the construction leadership council; what is it, and why ... · be realistic about the risks from...
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Friday 16 November 2018
The Construction Leadership Council;What is it, and why do I think it matters?
Tom Jarman
Director, Low Carbon Journey
Construction Leadership Council
BIM Regions NE
07914 750 076
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• Formed 2013 by Vince Cable, then Secretary of State for Business, Innovation and Skills
• Link between Govt & industry to identify and deliver the actions that would support efficiency, skills & growth in the UK construction sector
→ One voice
→ Single point of reference
• High level representation; ministerial and industry Co-Chair
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StructureCo-Chairs:
Andy Mitchell, CBE, CX Thames Tideway
Richard Harrington, BEIS, Parliamentary Under Secretary of State, Minister for Business and Energy
Brian Morrisroe
AJ Morrisroe & Sons
Ann Bentley
RLB
Supply Chains & Business Models
Vincent Clancy
Turner & Townsend
Exports
Isabel Dedring
Arup
Smart Technology
Mike Chaldecott
St Gobain
Innovation in Buildings
Mike Putnam
Skanska
Sustainability / Green
Construction Board
Mark Reynolds
Mace
Skills
Simon Rawlinson
Arcadis
Strategy & Communications
Stephen Stone
Crest Nicholson
Centres of Excellence & CollaborationBen Lever, CITB
Demonstrator Projects & Business CaseSimon Cross, BRE
Demand CreationAdam Locke, Laing O’Rourke
Risk; Culture, Lending, Valuation & InsuranceMark Farmer, Cast
Definitions, Targets & Measures
Govt MMC working gp
PFV
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• Strong competitive edge:
- Architecture, design & engineering
→ ‘put Britain at the forefront of global construction’
• Very significant potential market- $2.5tn global infrastructure market- Global construction output $8.5tn- Forecast growth of 70%
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Green Paper (Consultation)Jan – April 2017
Prime Minister’s foreword, p3‘Last summer’s referendum was not simply a vote to leave the European Union, it was an instruction to the Government to change the way our country works – and the people for whom it works –forever’
• Hard to under-estimate shock at disconnection;- Areas with industrial links to Europe voted
heavily to leave- Link between stagnating wages and Brexit vote
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White Paper (Strategy)Nov 2017
• Picks up key themes from Green Paper;- Sharing prosperity across nation and
communities- Fairer society- Skills so that people can access high quality
jobs- Productivity so that those jobs can pay well- Create conditions for business to invest and
grow; innovation, infrastructure• Construction as one of 5 Sector Deals
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Why construction?
• Ability to provide large numbers of jobs;
- 2.9m, c.10% of all jobs
… most of which are outside London and the SE
(‘across the UK’ features again and again in Industrial Strategy)
• National Infrastructure and Construction Pipeline;
- £600bn over 10 years
- Can’t be delivered without a construction sector
→ But very significant challenge relating to productivity
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Construction statistics: Number 19, 2018 edition (ONS)Graphic p9Quote p15
‘the construction sector remains the least productive industry in the UK economy’
“Without more builders, Britain will have to find cleverer ways of building”Economist, Prefabs Sprout, 20.10.2016, p28
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Source: Office for National Statistics and Department for Business, Energy and Industrial StrategyPublished in Construction statistics: Number 19, 2018 edition (ONS), p17
Deficit (2017):£9.9bn
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So what has the CLC achieved?
• Modernise or Die (Farmer Review), 2016
• Strategic value of construction
• Construction Sector Deal, July 2018
• Transforming Construction; £170m + £250m match
• Innovation in Buildings;
- Model forms of contract
- Standardisation (BSRIA, GLA, RIBA, PAS docs)
- Smart Construction Dashboard
• Procuring for Value; developing methodology
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… and why am I interested?
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My organisational philosophy: Insight; horizon scanning and challenge Change needs a carrier Access; practitioners and challenge Telling the difference; BAU Slightly Better vs innovation
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Friday 16 November 2018
Procuring for ValueTom Jarman
Director, Low Carbon Journey
Construction Leadership Council
BIM Regions NE
07914 750 076
(c) Low Carbon Journey 2018 - 07914 750 076
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Understanding where the industry is now…
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Dominant strategy
Lowest capital cost procurement to minimum regulatory standards(or Building Regs at Lowest Cost - BRLC)
- Performance standard set at minimum regulatory requirement- Procured via lowest capital cost tender- No POME (Post-Occupancy Monitoring and Evaluation)- Performance Gap, occupant and fabric risk
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Tender award
Realistic price
Actual out-turn
Value destruction by client
Lost opportunity
= Price point (or ‘entry cost’)
£
Price driven down to win tender
Variations, rework, delays, RFIs, etc
Lowest capital cost tendering
© LCJ 2018
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• ‘Value destruction’; client isn’t spending less
- but is no longer in control of how resources are invested
• Has other implications, eg;
- Construction delays while variations disputed / agreed
- Loss of good faith, undermining of collaborative working
- Reputational damage for client (and contractor)
- Who this approach attracts to form your supply chain
• ‘Lost opportunity’; for additional investment in addition to a realistic price, what other outcomes and alignment could have been achieved?
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“Design and Build is the least value you can get from a building”
Bobby ChakravarthyPartner & Head of Architecture, Arcus, and President, Association of Project Safety
“Put bluntly, relying on lowest price can result in flawed contracts, adversarial relationships and poor-quality outcomes”
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The read and weep hall of shame:
Low levels of profitability, a fragmented supply chain, adversarial client/contractor/sub-contractor relationships, skills weaknesses, low digital maturity and low productivity
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‘It is our hypothesis that the significant majority of the industry are ‘good’ and by default the competitive nature of the industry is fundamentally based on price.’
Source: Presentation by Tim Whitehall, Project 5, to Constructing Excellence NE, 3.7.2018
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So with these dynamics in mind, what can we do?
1. Be realistic about the risks from passive clienting2. Be clear about where our strength is3. Focus on what outcomes we want
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1. Be aware of the risks from passive clienting
Client leadership principles
Be wary of asking “what client behaviour is most convenient for you?”
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Give a forward view of your programme Focus on outcomes (‘Procuring for Value’) Be ambitious… … Consistently “A great client has a great supply chain”;
→ Engage, enable, bring on future suppliers Aggregate (you are not as special as you think you are…) Think DFMA Think Lean, in the right order – Easier, Better, Faster, Cheaper
(Yes, cheaper is last) Use BIM; Information as a Deliverable
Client leadership principles
© LCJ 2018
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“Do we really understand productivity and why it matters?”
Realistically, where is our focusat tender stage?
Graphic source; Richard Daley, Turner & Townsend Suiko - Lean in Construction presentation, Newcastle, 3.10.2017https://www.linkedin.com/in/richard-daley-3ab6903/
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2. Be clear about where our strength is
→ Performance gap; greater energy use for tenant→ Risk;- Overheating, poor indoor air quality- Damp, mould, condensation (HHSRS1)→ Higher operational costs and housing mgt costs; maintenance, turnover (voids and reinstatement), arrears, complaints→ Future capital cost (design & component quality, climate change)→ Opportunity costs;- Policy alignment (financial inclusion, digital inclusion, carbon emissions,
sustainable tenancies, sustainable communities)- Customer service excellence- Future energy systems- Staff engagement and satisfaction- Reputational damage
•Scale
•Values
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Compare with what we don’t want…
“… Mr Nickless has experienced a litany of problems with his home. Among the most serious are leaky pipes and poor ventilation, which have caused damp so severe that his daughter has been hospitalised twice, and may have permanent health issues as a result”
Inside Housing, Circle of despair10 Feb 2017, pp28-21
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Wandle HA2016
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Operational Expenditure
Capital Expenditure
(based on Building Regs at
lowest cost)
RealisticCapex
Total Expenditure (Totex) ‘Procuring for Value’
Year 1 Year 30
Opex – lower, but significance is that it is much more manageable and predictable due to much higher level of derisking by client
3. Focus on the outcomes we want
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Long-term, outcome focus;
Examples in practice
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• Collaborative arrangement• 7 Framework Partners• Concept to handover• Co-location• Lean Construction techniques & philosophy
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01 Design & validateClient specification; Brief and performance criteria
02 Prototype and DesignTest options, construct virtually “It’s really cheap to make all your mistakes in the model”→ Optimise design and confidence in
delivery and operation
03 Manufacture and assembleVia offsite
04 Operate & maintainOperational cost effectiveness critical
ie Post-Occupancy Monitoring and Evaluation (value!)
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One Planet Company
Sustainability Roadmap
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Iain Garfield, Acting Director of EstatesAt NE Construction Summit, October 2018
• Construction industry needs to change but clients need to change as well
→ Culture, mindset & approach are important
“If you always do what you’ve always done, you’ll always get what you always got”
Perception may well be that what we get is good enough- Need to highlight why it isn’t- Put structures in place that can distinguish when it isn’t
→ Post-Occupancy Monitoring and Evaluation
‘Working Together to Achieve Excellence’- Role of frameworks is to develop suppliers
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Eg Energiesprong performance outcome; 210C- How much would this cut down costs, complaints, turnover and void remedial costs?
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Thermal bridging, post-retrofit (Pre-1919 dwelling)
Currently, if we get retrofit wrong
– its our problem
… and current structures (technical competence, understanding of retrofit risk, lowest capital cost tendering, dependence on regulation, grant rules determining
scope and design of project, specification not outcome focus, lack of post-occupancy monitoring and evaluation…) mean this is more likely than not
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Remember! Energiesprong is
Band A, net zero energy
And this is where very significant
things start to happen
And the supply chain has enormous
incentive to make sure they happen.
Consistently.
For 30 years.
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Building Information Modelling
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Building Information Modelling
Outcome‘Information as a deliverable’
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‘We can’t manage the buildings without the data’
‘We’re missing opportunities because we don’t have the data’Why?
‘I spend half a day a week looking through handover sheets for information’
= c.£290/month, £3,500/yr, every year for 30 years, per surveyor
Paul Thomas, Turner and Townsend & BIFM;
“You are going to save money by not looking for data”
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What happens in the future…? Hackitt Review
https://www.linkedin.com/feed/update/urn:li:activity:6402859956399337472/ Inside Housing, 25 May 2018, p11
The Hackitt Review: Key Recommendations
Govt Soft Landings
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Friday 16 November 2018
Thoughts for discussion …Tom Jarman
Director, Low Carbon Journey
Construction Leadership Council
BIM Regions NE
07914 750 076
(c) Low Carbon Journey 2018 - 07914 750 076
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Leadership opportunity – context of Construction Sector Deal, Transforming Construction, and what you can transact
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BAU → BAU Slightly Better → Change/innovation
What’s your reality check?
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Peter Drucker;
“Culture eats strategy for breakfast”
Client culture
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The innovation curve
Nothing wrong with comfortably sitting
here! Eg risk management (Although I assume
it is generally a bad thing to be here)
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Location Indicators…
- Do we have to do it? (dependence on regulation/key influencers)
- Is there £ for doing it? (not how do we make this happen)
- Who else is doing it? (requiring permission from others)
- We need a policy paper! (eg OSM)
- We need a business case! (fit into BAU)
- We need a hard-nosed business case! (narrow focus, familiar parameters)
- We need a pilot project! (very often, we don’t…)
- It might apply to them, but it doesn’t apply to us (we’re too unique)
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But what about…
How is this going to work?
What skills do we need?
How will this create value?
What is our normalised cost of BAU?
A resilient organisation wants to
open up the innovation space!
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- Resilient cultures are unusual- Conscious choice- ‘Resilience eco-system’- Capacity, competence, confidence
“Average has a long half-life”
PFV as challenge and carrier
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RealisticCapex
Total Expenditure (Totex) ‘Procuring for Value’
Year 1 Year 30
Opex – lower, but significance is that it is much more manageable and predictable due to much higher level of derisking by client
Spend profile challenge rather than procurement?