![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
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Showcase MTB 2014 seminar sessions
- 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 andCastle - why it is different
- 3. Why is sustainability important inurban development?
- 12. •How Did Weget 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 threesignificant 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 ClintonClimate 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 contributedto 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 Elephantand 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
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- 18. Demolition of TheHeygate
- 19. Phasing/Indicative Plot ConstructionProgrammes 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
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- 21. Transformational Model Jobs Procurement Training & Education Supply Chain BeOnsite Skills Behaviour
- 22. Local Employment OBJECTIVES Finding theJobs 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 ofLocal 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 createsan 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 toinclude: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 BeneficiaryStarts (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 tohear 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 helpSMEs 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 probablyalready 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 Tradingfor 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 newfree digital service, designed exclusively to help small businesses grow by promoting all the good work that they do. Headline Sponsor:
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- 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 TFGalso 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 createthe 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 youdo? • 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:
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- 40. Introduction The Company Current andRecent Work Future Opportunities Procurement – How We Work In Partnership with Constructionline
- 42. Hands on Approach MAINBOARD 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 FacilitiesManagement & Small Works Fit-Out Offshore & Onshore Sustainable Energy Aluminium Windows & Curtain Walling
- 45. G1 Building, Glasgow £26million
- 46. Loch Ryan Terminal,Cairnryan £57 million
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- 49. Royal Victoria Hospital,Belfast £120 million
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- 55. Torry Quay, Aberdeen £13million
- 56. M&S – DurhamArnison
- 57. Project Fortis -Glasgow
- 58. St Columba’s HighSchool Slide 19
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- 62. Peacocks Walk, Woking PrincipalContractors 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
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- 65. Health & SafetyStandards • 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 & SafetyCultural Journey
- 67. Health & SafetyAwards • 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 inBelfast 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 & SupplyChain • • • • Estimating Buying E-zines Constructionline Opportunities Board
- 73. • Strong robustbusiness • 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
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- 76. Why Constructionline? • • • • Nationwide Database RegionalEvents In touch with Government Construction Strategy Helping drive down paperwork in pre qualification • Dedicated point of contact • Support staff
- 78. SSIP and PAS91 Benefits for Buyers and Suppliers Paul Reeve CFIOSH CEnv FIEMA Director of Business Services, ECA
- 79. Aims of thispresentation To outline: - what SSIP and PAS 91 are - how they help buyers and suppliers - what we need from them in future...
- 80. Quick background toSSIP 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 areessential… • 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 Crossrecognition • 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 toSSIP 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
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- 87. Deemed to satisfy? Ofthe 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 thisthan 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 • Centralverification 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 inProcurement… … 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 toPAS 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: thefuture? 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 PAS91 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 elsedo 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!!
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- 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
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- 101. Peter Johnson Kier GroupEnvironmental 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 Constructionoutput 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
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- 105. “Never before havecompanies 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
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- 108. Sustainable procurement Public sectorspending 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 sectorcan 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
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- 111. The Employer takesSustainable 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
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- 116. “A sustainable construction supplychain is only as strong as its weakest link – your participation in the School will ensure that there are no weak links”
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- 121. • 2,102 companymembers • 3,874 individuals members
- 122. What is thethe 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 isthe school? Prioritisation Process Engagement Method Self Assessment Tool Web resource portal Bespoke Action Plans
- 124. Role of theSchool 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.
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- 127. A wealth ofsustainability resources
- 128. Not just online– over 50 events
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- 132. Key principles Itsvoluntary 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 onlineand get registered . . .
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- 136. Working Together BUILDSBetter 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) • TheLondon 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) – CapitalAmbition • 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) • LCPdoes 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) • Avirtual 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 strategyis : • 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 drawthe 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 EconomicEnvironment • 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’sphilosophy 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 oftravel 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 Thefollowing 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 Pleaserefer 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 Pleaserefer 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 forCRCS 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 • • • • • • • • Tobe 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 listof 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 registeredSocial 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 – MajorWorks 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 approachi.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? • • • • • Tobe 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? • • • • • • Pointsof 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? Stage3 • 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 – MajorWorks • 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 • LCPis 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 Websiteincludes pipeline of LCP frameworks that maybe procured with partners. Frameworks that can be currently accessed.
- 172. Next Steps Contact LCP@haringey.gov.uk 020 84891037 or 1073/1272/1070
- 173.
- 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 driversand trends • National picture – CCS and Local Government • FSB survey • Construction related issues • What we are doing for SMEs
- 176. Procurement Drivers • Reducingbudgets – ‘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 • Betterresource 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: Changesto 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 theLGA 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 theFSB 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 issuesin 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 needfrom 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 aredoing 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 tobuild 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.
Editor's Notes
- #5 http://www.flickr.com/photos/selcukaral/2135428597/http://www.flickr.com/photos/eugene/51380973/sizes/l/
- #6 http://www.flickr.com/photos/friend_faraway/1589070517/sizes/o/
- #7 http://www.flickr.com/photos/atwatervillage/842866223/sizes/l/
- #8 http://www.flickr.com/photos/davipt/299545533/sizes/l/
- #9 http://www.flickr.com/photos/mollyeh11/126883869/sizes/l/
- #10 http://www.flickr.com/photos/dnorman/251646154/sizes/l/
- #124 Key characteristicsNot mandatory – voluntaryCarrot not stickSupplier drivenBased on trustFree at the point of use: lots of free resourceIts confidential to each supplier Evaluation ToolLevels – all variable by system administratorSub-con or supplierProcurement categoryProduct\service descriptionSustainability Impacts x 10 – all variable by system administratorHeat Mapped ratings of these impacts – as defined by contractorSupplier logs on and picks supply category(s)System ONLY selects the questions that are rated as “red or amber” for those categoriesResource PortalLinks to web resourceCase studiesRecommend participation in schemesEvents and workshopsFormal trainingExpert help
- #133 What are the Benefits of the School?The business benefits to suppliersGrowth opportunities for suppliers – access emerging marketsConsolidate position in existing marketsFuture proof themselves against coming legislative requirementsMeet client demandsMore resilientThe sustainability benefits Measurable improvements to social and environmental sustainability impactsBenefits to contractors An increased pool of sustainable suppliersMeet client demand, access markets
- #140 This month, the LEP is 1 year old and growing in strength and influence.
- #146 The Coalition Government scrapped the BSF programme and has slashed the Decent Homes programmeWe need to be ever more creative and look for new and more efficient ways to deliver our Capital programmes
- #147 We have achieved consensus with many organisations on a standard OJEU notice for future Pan London procurement.We work with advisory panels to develop procurement strategy and to design frameworks pre-tender.