two.

88. More to this than DTS…
• DTS is one indicator of savings, but it can be
misleading
• DTS is an indicator of the problem…
• Savings to both buyers and suppliers also come when
a buyer:
• simply asks for ‘SSIP member’ assessment
• can easily check a supplier’s assessment

89. Benefits of SSIP: to buyers
• Confidence a supplier has been assessed to the
core criteria
• Less time and effort required to assess a
contractor’s/consultant’s basic responses
• More choice of suppliers (when seen as an
advantage!)

90. The SSIP Portal
•
Central verification database – lists 10,000s of
contractors assessed by SSIP members
•
Verifies that a contractor holds current SSIP
member assessment/certification
•
•
Reduces PQQ time, effort and duplication
£100 per annum for buyers to search the portal
Free to bona fide buyers by Q2 2014?
www.ssipportal.org.uk

91. Safety Schemes in Procurement…
… is not the perfect supply chain solution to HS prequalification problems*
But it is (demonstrably) a solution – for basic HS
PQQs, still the ‘best game in town’
However, the pressure is building up for SSIP to
deliver much more…

92. Quick background to PAS 91
•
Effectively the draft Standard for basic
construction PQQs - published in October 2010
and revised (improved) in 2013
•
Covers a range of topics beyond HS
•
The HS questions are based on the CDM ACoP
core criteria – and are set to ‘take over’ from
them
•
Refers specifically to using SSIP members for HS
PQQs – probably the part of PAS 91 that works
best!

93. PAS 91: the future?
We would like to see:
• PAS 91 become a British Standard
• PAS 91 mandated for use across all public sector
construction
• Wider take-up in business sector
• suppliers able to be assessed against the Standard

94. Benefits of PAS 91 should include
Suppliers
• Fewer duplicate/different questionnaires - saving time
and money
Buyers
• Confidence a supplier has been assessed to
acceptable core criteria
• Far less effort required to assess the contractor’s basic
responses
• More choice of suppliers

95. PQQs: what else do we need?
• a national e-system that allows suppliers to upload
and update their information (once)
• a national portal - so buyers can easily see the PAS
91/SSIP status of suppliers
• buyers asking for evidence of ‘SSIP member
assessment’ (not individual scheme assessment)
• ‘additional assessment requirements’ commercially
transparent – and why not optional!!

96. Thanks for listening…

97. Afternoon seminar session
12:30pm – 2:00pm
Supply Chain Sustainability School with Kier
Unlocking new business opportunities for sustainable suppliers
London Construction Programme
Engaging with London Construction programme
London Procurement Network
Sourcing suppliers: Supporting the SME

98. The Supply Chain
Sustainability School

99. Wendy Carwardine
School Manager
www.actionsustainability.com

100. www.supplychainschool.co.uk

101. Peter Johnson
Kier Group Environmental Manager

102. “This way David; I can see the light at
the end of the recession”
1
0
2
Ethical Business Module 1

103. Some Good News
Construction output is expected to
rise by 3.4% in 2014 and by a further
5.2% in 2015
Growth is projected to continue
throughout the forecast period, to
2017
Construction Products Association
13th January 2014
1
0
3
Ethical Business Module 1

104. 10
4
Ethical Business Module 1

105. “Never before have companies been
scrutinised so rigorously in terms of their CR
performance. We are only too aware of the
role that CR now plays in our ability to win
new work, and the economic benefits of a
sound investment in CR are clear”
Paul Sheffield
CEO
Kier Group plc.
2013
10
5
Ethical Business Module 1

106. 10
6
Ethical Business Module 1

108. Sustainable procurement
Public sector spending is worth
approximately 16% of the UK’s Gross
Domestic Product (GDP). Central
government alone buys the equivalent
of 9% of GDP

109. “The public sector can use this buying
power to encourage suppliers to make
their products and services sustainable”
“It can also use its buying power to
make the way contractors carry out
works sustainable”
Defra December 2013

110. 11
0

111. The Employer takes Sustainable Development and environmental performance
seriously. Please describe the approach you will take to identifying Sustainable
Development and environmental risks/opportunities for new build and
refurbishment projects

113. 11
3
Ethical Business Module 1

114. 11
4
Ethical Business Module 1

116. “A sustainable construction
supply chain is only as strong
as its weakest link –
your participation in the
School will ensure
that there are no
weak links”

120. 50%
less time
50%
33%
Less cost
less CO2

121. • 2,102 company members
• 3,874 individuals members

122. What is the the Supply Chain School?
 a virtual learning environment that aims to help
construction suppliers and sub-contractors to develop their
sustainability knowledge and competence
 making us all better able to address the challenges our
industry face
 and importantly to help suppliers benefit from the many
new business opportunities that are emerging for
businesses who understand this agenda

123. So what is the school?
Prioritisation
Process
Engagement
Method
Self
Assessment
Tool
Web
resource
portal
Bespoke
Action Plans

124. Role of the School
 Main contractors manage supply chain performance, this includes
everything necessary to fulfill their own corporate and project specific
objectives
 The School manages supply chain competence, this is a combination of
knowledge, skills and behaviour
 The contractors and the School jointly manage engagement, this includes
all the activities necessary to ensure the supply chain uses its
competence to deliver the appropriate level of performance,
 The industry wide leadership group monitor and assure the performance
of the School.

125. Self assessment

126. Action plan

127. A wealth of sustainability resources

128. Not just online – over 50 events

129. Supplier dashboards

130. Supplier dashboards

131. Supplier dashboards

132. Key principles
 Its voluntary
 Carrot not stick
 Its not pre-qualification
 Supplier driven - develop at own pace
 Based on trust
 Its confidential to each supplier
 Free at the point of use: lots of free resource

134. So get online and get registered . . .

135. Wendy Carwardine
School Manager
www.actionsustainability.com

136. Working Together BUILDS Better Results

137. London Construction Programme (LCP)
Contractors Frameworks
1.Introduction to LCP
2.LCP Strategy
3. Overview and the proposed Major Works Contractors
and Specialist Contractors Frameworks
4.How?
5.Programme (Approximate)
6.Next steps
7.Summary
8.Questions

138. Introduction (cont’d)
• The London Construction Programme (LCP) was established
by a group of local authorities in London, supported by Capital
Ambition/London Councils, to develop a pan-London strategy
to improve construction procurement.
• LCP offers framework agreements, contracts and category
management support to deliver construction projects more
efficiently and effectively.
• LCP aims to cut the cost and risk of localised procurement and
achieve better value for money outcomes from construction
projects through collaboration.

139. Introduction (cont’d) –
Capital Ambition
• Capital Ambition sponsored a review of
Construction across London Local
Government
• Summary report identified a need for
improvements, effective collaboration
and better alignment to the National
Strategy
• The London Construction Programme
(LCP) - initiated by Haringey, Barnet and
Enfield with the first Pan London
framework for Consultants

140. Introduction (cont’d)
• LCP does this by:
• co-ordinating the overall strategy for London’s public sector
in order to maximise outcomes and benefits and avoid
duplication of effort
• leveraging the combined buying power of London’s public
sector and associated buying organisations
• making available collaboratively procured Framework
Agreements and contracts along with shared category
management support as a value-adding resource to client
organisations and a centralised market to
consultancies, contractors and suppliers

141. Introduction (cont’d)
• A virtual organisation of partners
Haringey, CCS, LHC, IESE, SCMG,
• Established for the benefit of all public sector in London (excl
Central Govt departments)
• Work-programmes are jointly agreed and monitored
• Any public sector body in London can take part.
• Broader agenda of best practice, common
specifications, standardisation, efficiency, KPI’s, templates etc.

142. London Construction Programme (LCP)
- Introduction
• Position of London regarding
construction - one of six key
streams of work.
and
• Delivery of various framework
agreements against a much
broader agenda of best
practice, standardisation,
efficiency etc.

143. LCP Strategy
LCP’s strategy is :
• for London’s public sector authorities and buying organisations to
work collectively to achieve higher benchmarks using their
respective strengths and combined resources, minimising
duplication of effort and maximising value for money.
• make available a suite of pan-London construction-related
Framework Agreements
• establish a range of shared services and resources for class-leading
procurement and performance management.
• enable access to expert knowledge and experience within LCP
participating organisations.

144. LCP Strategy
To draw the London public sector “together” through:
•
•
•
•
Embedding Consultants framework (CRCS2012)
To develop the Contractors frameworks.
To develop Materials and Supplies frameworks
To establish a group of key stakeholders (Project
Board) to help drive the agenda and to share
the burden - LHC, CCS, SCMG, IESE plus
• Advisory Panel of interested authorities.
• To align area procurement eventually and cycle
key frameworks during the term.

145. Introduction –
The Economic Environment
• Extremely challenging for everyone
involved in construction projects
• Public Sector suffering reduced budgets
which has a direct impact on our
suppliers
• Local Govt is currently investing far more
in construction than the private sector &
thus remains an important client
• Everyone is expected to achieve more
with less

146. Introduction (cont’d) –
LCP’s philosophy and approach
Objective
Approach
• Take down barriers to
efficiency
• Avoid duplication through flexible
frameworks
• Enable clients to input into
the design of frameworks
• Enable suppliers to engage
early in the delivery
planning
• To be an exemplar initiative
connecting resources for the
benefit of public sector
clients
o Save time & money, define quality, offer
choice
• One stop shop for procurement
o Portal, signposting pre-prepared
frameworks, market transparency, risk
managed approach
• Standardised procurement
process, common OJEU and KPIs
o Simplifies, cuts cost, re-focuses team
energy on project outcomes

147. Introduction –
Direction of travel for LCP
Bring together organisations with the capability/capacity to take a lead role
in providing new procurement solutions for London’s public sector
Invite people to lead innovation on behalf of a collective
client base
Align our approach to make procurement simpler, faster and
more productive for both clients and suppliers
Anticipate multi-layered solutions: Pan
London; Sub Regional, Local Clusters
(LCP co-ordinated)

148. LCP Strategy (cont’d)
• LCP’s strategic aim is for London’s public sector
authorities and buying organisations to work
collectively to achieve higher benchmarks using their
respective strengths and combined
resources, minimising duplication of effort and
maximising value for money.

149. LCP Strategy (cont’d)
• LCP’s strategy is to:
• make available a suite of pan-London constructionrelated Framework Agreements
• establish a range of shared services and resources
for class-leading procurement and performance
management.
• enable access to expert knowledge and experience
within LCP participating organisations.

150. LCP Framework pipeline
The following are some of the frameworks agreements intended to
commence procurement by LCP partners over the next year.
1. Minor Contractors
2. Main Contractors
Up to £100,000
£100,000 to £1m
Local level
LCP Nov 2014
5. Main Contractors
4. Mechanical
3 . Main Contractors
£1m to £5m
LCP Nov 2014
4. Main Contractors
6. Landscaping
Contractors
£5m to £10m +
LCP Nov 2014
£5m - £10m
Contractors
5. Electrical
Contractors
Over £10m
LCP Oct 2014
LCP Oct 2014
LCP Oct 2014
8. Conservation
Architects
9. Timber Windows
and Doors
10. Volumetric
(housing) structures
GLA/tbc
LHC Jan 2014
LHC tbc
Southern Region
April 2015
7. Adaptations to
Housing properties
for less able
LCP Dec 2014
High priority items are 1-16, and 22 -25.
All Items please refer to Haringey, except Item 9-15 and 22 LHC
and items 16, 23-25 CCS
February 2013

151. LCP Framework pipeline
Please refer for latest updates and further details to the pipeline on
the website http://lcp.g2b.info/frameworks/
LHC 2015
13. Asbestos
Surveyors
14. Asbestos
Contractors
15. Building
Insulation
LHC 2015
11. Gas Servicing
12. Communal
entrance doors and
door entry systems
LHC Feb 2014
LHC Feb 2014
LHC 2015
19. Demolitions
20. CCTV
tbc
tbc
24. Building
Materials
25. Project
Management and
Full Design
16. Commercial
Catering &
Refrigeration
17. Lift
installations &
maintenance
CCS Nov 2014
tbc
21. Conservation
Works
22. New Build Extensions
and General Refurbishment
Works for Schools and
other community buildings
tbc
LHC - Expires 30th June
2017
18. Stairlifts
installation, servicing
and maintenance
(Fusion 21)
23. Estates
Professionals
CCS - Expires 31st
March 2017
CCS April 2014
N.B. Please note this is only an indication of intended
frameworks. These may or may not be put in place.
February 2013
CCS April 2014

152. LCP Framework pipeline
Please refer for latest updates and further details to the pipeline on
the website http://lcp.g2b.info/frameworks/
Consultants
Main Contractors
CRCS2012
IESE
LCP
Expires 29th Feb 2016
Expires April 2015
Architects, Design and Urban
Planning
GLA Nov 2013
N.B. Please note this is only an indication of intended
frameworks. These may or may not be put in place.
February 2013

153. Authorities position for CRCS 2012
Enfield
Barnet
Harrow
Haringey
Brent
Hillingdon
Waltham
Forest
Redbridge
Havering
Camden
Tower
City Hamlets
Ealing
Newham
Barking &
Dagenham
Greenwich
Hounslow
Bexley
Richmond
Wandsworth
Lewisham
Merton
Kingston
Bromley
Sutton
Signed up
Croydon
London-wide organisations
LFB
Metropolitan Police
Other mechanisms in place

154. LCP Contractors Frameworks
•
•
•
•
•
•
•
•
To be EU Compliant.
To have easy access to market
Collaboration between authorities
Pan London – (procurement
efficiency)
Standardisation of process and
contract documentation.
KPI’s drawn from National level
Link to National Agenda.
Be flexible.

155. LONDON
CLUSTER
100k to £1m
< £100k
Southern
Framework
LONDON
CLUSTER
£1m to £5m
LONDON
CLUSTER
£5m to £10m +
LOCAL
Minor
Works
LCP Major Works
> £10m
USE IESE UNTIL 2015
LCP Contractor Frameworks
Turnover
values and
number of
contractor in
each value
band to be
agreed

156. LCP Contractors Frameworks
• Aggregation of
effort, resource and
spend
• Standardise
procurement, design and
delivery
• Common specifications
where possible
• Share best practice
• Achieve efficiencies

157. Overview - Contractors /Specialist contractors
• Developing various Frameworks
• Major contractors
• Specialist
–
–
–
–
Mechanical
Electrical
Landscaping
Housing adaptations for the less able

158. Overview
• The list of Public Bodies that may use the Contractors
Frameworks will be referred to through the advert and the
Memorandum of information.
• Standard OJEU has been developed for adverts.
• The Framework Agreement will be open predominantly to
Local Authorities within London
• Could include Police Authorities and Fire Authorities, and
Primary Care Trusts associated with the Local Authorities.
• Any faith educational establishments, associated with the
named Local Authorities.

159. Overview (cont’d)
All registered Social Landlords (as defined in Part 1 of the
Housing Act 1996) and their agents within the geographical area
of London includes all ALMO’s or any successor body of the 33
Local Authorities within London.
It will also include any bodies previously covered by these
Authorities such as “free schools” and academies, further
education, and any Trusts, Social Enterprises, Mutuals, and
Community Interest Companies that are within the 33 Local
Authorities within London and the contracting Authorities are
trustees or partners of the Social Enterprises, Mutuals and
Community Interest Companies or any similar organisation
formed within the community.
Other Public Sector Organisations.

160. Overview – Major Works
The types of projects anticipated in this framework include, but
are not limited to:
•new build construction works;
•planned maintenance either capital and revenue projects;
•adaptations;
•refurbishments;
•improvements
•regeneration works;
•extensions etc
Could be defined lots for Housing (S20’s) and Education etc.

161. Overview - Specialists
• The types of projects anticipated in the framework
include, but are not limited to:
• planned maintenance either capital and revenue projects;
• some reactive
• Boiler replacements etc
• Electrical Rewiring

162. Overview - Specialists
• The types of projects anticipated in the framework
include, but are not limited to:
• Hard and soft Landscaping
• Playgrounds/MUGAs etc
• Housing adaptations for less able to public and private sector
associated with Disabled Facility Grants etc

163. How?
• Clusters approach i.e. East, North, West, South
West, South East,
• Note:- certain areas have own frameworks to join later
in life of Frameworks
• Contractors will need to apply for each area.

164. How (cont’d) - London Regions
North
West
East
Enfield
Barnet
Harrow
Haringey
Brent
Hillingdon
Waltham
Forest
Redbridge
Camden
Barking &
Dagenham
Tower
City Hamlets
Ealing
Newham
Greenwich
Hounslow
Bexley
Richmond
Wandsworth
Havering
South East
Lewisham
Merton
Kingston
South West
Bromley
Sutton
Croydon
London-wide organisations
LFB
Metropolitan Police
Proposed London Regions (to be confirmed)

165. How – benefits?
•
•
•
•
•
To be created by London Authorities for London Authorities
Collaborative working
Centralised monitoring of the framework agreement
Templates available for appointment etc
Standardisation of policies – Apprentices etc, local labour,
Timber policy
• Key Performance Indicators
• Different forms of contract can be used – JCT suite, PPC 2000
etc, NEC3
• Flexibility of Procurement routes, Two stage D and B, D and B,
trad etc

166. How – Benefits?
•
•
•
•
•
•
Points of contact for help for Local Authorities
Standard approaches
Regular performance reviews with the Contractors
Key objectives to be defined
Work across a variety of sectors
Projects of varied types can be procured through the
framework
• Information packs for contractors

167. How – stages?
• Stage 1
• Scoping - Questionnaires with Clients
• Stage 2
• Soft Market testing with contractors

168. How - stages?
Stage 3
• PQQ- to be defined using constructionline and PAS 91 where
possible same for all lots (variances for values and types of
work)
Stage 4
• Full EU advert

169. Programme – Major Works
• Soft Market – May/June 2013.
• Advert - February 2014
• Tender – May/June 2014
• Mid Tender reviews – webinars – May 2014
• Award December 2014/January 2015 for four years
• NB – Allow for section 20 process (Haringey and
others)
•

170. In summary
• LCP is comprised of organisations
that want to collaborate & achieve
efficiencies
• LCP frameworks will be supported by
the lead authority
• LCP is open to all public sector
organisations in London
• Major works and specialists
contractors frameworks

171. Further Information
Website :
http://lcp.g2b.info
Website includes pipeline of LCP
frameworks that maybe
procured with partners.
Frameworks that can be
currently accessed.

172. Next Steps
Contact
LCP@haringey.gov.uk
020 8489 1037 or
1073/1272/1070

173. Questions

174. Sourcing Suppliers – Supporting the SME
Constructionline “Meet the Buyer” Event
Terry Brewer, Divisional Director, Commercial, Contracts & Procurement,
Harrow Council and Chair of London Heads of Procurement Network.

175. Agenda
• Procurement drivers and trends
• National picture – CCS and Local
Government
• FSB survey
• Construction related issues
• What we are doing for SMEs

176. Procurement Drivers
• Reducing budgets – ‘graph of doom’
• Need to maintain statutory services
• Desire to generate “social value”
from public procurement
– Including government objective to
create opportunities for small
businesses
– and even when not legally required by
the Public Services (Social Value) Act
2012

177. Procurement Trends
• Better resource efficiency
– in terms of money, energy, materials, time etc
• E-everything
– Procurement, contract management, communication
• Decentralisation
– e.g. Schools becoming independent Academies
• Local authorities working together, more
– including use of national and regional frameworks and
systems such as
Constructionline

178. National position: Changes to EU legislation
• Revised EU regulations will make it faster, easier and cheaper
for small firms to bid
• Changes include:
– Not needing to provide extensive supporting evidence – only successful
bidder will need to do so
– Not needing to provide 3 years accounts – will only need revenue to be twice
value of deal
– Clarification re breaking down requirements into ‘Lots’
• Timetable
– EU adoption expected this month
– Govt seeking to tranpose within 7 months

179. National Position – what is CCS doing?
Introduced the
Crown
Representative
for SMEs – they
have a voice at
the top table
Developing tools
to make it easier
to find
opportunities to
do business with
Government –
Contracts Finder,
Solutions
Exchange
Reformed the
procurement
process
‘removing
barriers’ –
abolished PQQ
below
threshold, LEAN
SMEs given new
channels of
communication
including Mystery
Shopper and SME
Panel
Lead ministers
and SME
Champions
appointed.
Departmental
SME plans with
specific targets
for spend with
SMEs
Big is not always
beautiful –
Optimal contract
size
Optimise lotting
structure
Getting the best
bidders bidding

180. What is the LGA doing?
• LGA is taking a category management approach to the spend
nationally in local government
• 3 categories being supported in first wave – ICT, Energy and
Construction
• Aim is to have a National Category Strategy for each area
• Part of each category strategy is to set out key issues for
SMEs and how that market should be approached on a
national/regional and local basis

181. What does the FSB survey say?
• FSB 2013 survey – around half of Boroughs responded
• On average boroughs in London spend 35% of their total
procurement expenditure on SMEs (up from 27%)
• 50% of boroughs seek to pay suppliers within 28 days (up
from 37%)
• 36% of boroughs seek to pass on their payment terms to
main contractors
• Conclusions of survey – need to do more spend analysis,
simplify processes, and more pre-engagement activities

182. Construction opportunities
Key issues in construction?

183. Likely construction opportunities
• Design and build of new [social] housing
• Integration of “green” technologies into built
environment and improving its energy efficiency
• Expansion to and new build of schools because of
“pupil bulge”
• Aids and adaptations to homes of elderly and
disabled people

184. What we need from the construction marketplace
•
•
•
•
•
•
•
•
Quality
Efficiency – reflected in pricing
Getting it ‘right first time’
Innovative solutions
Competition for our contracts
A partnership approach
Honest feedback
Jobs, apprenticeships and training for
our communities
• Improved environmental performance

185. What we are doing for SMEs
• Reducing down pre-qualification criteria & questions
– And encouraging all procurers to ask similar, simplified
questions eg PAS91 adoption
– And finding ways to avoid asking you for the same information,
in relation to more than one procurement, in a short space of
time eg SSIP model for Health & Safety
• Using “SME friendly” pre-qual systems and portals
– E.g. Constructionline, London Tenders Portal, Compete For
• Creating opportunities for SMEs as 2nd and 3rd tier suppliers
on large projects, through ITT questions and contract
clauses
• Getting ready to adopt new “SME friendly” public
procurement directives

186. Free opportunities to build your capacity and capability
• CITB “Sustainable Supply Chain School”
– www.supplychainschool.co.uk
• CITB “Be Fair” Framework, guidance and toolbox talks
– http://www.citb.co.uk/employer-support/fairness-inclusionand-respect/
• Coming soon; CITB “Shared Apprenticeship Scheme”
– so that you can employ an apprentice (via the CITB) to work on
a specific package whenever you have the need/ opportunity
– http://www.citb.co.uk/citb-apprenticeships/sharedapprenticeship-scheme/
• Council “Selling to the Council” web pages
e.g. www.harrow.gov.uk

187. Thank you!