Diploma in Collaborative Working in Construction

LeadershipCollaboration SustainabilityPsychology ValueProcess DesignIntegration ManagementCompliance SmartContract Providing an Industry of Opportunity Why is this Diploma required?

What’s The document?in this Need

C OVID-19 has created a different The Construction Leadership Council has come together since Andrew Carpenter type of crisis to a recession, but The Need March 2020 to prove that we can collaborate successfully. Chief Executive the response remains the same – Why is this Diploma required? 1 Constructing Excellence South West collaboration. Its ability to deliver the Site Operating Procedures and keep construction open for business has been recognised throughout “ We must develop a new generation of leaders who can The Proposal Government as ‘best practice’ and held up as an example for communicate their vision and What are we proposing this Diploma will achieve? 2 others to follow. Now the rest of the sector has to follow suit drive change in culture and and this diploma will give candidates the behaviours, tools and behaviours. We need leaders who can help the public The Benefits techniques they need to do so. understand our contribution How will the Diploma help the delegates and construction? 3 to a successful society and Dame Judith Hackitt commented in her recent review following economy and help to attract the Grenfell tragedy: more of the best recruits Courses and Tutors to our industry.” What will be taught and by whom? 4 “ We need to maintain the spirit of collaboration and partnership Andrew Wolstenholme, which has been a feature of the review process to date. Constructing Excellence, author of Course Module Example Never Waste a Good Crisis Report What can the delegate expect to study on the course? 8 In a sector that is excessively fragmented, we have seen during this review a will to work together to deliver consistent solutions. Costs and Details This will be especially important going forward to change culture.” How much does the course cost and what are the future plans? 10 During one recent Constructing Excellence webinar a client commented, when asked “what will prevent the construction industry achieving the Roadmap to Recovery”, that the industry knows the word ‘collaboration’ but not the behaviours required to deliver it. If the UK construction industry is to make the culture change we all seek, it is imperative we give our people the tools to do so. It’s not only the Roadmap to Recovery and Building Safety Bill that requires us to understand and deliver collaborative working – post Online programme COVID-19 it is a business imperative. With the recently released hosted by Construction Playbook; contractors making only 1% profit; us struggling to get young people to join the sector; and the global climate crisis, never has there been a more pressing need to collaborate and seek mutually advantageous solutions.

Diploma in Collaborative Working in Construction Constructing Excellence South West 1 What are we proposing this Diploma will achieve? How will the Diploma help the delegates and construction?

ProposalThe BenefitsThe

CE Midlands will deliver a twelve month online course Aims to create Individual Employer Industry on one half day a month followed by additional The next generation Tools and techniques Preparedness of Fulfil need identified reading material, homework and an indication of leaders future leaders by clients how what has been learned will be included in the Networking with delegates’ day-to-day activities on the following topics: New behaviours industry peers Preparedness for post Highlight financial COVID-19 recovery and other benefits Positive disruption Developing new as shown below contacts Positive response Introduction to the Principles of Collaboration and Integration in Construction Technology-led to gap analysis in Galvanises pockets Marc Preite, Sherwood Forest Hospitals, NHS Foundation Trust 1 approaches Develops mutual collaboration of best practice Leadership & Team Management understanding within into one diploma Vaughan Burnand, VEB Lean 2 the team Show potential ISO44001 Collaboration to include Behavioural Science & Psychology clients you have Ability to deliver on The chance to enjoy Howard Betts, LeadersMeets 3 staff with accredited industry reports e.g. working within the Lean and Continuous Improvement collaborative skills Hackitt Review, construction sector Richard O’Connor, Aspen Global 4 Construction Playbook Process and Value Stream Mapping and Value Toolkit

Steve Clark, Develop Consulting 50

5 Constructing 3 Excellence

Value Toolkit to include the Construction Playbook 00 3 Ann Bentley, Rider Levett Bucknall 6 collaborative demonstration 50 2 Design Team Integration projects have 00

Ben Giles / James Bromley, Laing O’Rourke outperformed 2

7 the rest of the 50 50

Design for the Environment 1

industry Paul Chatwin, Cundall

8 00 CE Demonstration 1 Smart Construction (Digital and Offsite) Projects David Emery, Supply Chain Sustainability School Industry 5

9 = 100% 0 Quality and Compliance 0 Steve Green, Bowmer + Kirkland 10 Safety Defects – Product ProfitabilityProductivity Supply Chain Management Staff Turnover Gavin Jamieson / Darren Eaton, Morgan Sindall 11 ConstructionConstruction Cost Time Safety – All Companies Employee Satisfaction Collaborative Forms of Contract Qualifications and Skills Client satisfactionClient satisfaction – Service Predictability CostPredictability – Design Time – Design John Kelly, Freeths 12 EnvironmentalEnvironmental Impact –Impact Product – Process Predictability Cost – Construction Safety – Turnover greater than £10mPredictability Time – Construction Tutors may change due to circumstances beyond our control

2 Diploma in Collaborative Working in Construction ConstructingConstructing Excellence Excellence Midlands South West 33 DiplomaWhat will be in taught Smart and Collaboration by whom?

“ The course underlinines the need for total commitment throughout the supply chain including those tiers beyond the main contractor. Once this commitment is gained, measurement and the recording of that measurement will provide better ‘value for money’ and equally Courses importantly an understanding of how it was achieved. This very much falls into the current climate of needing to provide ‘more for less’. From a subcontractor’s point of view it enables them to understand and how they can add value.” Tutors Steve Port, Kiely Bros

1 2 3 4 5 6 Introduction to the Principles of Leadership & Team Management ISO44001 Collaboration: Lean and Continuous Improvement Process and Value Stream Mapping Value Toolkit to include Collaboration and Integration in Vaughan Burnand, VEB Lean It’s about mindset Richard O’Connor, Aspen Global Steve Clark, Develop Consulting the Construction Playbook Construction Marc Preite, Howard Betts, Executive Development Ann Bentley, RLB Sherwood Forest Hospitals, NHS Foundation Trust

This diploma equips delegates with a set of With over 40 years’ experience in the Howard has over 35 years’ experience in Presently a Director at Aspen Global, Richard Steve is a Director for Develop Consulting Ann is a Global Board Director of Rider Levett collaboration tools, along with the knowledge construction industry, over half of that time the field of leadership and organisational is a recognised lean practitioner, trainer and leading the manufacturing and construction Bucknall, a Chartered Member of the Institution of when and how to use them, which is not in senior leadership roles in companies and development having in this time worked with coach. In 2002, he successfully led the DTI lean sector within the organisation. He has of Civil Engineers (MICE), a Fellow of the Royal available anywhere else. The course provides the industry as a whole, Vaughan was CEO many leading organisations and brands both construction pilot and supported the creation successfully led sustainable process Institution of Chartered Surveyors (FRICS) a unique learning opportunity, where clients, for Shepherd Construction, Chairman of nationally and globally. He is the senior partner of the CLIP programme with BRE. Since then, improvement and behavioural change projects and has almost 40 years’ experience as an consultants and the entire supply chain go Constructing Excellence, Chairman of Health of Executive Development and co-founder of Richard has held lean manager and director delivering significant financial gains in UK, Engineer, Project Manager and Strategic Advisor. through the learning process, together. and Safety for the Major Contractors Group and LeadersMeets Ltd. roles in leading UK construction companies USA and mainland Europe both as a General Ann’s current focus is to make positive CIOB respectively over a period of 10 years. and has worked as a consultant helping many Manager and also as a senior consultant. change to the construction industry. She On this course you really will develop mutual This module will look at the key psychological construction clients, designers and contractors has several roles supporting cross industry understanding across all parties, which is the In this module Vaughan will cover: and behavioural factors that impacts The experience in both manufacturing and to achieve impressive improvements in project initiatives including membership of the UK vital ingredient to a long-term collaborative collaboration between people and construction provides Steve with an extremely • Introduction to leadership at all levels delivery performance. Government’s Construction Leadership Council relationship. Arguably there is as much value organisations through the lens of ‘mindset’. well-informed perspective on how modern within an organisation (CLC), the Value Toolkit Project Board and the in the collaborative learning process, as there Mindset is extremely influential, for it reflects In the lean continuous improvement training methods of construction can make a significant Construction Playbook Industry Steering Group. is in the learning itself. • Key attributes of leaders the beliefs and attitude we have about module Richard will cover: difference to the industry. In construction we Ann will address issues of: situations, other people, our organisation, and are all working in line with many processes that Marc’s experience has included several • Benefitsof leadership training • Introduction to lean principles, processes other organisations – what psychologists refer come together to create an asset, whether it is a • Construction’s influence on the wider collaborative service improvement projects and practices • Key leadership issues including: - to as ‘objects’. Our mindset impacts the actions building or part of infrastructure. We all work to economy and the importance of delivering for multiple clients such as major housing – Vision that we take; our behaviour; the quality of our • Benefits of lean construction processes whether we are on site, developing outcomes associations and NHS Trusts. He was one of – Values relationships; the interactions we have; and the design or supporting from the head office the national leads on a two-year journey where • Key lean processes including • Philosophy of value and forerunners to the – Strategy crucially in this context, the way we chose to and without them we are disorganised and 20% savings were realised across cost, time – Lean collaborative planning Value Toolkit and Construction Playbook – Leadership vs management collaborate, or not, with others and thus the everything is chaotic. To ensure that we are and value and increased customer satisfaction – Visual management – Attributes of great leaders quality of our collaboration. productive and efficient as both individuals and • The Construction Playbook – overview and to new highs on the delivery of capital and – 5S workplace organisation – Leadership styles as teams we must make sure our processes detailed implementation responsive programmes. Marc has lived and This module will cover: – Date collection, analysis and root cause – The key role of leadership are both optimised and reflect what is really breathed collaboration since learning, practising problem solving • The Value Toolkit – Levels of work • Beliefs, Values, Attitude, and Behaviours – happening. the behaviours, skills, and tools contained – Work observation and productivity – Client approach – Maslow’s Need Hierarchy our ‘Frame of Reference’; within this diploma. improvement During this module the candidate will learn the – Value definition and value-based – Hogan Leadership • Six common behavioural areas where following: procurement In the first module of the diploma Marc will – Communication • Other lean processes / practices including mindset impacts collaboration; – Ongoing measurement of value. give an overview of each of the modules and – McKinsey’s 7S gemba walks, standardised work, quick • How to analyse and interrogate processes their importance and cover the common issues – Change management • Collaborative Behaviours – a ‘Competence’ changeover, value stream mapping identifying different types of ‘Waste’ In developing the Value Toolkit Ann has seen running through them such as: – Handy’s Hexagon Contract and social approach (ISO 44001); many examples of construction projects failing • Case studies to demonstrate how key lean • How to reduce and where possible value. to deliver business-plan objectives. This is often • Current issues/factors • Communication – Johari Window processes have helped to ‘raise-the-bar’ on eliminate ‘Waste’ from the process due to a poor understanding of outcomes and • Risk The module is based on Vaughan’s own project delivery performance • ‘Friction’ – Interference Factors and • How to design efficient and productive value, and too much haste to get to a solution, • Culture and behaviours experience in establishing strong leadership NVA (Non Value Activities) that impact • Barriers to success and how to overcome processes. rather than understand the problem. The • Why it goes wrong and sustainable culture. Leadership is a Performance and Collaboration ; Construction Playbook and the Value Toolkit • Common barriers lifetime issue and the module is to kick start • Action planning to apply lean to your place- The candidate will learn a range of lean tools resolve this by putting the delivery of outcomes • Cost versus price the delegate’s enthusiasm and approach to • Behavioural ‘Gaps’ – a ‘Mission’ approach to of-work and projects. that will assist them with understanding and at the centre of all decision making. • Value and waste. leadership and assist them in developing their Collaboration. developing efficient processes making the own response within their own circumstances. person a great asset to the team.

4 DiplomaHow-to in Guide Collaborative to Best Working Practice in Construction Procurement Constructing Excellence South West 5 DiplomaWhat will be in taught Smart and Collaboration by whom?

“ The current economic climate of ensuring ‘best value’ is achieved and the need to maximise the value from each pound spend Courses was the driving force behind my desire to join the course.” Julian Humphreys Tutorsand Community Health Partnerships

7 8 9 1 0 1 1 1 2 Design Team Integration Design for the Environment Smart Construction (Digital and Offsite) Quality and Compliance Supply Chain Management Collaborative Forms of Contract Ben Giles / James Bromley, Paul Chatwin, Cundall David Emery, Supply Chain Sustainability Steve Green, Bowmer + Kirkland Gavin Jamieson / Darren Eaton, John Kelly, Freeths Laing O’Rourke School Morgan Sindall

Laing O’Rourke is an international engineering In 2013 Paul became an Associate at David Emery has provided BIM-related Steve has recently joined the Frameworks Team Gavin Jamieson and Darren Eaton both work Presently a Director at Freeths LLP, John has enterprise, delivering certainty through Cundall, the first carbon neutral engineering specialist advice and consultancy services to a in Bowmer + Kirkland, following over 40 years for Morgan Sindall Construction. Gavin is Head over 39 years experience in the construction experience. Ben Giles is a Senior Project consultancy in 2020. He leads a specialised range of clients, including some of the in construction. Working for both national and of Supply Chain UK and Darren is Commercial industry and has occupied many roles, from Manager experienced in leading the early team in building physics and environmentally biggest construction companies in the U.K. regional contractors in Commercial, Design Director for the midlands. Collaboration is project manager, to chartered quantity surveyor engagement and delivery stages of large-scale sustainable design. Paul gives guidance to and has delivered presentations, training and Management, Procurement and Business embedded in our processes and can be seen before re-training as a construction specialist construction projects in both the UK and North project teams on how the built environment workshops to more than 1,500 businesses. Improvement roles, Steve has a wealth of from the relationships formed between our solicitor in 1999. In these roles, John has America across the public and private sector. can either comply with planning or legislation experience from a multitude of perspectives. supply chain managers and construction teams worked for industry leading firms, including David is a consultant with the Supply Chain James Bromley is a Commercial Leader with or certification schemes, or more importantly both regionally and on our projects. This then is Gardiner and Theobald, Turner and Townsend; Sustainability School and is that organisation’s In his interactive session Steve will address: a breadth of operational and organisational how the project may be enhanced from a reflected throughout the supply chain to deliver Beachcroft Wansborough and Freeths LLP. B.I.M. and Offsite specialist. David also helped leadership experience and in his current role sustainability, energy performance, carbon • Some quality roles and definitions best value. deliver another CITB-funded project entitled Whilst technically a dispute lawyer, John’s as the Technical Commercial Leader is leading emissions and a wellbeing perspective. ‘Delivering a Digital Mindset’, working with the • What happens when we get it wrong? Working collaboratively with our supply chain particular role within his current firm is to assist the transformation of how we build more This module will provide the following: likes of Tideway, Skanska, Costain and UCL. we seek to reduce unnecessary risk and waste on live problem projects with a view to steering collaborative relationships with our design • How much does poor quality cost the generally associated with construction projects. them towards a better outcome. partners. • Introduction to sustainability and the role In this module we will look at the industry? Positive relationships drive projects to deliver of construction in tackling climate change following: John will address the issues of: This module will include: • How does it go wrong? on time, safely and to a high quality. • Understanding and reducing energy • What do we mean by offsite and MMC? • Does Collaborative Procurement need a • The key macro level challenges • How can we prevent it going wrong in the Within our module we will cover topics such as: consumption and carbon emissions in the contract? necessitating the requirement for design • What will offsite mean to the designer, the future? built environment • Creating a shared success culture team, client and supply chain integration QS, the procurement lead, the logistics • What types of Contract support • Behaviour and culture in quality – making and collaboration. • The impacts that materials and the supply team, the site manager and the project • Forming an open culture that will support collaborative procurement? change ‘stick’ chain have on emissions manager? the achievement of mutual benefits • The practical methodologies and • What standard form contracts support • What will you do differently tomorrow? mechanisms for best practice integration, • The importance in considering the built • What are the characteristics of a digital • Sustainable supply chain principles collaborative procurement? e.g. digital collaboration, common data environments impact on health and leader? Combining Design Management, Commercial including decarbonisation and social value • How does a Framework Alliance Contract environments, contractual frameworks, wellbeing. and Business Improvement skills, Steve is • The business case for digital • Upskilling and supporting all industry Operate? golden thread of information and passionate about connecting up the dots, The built environment accounts for a participants underlying behaviours for optimum • Cyber security both within and across businesses, to deliver • How does a Team Alliance Contract significant portion of the world’s greenhouse outcomes. a collaborative approach to quality. • Developing equitable risk allocation and Operate? gas emissions. But how much? How can we • Digital adoption – the construction site of driving innovation • The benefits and underlying value of this influence the built environment to reduce its the future. Delegates will be equipped with the necessary • What are the causes of disputes in approach brought to life through case fair share of consumption and emissions? knowledge and skills to understand both • Continuous Improvement across the construction contracts and how can The successful 21st century construction studies. How can we adapt our buildings for the the real cost and root cause of error. The supply chain. Collaborative Procurement reduce project will result from a combination of inevitable impacts off climate change? ability to spot in advance where the risks to disputes? Through practical application and operational innovative thinking, collaborative working and And, how do we make sure that buildings poor quality lie in a project and how to avoid experience, Ben and James will articulate technological advances. This module will John has observed over the years how are healthy and consider our wellbeing? them. Following the course, delegates will be how we can move from transactional design help you understand some of the opportunities construction disputes often have a common equipped to work collaboratively in reducing relationships to a collaborative, integrated This module will aim to provide the participant that are available and how to instigate DNA with predictable driving factors that cause error and thereby improving productivity across design partnership that meets demanding with the general knowledge surrounding these change in your organisation. disputes. John believes these driving factors the industry. Whether Client, Consultant, Tier 1 client drivers, macro industry imperatives and questions. can be addressed by collaboration and will or Tier 2, we all have a role to play in changing delivers best value and certainty. explore and set out how such measures can be our behaviour in regard to quality. reflected within a legal framework.

6 Diploma in Collaborative Working in Construction Constructing Excellence South West 7 What can the delegate expect to study on the course? Example ModuleCourse

An impression of what a module might look like for delegates on the fourth section of the course, Lean and Continuous Improvement.

“ One of the biggest benefits of the Diploma Course to date has been the understanding of different ways of doing things and also being in the same room as other members of the supply chain. This has led to an understanding of the processes and needs of. others The realisation that it is critical to get the ‘right’ contractor is apparent”. Neil Biddiscombe Advantage South West

8 Diploma in Collaborative Working in Construction Constructing Excellence South West 9 How much does the course cost and what are the future plans? Costs Detailsand

Course cost: £2,500 per delegate Not e: A discount of 20% will apply for 3 or more delegates for those wishing to send attendees from your own organisation and / or from your supply chain.

Each module will take place commencing For more information September 2021 as follows: contact us at: 9.00am – 1.00pm on the last Wednesday of each full calendar week [email protected] (except Christmas week) www.cemidlands.org Podcasts: A podcast has been recorded discussing the nature of the course. Others are planned for future release. Listen here

Once the initial course is underway it is proposed to expand and extend the offer to include: – Individual modules – Twelve-week courses – White Papers for each module

– Level 5 accreditation through association with Nottingham Disclaimer Trent University, Wolverhampton University, Swansea University This publication is for information purposes only and does not constitute advice including legal advice. and University of the West of England. They will assist with the It is recommended that specific professional advice assessment of the modules to ensure academic rigour. is sought through your professional advisor before acting on any of the information or opinion given.

– Level 3 & Level 4 qualifications and evening sessions The views and opinions expressed in this publication are those of the relevant authors and do not necessarily reflect the views and opinions Requirements: of Constructing Excellence Midlands nor the other – 10 hours per module (4 hours per taught module authors. plus 6 hours of homework / reading) Copyright Copyright in all and every part of this publication rests with Constructing Excellence Midlands, “ The format of the course is good and doesn’t interfere and all rights are reserved. Save by prior consent of too much with one’s day-to-day job. The business the authors, no part or parts of this publication may opportunities that may follow are also a positive be reproduced in any form or by any means electronic or mechanical, including photocopying, recording side to attending the course with real business or any information storage or retrieval system now relationships already forming between delegates.” known or to be devised. Les Carter Copyright © Constructing Excellence Midlands. Willmott Dixon v1 - 19.02.21

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