Procuring for Value
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Interim Olympic Delivery Authority (“Ioda”) Published a Set of Procurement Principles (“The Principles”) to Map out the Core Values for the Procurement Activities
Olympic Delivery Authority Procurement Policy (draft for consultation) FOREWORD The opening ceremony for the London 2012 Olympic Games will take place on 27 July 2012. The Olympic Games and Paralympic Games that follow them will be great events, providing memorable moments for millions, in London and across the world. The Olympic Delivery Authority (“ODA”) has been established to deliver new venues and infrastructure for the Games and to facilitate the Legacy – the Games will last six weeks, but the social, environmental and economic benefits will have a far longer reach. The challenge for the ODA, operating under unparalleled scrutiny, is to deliver the Games and the Legacy in a sustainable way, on time and to budget. To do this, we will need to work with some of the best designers and construction companies in the world, many of them based in the UK. We will need to procure and manage the delivery of goods and services in a way that enables us to deliver on time against a tight budget, and to benefit from the innovation and creativity that these companies can offer, but also to help to realise the aspirations and commitments set out in London’s bid and inspired by London’s Olympic vision. The Procurement Policy detailed in this document sets out how ODA intend to do this and to provide clarity to current and potential suppliers and the wide range of stakeholders that have an interest in how the ODA delivers its functions. The ODA has sought to share a common procurement approach with that of the London Organising Committee for the Olympic Games, the Greater London Authority and the London Development Agency to achieve sustainable development by maximising the economic, social, health and environmental benefits of the Games. -
City-REDI Policy Briefing Series
City-REDI Policy Briefing Series March Image Image 2018 Part B Carillion’s Collapse: Consequences Dr Amir Qamar & Professor Simon Collinson Carillion, the second-largest construction firm in the UK, were proud of their commitment to support regional growth and small-scale suppliers. As part of this commitment they directed 60% of project expenditure to local economies. Following the collapse of the firm, this positive multiplier effect became a significant, negative multiplier effect, particularly damaging to small-scale suppliers in the construction industry. The aim of this policy brief is to examine the consequences of Carillion’s demise, many of which are only now surfacing. One of the fundamental lessons that we can learn from Carillion’s collapse is about these ‘contagion’ effects. As we saw in the 2008 financial crisis, the businesses that underpin the economic health of the country are connected and strongly co-dependent. When a large flagship firm falls it brings down others. This does not mean we need more state intervention. But it does mean we need more intelligent state intervention. One of the fundamental lessons that the Government can learn from the Carillion episode is that it has a significant responsibility as a key customer, using public sector funds for public sector projects, to monitor the health of firms and assess the risks prior to issuing PPI and other contracts. 1 Introduction The collapse of Carillion, the second-largest construction firm in the UK, has had a significant, negative knock-on effect, particularly on small-scale suppliers in the industry. In total, Carillion was comprised of 326 subsidiaries, of which 199 were in the UK. -
Alliance Contracts Bibliography 2017
Alliance Contracting: A Resource and Research Bibliography Draft Revision - updated 14 March 2017 Staff and students from The University of Melbourne and McMullan Solicitors have compiled and edited this and/or earlier versions of this bibliography: Phillipa Beck1 Greg Bowman2 Eloise Burge2 Chris Clifton1 Colin Duffield1 Michael Lindell2 Georgia McMullan2 John McMullan2 Tracey McMullan2 Peter Morgan2 Wenzhe Tang1 Angela Vaccari2 Jacob William Buttigieg2 1. Department of Civil & 2. McMullan Solicitors Environmental Engineering Level 2, 613 St Kilda Road The University of Melbourne Melbourne Vic 3004 Victoria, 3010 Australia Australia Tel: (613) 9516 6400 Tel: (613) 8344 7175 Fax: (613) 9510 6081 Fax: (613) 9348 1524 Email: [email protected] Email: [email protected] Website:http://www.mcmullansolicitors.com Website:http://www.eng.unimelb.edu.au Department of Civil & Environmental Engineering Research report RR/091/02 Alliance Contracting: A Resource and Research Bibliography Preface This collation of alliance contracting references (and earlier versions of this collation) has been undertaken by an informal network of practitioners and researchers who are interested in developing effective mechanisms for the delivery of projects. If you would like to participate please contact either Mr John McMullan or Dr Colin Duffield. Abstract This draft is an update of two previous reports of the same title published in 2002 and 2003.1 Its purpose is to provide a resource for identifying a body of knowledge relating to alliance contracting. Project -
Construction 2025 Industrial Strategy.Pdf
Industrial Strategy: government and industry in partnership Construction 2025 July 2013 Cover photo credit: John McAslan & Partners and Hufton & Crow CONTENTS | CONSTRUCTION 2025 1 Contents Executive summary 3 Foreword 16 Our vision for 2025 18 Our joint ambition 19 Our joint commitments 20 Chapter 1: Strategic Context 22 Chapter 2: Strategic Priorities 31 Chapter 3: Drivers of Change 39 Chapter 4: Leadership 63 Annex A: Construction Leadership Council membership 64 Annex B: Action Plan 65 Acknowledgement 72 A Note on Devolution 73 Credit: David Churchill EXECUTIVE SUMMARY | CONSTRUCTION 2025 3 EXECUTIVE SUMMARY | CONSTRUCTION 2025 3 Executive summary Construction is a sector where Britain has a strong competitive edge. We have world-class expertise in architecture, design and engineering, and British companies are leading the way in sustainable construction solutions. It is also a sector with considerable growth opportunities, with the global construction market forecast to grow by over 70% by 2025. Changes in the international economy are creating new opportunities for Britain. To help boost the economic recovery, Government is doing all it can to help British businesses grow and have the aspiration, confidence and drive to compete in the global race. This includes reforming the planning system, ensuring funding is available for key infrastructure projects and supporting the housing market through key initiatives such as the Help-to-Buy Equity Loan Scheme and the Funding for Lending Scheme. The Government wants to work with industry to ensure British companies are well-placed to take advantage of these opportunities. As part of our Industrial Strategy policy, the Government is building long-term partnerships with sectors that can deliver significant growth. -
Construct Zero: the Performance Framework
Performance Framework Version 1 Foreword As Co-Chair of the Construction Leadership The Prime Minister has been clear on the Council, I’m delighted to welcome you to importance of the built environment sector in ‘Construct Zero: The Performance Framework. meeting his target for the UK to reduce its carbon The Prime Minister has set out the global emissions by 78% compared to 1900 levels by importance of climate change, and the need for 2035. Put simply, the built environment accounts for collective action from firms and individuals 43% of UK emissions, without its contribution- we across the UK, to address the challenge of will not meet this target, and support the creation of climate change and achieve net zero carbon 250,000 green jobs. emissions in the UK by 2050. Therefore, I’m delighted the Construction Never before has there been such a strong Leadership Council (CLC) is leading the sector’s collective desire across the political spectrum, response to this challenge, through the Construct society, and businesses for us to step up to the Zero change programme. Building on the success challenge. We all have a responsibility to step of the sector’s collaborations during COVID, the up and take action now to protect the next CLC has engaged the industry to develop the generation, our children’s children. It is our Performance Framework, which sets out how the duty to do so, as citizens, parents, and leaders sector will commit to, and measure it’s progress to enable and provide a better world for our towards, Net Zero. -
The Economic Benefit of the Improving the UK's Nuclear Supply Chain
The economic benefit of improving the UK's nuclear supply chain capabilities March 2013 March 2013 Contents Executive summary ................................................................................... 3 1 The Nuclear supply chain in the UK ............................................. 13 2 Consultation findings..................................................................... 17 3 International case studies ............................................................. 27 4 Economic impact of nuclear new build – gross impacts........................................................................................... 35 5 Net impact of capability improvements........................................ 61 6 Realising the potential ................................................................... 75 7 Conclusions and summary............................................................ 86 Annex A: Technical annex ...................................................................... 95 Annex B: Sectoral GVA and employment forecasts................................................................................................. 112 Annex C: References............................................................................. 119 The economic benefit of improving the UK's nuclear supply chain capabilities March 2013 Executive summary This study by Oxford Economics and Atkins, quantifies some of the potential economic impacts associated with developing the capabilities of the UK's nuclear supply chain1. The study takes place against -
2016 Annual Report
2016 ANNUAL REPORT Rook Lane Chapel Bath Street Somerset BA11 1DN Cover Image: South West Built Environment Awards Infrastructure Project of the Year: Frome Kier Construction - Cheltenham Racecourse Tel: 01373 468039 [email protected] 2016 Annual Report kindly supported by NVB Architects www.cesw.org.uk @cesouthwest @ConstructingExcellenceSouthWest Contents Reports 2016 SW Built Environment Awards Chairman’s Report 4 Celebrating Regional Excellence & Best Practice 22 CEO Report 5 Achiever of the Year 22 BIM Project of the Year 23 CESW Client of the Year 23 Health and Safety Award 24 Heritage Award 24 What is Constructing Excellence? 7 Image of Construction Award 25 Innovation Award 25 Club Reports Integration and Collaborative Working Award 26 Leadership and Development Award 26 Legacy Award for Sustainability 27 Bath Club 9 Value Award 27 Cornwall Hub 10 Young Achiever of the Year 28 Dorset Club 11 Project of the Year - Building 28 Somerset Club 12 Project of the Year - Infrastructure 29 Gloucestershire Club 13 SME of the Year 29 Plymouth Club 14 Winner of Winners 30 Thought Leadership Forum Reports 2016 South West Construction Summit Construction Clients Group 15 Bringing together the regional construction industry 31 G4C (Generation for Change) 15 Lean Forum 17 Procurement Forum 18 Current Members Use of Outcome Led Procurement Guide 19 CE National Members 32 Adopt a School South West CESW Regional Members 34 Clubs (Administered by the regional centre) 35 Construction companies building relationships with educators 20 Reports Chairman’s Report Could I firstly offer my thanks to everyone who has supported Constructing Excellence South West, throughout what has been an exceedingly busy year, a year of ongoing economic and political change, which continues to evolve. -
Design & Build
Media Pack Design & Build UK Volume 9 Issue 2 - 2016 Design & Build UK Market report reveals timber windows set to outperform overall housing market with period of sustained growth - P.46 “We Are delighted to Have Achieved Such Success at this Year’s Highways England Supplier Recognition Scheme” - Kier Executive Director, Dave Wright - P.50 The UK’s Tallest Buildings 2015 National Procurement & Fulham High Street Site Highlighted - P.14 Supply Chain Awards - P.35 Development - P.64 Design and Build Publishing Ltd www.designandbuilduk.net Facts and Figures Users: 100 million people pass by Piccadilly Circus each year Tallest Buildings Client: Land Securities Piccadilly Lights Local authority: Westminster City Council Area: 210,090sqft Status: Planning permission granted in March 2016 in the UK Structural engineer: Waterman Structures Planning consultant: JLL Services consultant: D Long + Partners Townscape consultant: Citydesigner Transport consultant: Momentum Cost consultant: RLB One Canada Square The Shard Market report reveals timber windows set to outperform Height (m): 235 overall housing market with period of sustained growth Fletcher Priest has won planning approval of Boris Johnson, solves the jigsaw puzzle of We hope to revive the area and capture permission for a scheme to revive one of uses and apparently contradictory interests, with a the essence of its history and identity Height (m): 309 London’s most idiosyncratic and popular playful, rational approach that belies the complexity of - the fascinating story of Monico, from In 2014, according to Palmer Market Research, 2015 Edition, the UK timber window market grew by 17.1% to The Palmer report shows how the structure of the market has changed, with wood windows – mostly now Floors:locations – the urban quarter that is home the50 site. -
UK Smart Cities Directory
UK Smart Cities Directory UK Smart Cities Directory 2 Contents Introduction 3 Connected Places Catapult 5 The British Standards Instititute 6 UK Ecosystm Overview 7 UK City Case Study - Glasgow 8 UK City Case Study - Peterborough 9 UK City Case Study - Bristol 10 The UK Government’s Industrial Strategy 11 Governance and Standards 13 Governance and Standards companies 14 - 17 Energy and Environment 19 Energy and Environment companies 20 - 26 Health 27 Health companies 28 - 30 Infrastructure 32 Infrastructure companies 33 - 40 Transport and Mobility 42 Transport and Mobility companies 43 - 52 Security 54 Security companies 55 - 59 Smart Buildings 61 Smart Buildings companies 62 - 66 Data Analytics 68 Data Analytics companies 69 - 72 Urban Planning and Project Delivery 74 Urban Planning and Project Delivery companies 75 - 77 3 UK Smart Cities Directory Introduction Urban population growth coupled with climate change present new challenges for densely populated city environments. While these challenges are substantial, they also present a unique opportunity for companies that develop, service and sustain our urban areas. The UK is recognised as a global leader in smart cities primarily because of its creativity and the technological expertise of its human capital. As a result of this, UK companies are regularly solicited by international partners at the highest level to counsel, advise on and implement smart city developments and innovations. The UK technology companies’ leading edge in this field has been built on five key pillars namely access to a growing market – both domestic and international, consumers/users receptive to adopting new technology, high quality infrastructure, a strong regulatory environment and targeted innovation support. -
COLLABORATION the Constructing Excellence Model
Collaboration in Construction Projects WHY AND HOW? Tuesday 23rd February 2016 COLLABORATION The Constructing Excellence Model PAUL GREENWOOD Greenwood Consultants Limited Constructing Excellence Collaborative Working Champions Group @constructingexc Eur Ing Paul Greenwood EMBA CEng MIET FCMI FCQI MICW ISO 11000 Managing Director PC286 Greenwood Consultants Limited GreenwoodConsultants.com @GreenwoodCLtd Member, Constructing Excellence Collaborative Working Champions Group @constructingexc Agenda Constructing Excellence The Organisation and the Movement Background and Activities Drivers for Change Collaborative Working Three Overriding Principles Six Critical Success Factors The Move to Collaborative/Relational Models Q+A @constructingexc Constructing Excellence @constructingexc The Organisation The single organisation driving change in UK construction The platform for industry improvement to deliver better value for clients, industry and users through collaborative working “BETTER TOGETHER” @constructingexc The Movement 84 national members, 9 regional Centres 35 local best practice Clubs, 718 G4C members, 10 partners in the CE International Alliance @constructingexc Brought together by the UK Government - funding is now from industry Industry membership Government Commercial programmes income @constructingexc Six Core Activities - to support continual improvement Action research & innovation Leadership & Demonstrations influence Core activities Learning KPIs & events benchmarking & training Guidance & tools @constructingexc Current Theme -
Lean Construction Last Planner Implementation Programme Driving Business and Project Excellence Improving Efficiency, Removing Waste
Constructing Excellence Lean Construction Last Planner Implementation Programme Driving Business and Project Excellence Improving Efficiency, Removing Waste 1 Introduction 2 Benefits Lean Construction and its associated tool, Last Planner have been highly Benefits are often surprisingly quick to be realised and are usually successful in the New Zealand infrastructure environment. tangible and measurable. Typical benefits include: Take-up of the concepts began in 2009 when Constructing Excellence NZ first introduced the concepts into New Zealand. Since then, many projects • Waste is targeted, owned and identified across the full range of have reported a range of benefits, not least the Manukau Harbour people working on a project. Crossing project completing 7 months ahead of schedule and one large • Productivity is measured and tangibly improves within weeks. contractor reporting a 30% increase in profitability since using Last Planner. • The method fosters a collaborative approach with enables people to work in an enjoyable environment of Trust, Openness & Organisations such as Fletchers, Fulton Hogan, NZTA, Arrow International Honesty. and Naylor Love and now use Lean Last Planner, often as a standard approach for their projects. • The project team becomes integrated; each individual gains a better understanding of their part in the overall project and Last Planner is a methodology which empowers a collaborative culture of importantly how their performance impacts others. planning and enables a team to manage programme risk on a daily -
Total Levy Paid & Grant Received by Employers Counted in Each
14 July 2020 CITB Head Office Sand Martin House Bittern Way Peterborough PE2 8TY Email: [email protected] www.citb.co.uk Dear Freedom of Information Request 2020-011 Thank you for contacting CITB requesting information under the Freedom of Information Act 2000 (FOIA). In your request, dated 16 June 2020, you asked for the following: 1. Please provide the figures for the total levy paid and grant received by employers counted in each prescribed organisation in 2019? 2. Please provide the 2018 and 2019 figures for the total levy paid and grant received by employers who stated a federation on their levy return form affiliated to Build UK. Please specify the levy paid and grant received for each of the affiliated Build UK federations. My response is as follows: 1. Please provide the figures for the total levy paid and grant received by employers counted in each prescribed organisation in 2019? The levy amount due is based upon an annual Levy Assessment, which in turn is based upon an employer’s Levy Return. In responding to your request for the total levy paid in 2019, we have based this on the levy due for the financial year April 2019 – March 2020, compiled from the assessment of the 2018 Levy Returns. The figures on the table below, for both levy and grant, therefore relate to the 2019/20 financial year. Prescribed Organisation Grant Levy British Woodworking Federation (BWF) 818,182 1,056,318 Build UK 15,866,527 34,095,229 Civil Engineering Contractors Association (CECA) 11,588,445 16,959,860 Construction Plant-hire Association