Annual Report 2007 - Eversheds Sutherland€¦ · Constructing Excellence Annual Report 2007...
Transcript of Annual Report 2007 - Eversheds Sutherland€¦ · Constructing Excellence Annual Report 2007...
Constructing Excellence
Annual Report 2007
Constructing Excellence, Warwick House, 25 Buckingham Palace Road, London SW1W 0PPT 0845 605 5556 E [email protected] W www.constructingexcellence.org.uk
Constructing Excellence is committed to reducing its carbon impact.
© Constructing Excellence. Requests to reproduce any part of this document should be sent toConstructing Excellence. Published: September 2007.
Front cover photographs (from top, clockwise) courtesy of: Lemon Tree House – supplied by WilliamSutton Homes, The Oxford Castle Malmaison Hotel – supplied by the Osborne Group, NHBC.
3
Constructing Excellence is the custodian of the industry change agenda
initiated by the Latham and Egan reports of the mid-late 1990s. A number of
cross-industry bodies and initiatives were set up at that time, funded either
by government or by industry, including the Construction Best Practice
Programme, Movement for Innovation, The Housing Forum, and Be
(previously the Reading Construction Forum and Design Build Foundation).
All these bodies and others now form Constructing Excellence, a powerful,
and influential organisation for improving the built environment.
Our current work programme is based on four core themes: Integration &
Collaborative Working, Sustainability, Value, and Leadership & People. This
work is delivered for three types of customer: our core membership forums,
government customers and commercial clients.
Constructing Excellence is the leading corporate membership organisation dedicated to
improving performance and showcasing best practice across the UK construction industry. Our
vision is to inspire a demonstrably better built environment, with members that include clients,
contractors, consultants, specialists and suppliers across the housing, buildings and estates and
infrastructure sectors. As such, we provide a unique bridge between industry, clients,
government and the research community at national, regional and local levels across the UK,
supported by a network of 12 regional and national partners and 42 local business clubs.
Bob White, Chairman, and Don Ward, Chief Executive
The last year has been one of significant change as we finished the transition from DTI grant
funding to a thriving membership-governed organisation which also manages government
programmes and commercial commissions.
DTI was delighted with the value we gave them under the prior
arrangement, but on 31 March 2007 we reached a major milestone in the
history of the industry change movement, becoming an independent and
sustainable organisation able to support a range of customers and
stakeholders with quality objective advice.
Of course this is not just a time of change for the organisation but the
industry as a whole. If we look back over the last ten years or more since the
Latham and Egan reports in 1994 and 1998 respectively, we have seen
enormous progress. For example partnering and collaborative working are
commonplace on the larger construction programmes, as is early
involvement of the supply chain, and KPIs are widely used in all sectors.
Rapid progress is being made, particularly in the field of environmental
sustainability, but this will be difficult to maintain if we do not continue to
push the basic essentials of collaborative working and integrated supply
chains, where procurement is by value and not lowest cost, and the supply
chain feels ‘safe’ enough to concentrate on adding value for both the client
and the team.
Our task is far from finished. Inevitably the goal posts have moved, and the
industry faces new challenges from different drivers for change which were
neither evident nor established before the turn of the century. These confirm
the growing relevance of the built environment, including societal issues
such as climate change and sustainability, as well as skills shortages and the
increased power of the consumer. The activities of the organisation then are
just as relevant today as they were a decade ago and our team is
determined to find solutions to securing the organisation’s long term future.
We believe we are well placed to do this with our 250-plus member
organisations in the lead, out at the forefront of innovation and best practice.
Our priorities in the year ahead are to deliver ever-better value for members
and to grow our membership as a result, and to seek to make a difference
with smaller firms and at a regional level, doing all this whilst keeping our
finances on a sustainable basis for the future.
This report highlights some of our achievements in the lastyear, and shows us to be a strong position thanks to thequality of engagement from our members, our customers, ourpartners and our staff. To all of those who continue to supportus in improving industry performance and delivering ademonstrably better built environment, we say THANK YOU!
2
Improving industry performanceForeword
Highlights from all three areas of our work are presented inthis report, all showing the value added by our evidence-based approach using action research, demonstrations,measurement, guidance, networking and influence.
Bob WhiteChairman
Don WardChief Executive
The Old Wood Yard, Hargham
Courtesy of Metropolitan Housing Trust
Skanska Engineers
MembershipMembership is growing by one new member per fortnight.
OutputsOur productivity is growing across all our core activities.
54
Income this yearIncome was £5.1m compared with £5.4m in 2005/6.
Where the money goesAs a not-for-profit organisation, any surplus that we make is invested backinto research or new products and services.
Membership overviewSuccessful performance
5.0
Other
Commercial (gross)
Other Government programmes
DTI core funding
Membership
4.0
6.0
£m
3.0
2.0
1.0
0.02005/6 2006/7
250
Members
Highways Term
Maintenance Association
Construction Clients' Group
Housing Forum
Buldings and Estates Forum
Group members
200
150
100
50
02004/5 2005/6 2006/7
Overheads
27% Staff costs
33%
Consultants
9.5%Projects
28%
Marketing
2.5%
The funding of our work is changing, with core membership growing as well as other government programmes and
commercial business all expanding. This year was another successful year of delivery.
In March 2007 our membership passed 250 for the first time. Our members are at the heart of everything we do, from setting the
change agenda, research and innovation, measurement and benchmarking, guidance and training, networks and events,
demonstrations and showcasing and leadership and influence.
Richard Ward, Partner, Head ofConstruction & Engineering,Eversheds
“One of the easiest decisions I havehad this year has been that ofrenewing our membership with CE.The advantages of membership havefar exceeded our expectations andinclude: Getting a great understandingof the key issues facing the industryand very importantly participating intaking those issues forward which isvital to us in ensuring that our adviceto our clients on procurement takesinto account current thinking; Beinginvolved all around the country in allthe regions where we have officeswhich for Eversheds as a leadingnational business is critical; Beinginvolved at all levels, with over 70construction lawyers of different levelsof experience and different interests,we have found very wide interestacross the team in local clubsregional events and high levelnational groups which is great ininvolving all the team. What we havereally enjoyed is working with theConstructing Excellence people whoare full of ideas and welcome activemembers’ participation.”
Improving value for membersWe continuously strive to improve by listening to members’ specific requirementsand acting accordingly. Improvements this year included:
• Members Induction Day. Held three times a year to give new and existingmembers the opportunity to speak to our experts to learn more aboutwhat we do and what we can offer.
• Membership Pack. Also available on-line, this includes full details of ourproducts and services, how to get full benefit from membership, detailson clubs & regions, future events and contact details and much more.
• A certificate to go in members’ reception areas confirming theirmembership of Constructing Excellence.
• Our second annual Members’ Convention in September informingmembers of our progress in the preceding year and asking them to shapethe change agenda for the coming year.
• The number of working groups or similar within Constructing Excellence hasgrown as our members highlight further areas for change, and there are nowover 20 across the organisation (see page 20).
• More events around the country and not just in London, for example theHousing Forum’s regional conferences (see page 18), and ‘QuestionTimes’ in Leeds and Bristol.
• Appointment of internal Key Membership Managers to look after individualmembers. These managers are always delighted speak to them about theirspecific needs.
100 100 100 100 100
events delegatesattending
DemonstrationProject
case studies
press coverage- quantity
press coverage- quality
web hits
20
40
60
80
100100
120
140
160
180
200
2005/6
2006/7
76
Core Themes
Each year the Council of Constructing Excellence reviews our core themes as priorities for all our members, whichever
sector they come from.
SustainabilityThe work plan for 2007/08 covers three areas – climate change and carbon, resource efficiency and sustainableprocurement – underpinned by the appropriate skills to deliver a more sustainable built environment. Outputs willinclude a number of research reports, guidance documents and a number of member-only events.
Through member consultation and a specific workshop on climate change we have provided input to thegovernment’s new Sustainable Construction Strategy, on which they will be consulting widely in summer 2007. We strongly support the Strategy, which we see as providing an essential framework and overall direction for theindustry as a whole.
Integration and collaborative workingIn 2002 the Strategic Forum’s Accelerating Change set a target for 20% of construction projects by value to beundertaken by integrated teams and supply chains by end 2004, rising to 50% by end 2007. Four years on, theDTI commissioned us to run a major consultative workshop to review progress and to formulate a strategy forfurther integrated working in the industry.
Leadership and PeopleExcellent leadership at all levels is fundamental to sustain success in any industry, organisation, business or team.Thus leadership is the subject of an annual conference aimed at the senior-most executives in our sector and thesecond such event was held in June 2006 at the QEII Conference Centre in London. Speakers examined thequalities that comprise good leadership; picked out some of the critical attributes and highlighted specific factors tofocus on. They also debated some of the softer sides of leadership and the systems that need to be in place foreffective leadership to function.
Third annual leadership conference – London, 13 November 2007
The feature of next year’s event will be leading futurologist Professor Richard Scase, covering the global and localchallenges facing the industry, how construction leaders can plan to win in this environment and the challengesof leading people, including recruiting, retaining and motivating top talent.
Around one hundred senior practitioners from across the demand and supply chains of the industry took part and thefinal report made recommendations addressing barriers associated with clients as end users, clients as procurers,supply chains, project teams and individuals. As a result the Strategic Forum has established a new task group in 2007.
Collaborative working champions
We have two action learning groups of BE Forum and CE Group members keeping themselves up-to-speed with thelatest developments in collaborative working and able and willing to provide mentoring support to other members.Coached by Kevin Thomas of Visionality, the topics discussed at the groups’ quarterly meetings in 2006/7 included:
• The work to date of the Birmingham Construction Partnership
• Lean Manufacturing Practices and Application to Construction Industry Best Practice
• The Mott MacDonald Bentley Joint Venture
• The Target Cost Model and Gain Share.
Manufacturing Sustainable Communities
This pioneering collaborative project aims to create a locally-based, innovative and sustainable manufacturing supplybase for the Off-Site Manufacturing (OSM) market whilst contributing to economic regeneration. The OSM market has ahuge opportunity in the Thames Gateway, a massive regeneration programme planned as an exemplar of sustainabledevelopment. Introducing more environmentally sound products, materials and practices, speeding up delivery andmaintaining quality will all contribute to the growth of the OSM market. The project is run by an innovative partnershipacross public, private and not-for-profit sectors and is funded by the European Union and the London DevelopmentAgency as well as the London Borough of Barking and Dagenham.
Constructing Excellence’s ‘Green Circle’ - practising what we preach
Actions to measure and reduce our own carbon impact include:
• Annual carbon impact measured and offset• Many of our events offset the carbon associated with delegates’ travel• Recycled paper always specified for publications• Environmentally friendly cleaning products, ‘fair trade’ coffee and tea• Recycling of waste paper, toner cartridges, bottles, cans and tins – 5290kg of paper recycled in the
year, corresponding to 66 trees saved.
MSc in Interdisciplinary Management of Projects (IDMP)
University College London (UCL) started this course in 2005 to help develop some of the future leadersof complex and major projects. Inspired by Bob White, then Constructing Excellence Deputy Chairman,and backed by a number of our member companies, the Masters-level degree is an executive style two-year, part-time course that brings out the best in learning and understanding from academe andpractical sources. Its students are full-time employed in a wide range of project based backgrounds, sothey have current and solid experience of management and delivering in project contexts, and thecourse draws on over 100 guest lecturers, many of whom have links with Constructing Excellence. In2007 the first cohort of completed IDMP students will graduate from UCL. Constructing Excellence willsupport the alumni network as it takes shape.
ValueOur ‘Be Valuable’ report in 2005 identified the widespread failure of the industry and its stakeholders to takeaccount of the whole lifecycle of built facilities and hence understand how the use of built facilities adds value forcustomers. The report identified ‘three pillars’ which would be needed to support value optimisation rather thancost minimization: post occupancy continuous evaluation, evidence based design and briefing.
Working groups are addressing the ‘three pillars’ in residential, schools and office buildings, exploring what dataon the ‘three pillars’ could be brought together at project level and interconnected, so that we create a virtuousspiral of continuous improvement in our products and services.
Our lead academic partners are the University of Salford; others include the Universities of Reading, Loughboroughand The Open University Business School.
Case Study – Colchester Garrison
The aim of the Colchester Garrison project was to provide modern serviced accommodation, comprising a total of3000 units, for the 16th Air Assault Brigade in Colchester. The development released land for housing and commercialuses, and provided new public access to recreational land and facilities. The public were involved in the project from anearly stage through open workshops and debates and this led to a wealth of ideas for the site. The main contractor, SirRobert McAlpine, registered the site to the ‘Considerate Constructor Scheme’ which helped to enhance communityrelations. The adoption of an offsite solution led to reduced vehicle movements, less tradesmen onsite and less waste,and was driven by the close working relationship between the main contractor and offsite supplier. The campus stylelayout of the Garrison leaves room for future expansion and the re-invention of the ‘traditional’ military layout hasworked well. All the new buildings maximise the use of natural ventilation and daylight and incorporate high levels ofinsulation. They also feature low-maintenance internal and external finishes and sustainable urban drainage systems.
Power station of the future
Photograph courtesy of Defence Estates
Network Rail workshop
Photograph courtesy of ROK
Norwich Bus Station
98
Demonstrations
G4C (Generation for Collaboration) is the place for newcomers to the construction industry to collaborate, develop and
promote best practice. It seeks to harness the power of a new generation of people in our members’ firms to improve the
future working of the industry. A board of sixteen people meets monthly to decide on activities, which this year included:
The Demonstration programme has operated since 1998. Its purpose is to capture learning from leading-edge projects
and to use that learning to influence industry change.
• Leadership of the ‘Umbrella Group’ of similar groups from a number of professional institutions
• New website, www.g4c.org.uk, through which people can register for free, join website discussion forums andview all the latest events and news
• A voice on Constructing Excellence Council and in wider Constructing Excellence forums on issues such asrecruitment and retention
• Working with skills organisationsto promote the industry inschools
• Evening ‘CPD’ sessions, forexample 'Collaborative Workingin Practice’
• An expose to publicise the workof successful newcomers in theirprofession, starting witharchitecture.
Case Study – Rotherhithe Estate
The Rotherhithe Refurbishment Project involved the modernisation of seven three-storey blocks of flats that were built around1915. The project was developed under a partnering agreement between the client, contractor and consultants and the keyobjectives were to develop affordable homes and aim for high standards of energy efficiency. Following modernisationexamples of the energy savings include a 45% decrease in one residents’ fuel bill even though the flat increased in size by26%. These improvements culminated in one block being awarded EcoHomes ‘excellent’. Other achievements includetraining a number of female apprentices on the project, many of who are still working for Durkan or their sub-contractors.
This year saw a new process for recruiting and managing Demonstrations in order to add extra value to participantsand ensure the continuing industry relevance of the programme through an improved market and sector focus.
Participants in Demonstration Projects identify two key benefits in engaging in the Programme. The first is the PRand marketing activities that Constructing Excellence carries out for the Demonstration Programme, designed toraise the profile of the projects involved. In addition, Demonstrations have an opportunity to participate in alearning and sharing network of forward-thinking organisations.
Customers for Demonstration activity now include the Housing Forum, Local Government Task Force, theHighways Agency, Envirowise and three Regional Development Agencies. This year 45 new DemonstrationProjects were recruited from across the sector and 31 new case studies were published.
An essential component of Demonstrations is to report Key Performance Indicators. Since the advent of the programmeDemonstrations have always consistently out-performed the rest of the industry, and this year was no different. The mostmarked differences appear in some of the ‘softer’ issues such as employee satisfaction, qualifications and skills andenvironmental impact.
Constructing Excellence 2006/07 Industry 2007 = 100
Clien
t Sati
sfacti
on –
Produ
ct
Clien
t Sati
sfacti
on –
Servi
ce
Defec
ts – I
mpact
at Ha
ndov
er
Predic
tabilit
y Cos
t – D
esign
Predic
tabilit
y Cos
t – Co
nstru
ction
Predic
tabilit
y Tim
e – D
esign
Predic
tabilit
y Tim
e – Co
nstru
ction
Cons
tructi
on Co
stCo
nstru
ction
Time
Profita
bility
Produ
ctivit
y (Cu
rrent
Value
s)
Produ
ctivit
y (Co
nstan
t 200
0 Valu
es)
Safet
y – Pr
oject
Safet
y – Al
l proj
ects
Emplo
yee S
atisfa
ction
Staff T
urnov
er – A
ll Com
panie
s
Quali
ficati
ons &
Skills
Envir
onmen
tal Im
pact
– Prod
uct
Envir
onmen
tal Im
pact
– Proc
ess
Peter CaplehornTechnical Director Scott Brownrigg
“Scott Brownrigg are delighted tohave a long and very beneficialrelationship with ConstructingExcellence. We have engaged onmany levels from industry networkingto collaboration on several keyconstruction issues. Currently we arejointly involved with Off SiteManufacturing, Housing, Educationand industry standards as well asHealth and Safety. We are keen towork together in the future andincrease our involvement in otherareas of mutual interest. It isextremely important to us that thiscollaboration continues and thatConstructing Excellence achieves evenfurther success which can only bringenormous benefit to the constructionindustry as a whole. In summary itdoes what it says on the can.“
Denis Walker, Director,Construction Sector Unit,Department for BusinessEnterprise and RegulatoryReform
“Your Demonstration Projects aregoing from strength to strength and I was greatly pleased to seethat the outcome of the review has been so quickly implemented. In an industry which suffers fromfragmentation and an inability to capture and effectively shareknowledge from one project toanother Demonstrations are a highlyvaluable tool in ensuring that yournext project fully realises the benefitsfrom previous projects.”
The ITCF is leading collaboration between different IT initiatives through the Uniting ConstructionInformation initiative which also involves: the Network for Construction Collaborative Technology Providers,Avanti (see page 10), Construction Opportunities for Mobile IT, IAI Building SMART, Construct IT for Business,Information Systems Panel, Construction Industry Computing Association, Geospatial Engineering Board,Building Services Research Information Association and Construction Industry Trading Electronically.
The first annual Umbrella GroupAwards were a sell-out attendedby 370 young people. Four of themost promising individuals in thebuilt environment were rewardedfor outstanding achievement.
Demonstration statistics since 1996
• 483 projects
• 1300 organisations across theUK have been involved
• Total project value £12.5 billion
• 132 case studies and 60associated reports and publications
Demonstration project performance compared to industry project performance
The IT Construction ForumThis special interest forum works with organisations who have already benefited from new technologies and arewilling to share their knowledge to help firms improve profitability through the use of new technologies.Registered members can benefit from independent guidance on the latest technologies, training, consultancyand networking opportunities. Membership of the forum is a free benefit of Constructing Excellence membership,there are also 11 Partners from suppliers of IT products and services.
Rotherhithe Estate
1110
The membership of this forum, known as BE, is drawn from the demand and supply chain of the built environment sector
with a particular focus on the ‘non-domestic buildings’ sector, e.g. property, education, healthcare, commercial, industrial,
retail and facilities management.
The Housing Forum is a well-established force within the national housing scene, respected as an independent body that
works for the interest of all groups in the housing supply chain, from developers, housebuilders and contractors, and
clients to manufacturers, suppliers and specialist contractors.
Three member forums are held every year as members-only conferences to discuss best practice topics. Typicalattendance was 80-90 people per event covering the themes of Values, Logistics, and Lean.
AvantiThis three-year, DTI-funded project involving BE, BuildSmart and a number of BE members finished during theyear. The principles of collaborative working the Avanti way are early access to all project information by allpartners, early involvement of the supply chain and sharing of information, drawings and schedules, in an agreedand consistent manner. The Avanti approach is supported by handbooks, toolkits and on-site mentoring and willform part of the update of the British Standard for ‘layering’ of electronic drawings, BS1192 pt5:2007.
The strong industry and commercial base of our work has led to theproduction of effective practical tools for housing investment which buildknowledge upwards from contractors’ or suppliers’ experience, e.g. TheGateways in Asset Management Toolkit, The Supply Chain Diagnostic andHousing Demonstration Projects.
Other achievements included a highly successful National Conferenceaddressed by Yvette Cooper, Housing Minister, speaking slots at manymajor housing conferences during the year, member “exclusive” events,and the opportunity to participate in one of four strategic working groups:Sustainable improvement in the Existing Stock; 3D Planning to DeliverMore Affordable Housing for Councils and Communities; NewManagement Models for New Mixed Communities; and New FinancialModels and Investing in Regeneration.
The new programme of monthly regional conferences was very wellsupported (see page 18), and this strengthened the involvement of existingmembers and proved an effective recruiting ground for potential newmembers. Indications for 2007/2008 are that membership will continue togrow steadily.
The latest ConstructionLegacy - London initiative isaimed at workforces in thefive Olympic Borough areasand their catchments. Thiswill target 15 DemonstrationProjects over the next threeyears.
Construction LegacyThe Forum has worked with ConstructionSkills to deliver the ConstructionLegacy project focusing on sustainable training for sustainable communities,to ensure that the upgrading of estates and other major projects result inlocal employment benefits, e.g. improved skills, job prospects, and alsotackle the industry’s challenge to recruit women and people from black,asian and minority ethnic backgrounds. Some 24 Demonstration Projectsacross the UK, covering about 440,000 dwellings, have shown benefits inrecruitment, retention, training initiatives and social value.
A further 25 Demonstration Projects will be recruited over the next threeyears. Specific highlights include:
• An average of 5 years training per project
• 3,988 trainees, an average of 181 per project
• High retention rates, an average of 86.9%
• Black and minority ethnic (BME) trainees well above industry average
• Female trainees increasing and above industry average at 4.6% of all trainees.
Vaughan Burnand, ChiefExecutive, ShepherdConstruction, Chairman of BE
“Constructing Excellence is uniqueas it is the only organisation withmembers from all areas of thesupply chain. Benefits are derivedfrom learning and sharing as well astaking part in research and workinggroups looking to find solutions toproblems still apparent in ourindustry. This enables us to be firstwith new techniques and knowledgeas well as helping our business tobe more profitable.”
Sir Michael Latham, speaking atthe launch of the JCT/CE contract
“I welcome the innovative approachwhere the collaborative/partneringconcept is totally transparent andwhere all the requirements of OGC’sAchieving Excellence in Constructionare expressly brought together in oneset of flexible documents that can beused throughout the supply chain.”
Murray Rowden, Associate, Turner & Townsend Cost Management
“Turner & Townsend have been active members of [BE] for a number of years and we continue to enjoybusiness advantage through our membership of the organisation and its working groups. This advantagehas been secured through our participation in the groups and the application of the knowledge throughinto our service offering. I am excited by the current group topics whose outputs and evidencing I see asinstrumental in challenging the industry to make the step change into the next stage of collaboration.”
Jeffrey Adams, Managing Director,United House, Chairman of theHousing Forum
“With our membership now passingthe 100 mark for the first time, thisyear will be the busiest yet for theHousing Forum, with the mostopportunities for members to getinvolved and extract the most valuefrom membership. The more activeorganizations are as members, themore they get out of membership.”
Yvette Cooper
Shelagh Grant
Mike De’Ath, Director, HTA Architects
“For a design-led company that valuesbeing part of the housing debate, theHousing Forum has provided HTAwith a wealth of opportunities tomeet with a wide spectrum ofpractitioners, clients, constructorsand suppliers throughout the UK.The calibre of discussion is very highindeed and the policy makers dolisten.”
Six BE task groups• Environment: To develop practical measures on a company and personal level that will respond to the climate
change agenda.• Whole Life/FM: Develop the profile and processes to allow member companies to formulate responses and
offering for work secured on a whole life basis.• Procurement: A review of all aspects of procurement within the construction supply chain and to offer guidance
and recommendation.• Design Management: To produce a report on unlocking value from the supply chain.• Collaborative Cost Management: Management: Evaluate and recommend behaviours and processes in the area
of collaboratively driving cost down for end user clients.• Better Ways of Working: Develop an understanding of the implications for member companies of diversity,
flexible working and other new working practices.
After a workshop with Loughborough University to explore issues that will impact the construction industry in the next20 years, the BE steering group decided to establish the above six ‘short life’ task groups with a remit to involvemembers in the development of guidance or other useful outputs on topics which best fit the BE and ConstructingExcellence strengths:
JCT Constructing Excellence ContractThis was launched in March to over a hundred senior industry practitioners at the House of Commons. The newplain English Contract, is designed to underpin colaborative working and the formation of integrated teams. It has anumber of innovative features including a collaborative, consensus based approach with an overriding principle ofgood faith, provisions dealing with the maintenance of a Risk Register as well as a Risk Allocation Schedule wherethe project risks are identified and allocated between the parties to the contract, and a standard approach so thatthe same form can be used to appoint any party in the supply chain.
The Housing Forum’s unique insight into the whole housing industry and its drive for overall improvement hasbeen recognised at policy level. The Housing Forum’s Customer Driven Strategy drew on 1,000 pieces ofevidence on barriers and solutions to housing delivery during 2006/2007 and led directly to the establishmentof The Callcutt Review, the Ministerial Review into Housebuilding Supply and Delivery chaired by The HousingForum Board Member, John Callcutt.
1312
The Forum has a five-point agenda; working groups are active on the first three of these:
1) A holistic, integrated, long-term investment strategy for UK infrastructure which is independent of‘Party’ politics
2) Action to address the sector skills shortage, of which image and pay levels are causal factors
3) Process improvement initially through collaborative working, supply chain integration, smarterprocurement based on whole life value (including design, construction, operation, maintenance)and early involvement of the supply chain in projects
4) Reduction of waste in all its forms and physical waste in particular. Energy use, water saving andsustainability in general are important sub-topics
5) A long-term structure for, and culture of, innovation in the sector.
The HTMA was established in 2005 and consists of the major contractorsand consultants in the highways maintenance sector. Its 20 members havea combined turnover of £1.8 billion, employ 22,000 people, and areresponsible for 294,000 km of highway across the UK.
The inaugural conference in March 2006 entitled “A Forum for Change”had 225 attendees and included addresses by the then Minister of Statefor Transport, Stephen Ladyman, Sir Michael Latham of ConstructionSkillsand speakers from the Health and Safety Executive and MORI. Theconference identified the top issues for the sector to be behaviouralsafety in the workforce, training & development, road user education,public awareness programme and waste reduction and recycling. Theevent also saw the launch of the HTMA Manifesto to highlight the keyaims of the HTMA.
What matters to clients?A key workshop held at the BBC Media Centre in London in December2006 consulted 24 clients from the public and private sectors, with largeand small spends, on this subject. Based on feedback on which activitieswere achievable and would make the most difference, the followingactivities were prioritised:
• Influence legislation and regulation (eg sustainability, health and safety)
• Improve quality of advice to one-off and occasional clients
• Raise the awareness of funders/stakeholders of the benefits of bestpractice
• Share and learn with/from other clients
• Participate in long term industry development
• Understand the linkage between construction and core business,including life cycle.
CDM RegulationsThe CCG lobbied to ensure a better package for clients on the CDM Regulations and created industry guidancefor small, one-off and infrequent clients on the CDM Regulations 2007. This was led by its Health and Safety subgroup, under the outstanding chairmanship of James Preston-Hood. Key outputs are information sheets tohelp clients comply with the law, give a business case for addressing health and safety, a list of key issues thatshould be addressed, and answers to common questions. The group has also represented clients on the MajorContractors’ Group H&S Group, CONIAC sub groups on CDM, Worker engagement, Occupational Health, WorkingWell Together, Industry Guidance and Safety working party, as well as APS/CC.
The Infrastructure Forum was launched in November at the Civils exhibition and engages a wide mix of organisations in
the civil engineering sector including; government in all its forms, clients in the public and private sector, developers,
contractors, specialist and consultants, suppliers and logistics companies.
The CCG is a focal point for public and private sector clients interested in attaining best value from the construction
industry, from meeting and sharing experiences of best practice and promoting positive change within the industry.
The CCG provides a collective client voice and represents clients on many key groups.
Keith Jackson, Managing Director of Mott MacDonald StrategicHighways Division, Chairman of the HTMA in his inaugural speech:
“Similarly, I also want to bring the HTMA and its agenda to a wider audience. Weall travel on roads at some point or another. Road users need safe and reliableroads. Highways maintenance service providers make that happen, but notenough people know it. I will be striving to make sure that more people do.”
Peter Woolliscroft, CollaborativeProcurement Directorate,Office of Government Commerce,Chairman of the ConstructionClients’ Group
“The CCG has now had a full year asone of the forums hosted by CE, Ibelieve it has made significantadvances in this time. Not only hasthe H&S group made a remarkableimpact on the safety agenda butgreat strides have been taken tofocus the CCG on key matters suchas the Construction Clients Charter,becoming involved in strategicmatters on behalf of clients oninfluential committees such as thestrategic forum, enabling the voice ofthe client to be heard and contributeto the change agenda. CCG hasbeen very active in responding toconsultation opportunities withgovernment and will continue torepresent the client in this way. Thefuture for CCG is very bright, we areactively working to fulfill the agendathat emanated from our clients dayin December 2006 which willprovide the client member with arange of opportunities not availableelsewhere in the constructionindustry."
James Preston-Hood, Grosvenor Health and Safety Director, Grosvenor Estates
“Grosvenor Estates has contributed heavily to the Construction Clients’ Groupwhere we have had the opportunity to meet and work with like-minded clients.It has been an important vehicle for clients to be represented at an industrylevel and to share information and best practice. We very much look forward tobenefiting from the continued work of the CCG in partnership with ConstructingExcellence in 2008.”
Andrew McNaughton, ManagingDirector of Balfour Beatty CivilEngineering, Chairman of theInfrastructure Forum
“Infrastructure provides the fabric forthe wider construction industry and theoperation of UK plc and communities toconnect, operate and perform. It’s theimportant interconnecting linkbetween housing health and localcommunities. The importance of thesector is often forgotten yet it providessociety with the ability to communicate,interact and develop with a globalcommunity. If the infrastructure fails,local communities and ultimately thenation suffer the consequence.Government is starting to fullyunderstand the opportunity they havethrough a world class infrastructureand I’m pleased the InfrastructureForum is playing a key role in thisdiscussion.”
CCG representatives sit on theStrategic Forum forConstruction, including itsSustainability and Integrationsubgroups, ConstructionUmbrella Bodies, the PublicSector Construction Clients’Forum, CIOB CharteredBuilding Company Board,Construction Skills Network,and the Health and SafetyCommission’s CONIACCommittee.
The CCG has an exciting programme of events planned for 2007/2008, including regional training andnetworking events, an annual conference, consultation events and an assurance scheme to help small/one-off clients comply with the CDM 2007 regulations.
The CCG has proved itself to be an effective lobbying group. Due to the work of the CCG, the CDM 2007regulations are a better package for clients. The CCG will work closely with government to ensure that theConstruction Act and Sustainable Construction Strategy incorporates the views of the CCG and clients in general.
The HTMA’s unique position in representing all the major players in this sector means that it is regularlyrequested for opinions from the media. It is also fully engaged in policy-making and best practice developmentwith one of the main clients in the sector.
1514
This year saw the conclusion of our DTI core funding. We remain a key partner of the industry sponsoring Department
(now renamed BERR) and are commissioned by a number of other government departments for specific support.
Government programmes
Department of Trade and Industry We delivered the final year of our three-year grant-funded programme to deliver best practice support to theindustry. This brought an end to core funding following nine years of support. However, Constructing Excellencecontinues to be a key partner to the Department working on a programme of project-funded work.
Key Performance Indicators
The year was a landmark year for the Construction Industry Key Performance Indicators (KPIs) which havebeen published by Constructing Excellence or its predecessors since their inception in 1999. For the last eightyears the KPIs have been have been fully or partially funded by the DTI and published in a hard copy formatcomprising wallcharts and a pack. This year the publication of the KPIs was wholly funded by the members ofConstructing Excellence, and all the results are on the Constructing Excellence website, and atwww.kpizone.com, replacing the expensive printed material. This provides the benefit of users being able toaccess the figures and benchmark data directly and enables them to customise exactly what data theyrequire in what format for their benchmarking purposes
National Platform for the BuiltEnvironmentConstructing Excellence has managed the National Platform since itsinception in 2005. Chaired by Keith Clarke of Atkins, the Platformpromotes strategic, collaborative research and is a vital catalyst forlong-term, industry improvement.
Rethinking construction standardsIn May 2006 BSI commissioned Constructing Excellence to undertake a high level, strategic investigation into the role standards could play in improvingvalue generation in the construction industry.
Most construction organisations perceive standards as an inevitable (and often costly) area of compliance, an inescapable aspect of getting jobs done.Although many individual standards are well-known and respected, few executives would regard them as potential drivers of value for their business. Manywould instead point to the extensive additional complexity and cost imposed by the multitude of new European directives, and the overall impact of thislegislative programme on UK competitiveness.
With BSI, Constructing Excellence is developing a new approach to both simplify and clarify what standards could do for construction firms and the builtenvironment industry. Key to this process is linking standards to agreed industry performance measures. As a result of a number of workshops with industrypractitioners a report was produced which has led to a programme of activity to develop a new strategic approach to construction standardisation in the UK.
WRAP and EnvirowiseConstructing Excellence delivered a number of projects for thesegovernment-funded resource efficiency programmes during 2006/7.Outputs included research reports, guidance documents and case studieson reducing the amount of waste produced by the industry, and bettermanagement of the waste we cannot avoid.
Specific topics have included the effect that advanced logistics options andmodern methods of construction can have on reducing the quantity of wasteproduced, investigating approaches taken by designers and quantity surveyorsto resource efficiency, and guidance material to improve resource efficiency atthe design stage.
CoRE (Construction Resource Efficiency) Constructing Excellence acts as champion for the London arm of thisproject, in which 150 construction sites have agreed to measure andrecord types and quantities of waste they produce. Together we identifywhere they can benefit from support from project partners to reduce the overall amount of construction waste sent to landfill. Project partners include the Waste Resources Action Programme,Envirowise, the National Industrial Symbiosis Programme, BRE and the London Development Agency.
The Strategic Forum’s Sustainability ForumConstructing Excellence provided the secretariat for this group until March2007. Key outputs in 2006/7 included guidance for planning officers,regional state of readiness reports and a series of breakfast briefings onkey sustainability topics. The Sustainability Forum also played a key role inthe development of the Sustainable Construction Strategy, to be widelyconsulted upon by DTI (now BERR) in 2007.
Climate Challenge Now!Funded by DEFRA’s Climate Challenge Fund, we worked with around 2,000householders and 200 businesses in West Suffolk to raise their awarenessof climate change and its likely impacts in that part of the country. We havebeen running a series of workshops on this topic, and are producingguidance material which will be distributed to all 115,000 residents of WestSuffolk. A number of villages have taken further action as a result of theworkshops, for example Sproughton was the first Parish Council to sign theNottingham Declaration on Climate Change; for more information seewww.greensproughton.org.uk.
Case Study – Cross Street
Cross Street South, Wolverhampton is a new build housing scheme providing 30 homes for rent. The brief, fromWolverhampton City Council, was for environmentally friendly and energy efficient homes, and the use of modernmethods of construction (MMC) was also a requirement. The scheme was won by Bromford Housing Group inconjunction with Integer, and architect Cole Thompson Anders. The MMC solution is a factory produced super insulatedtimber frame which will reduce wastage and build period on site. Grass roofs using an alpine sedum will be utilized asthermal mass. Other sustainable practices include the use of local labour and materials, a community heating woodchip boiler, and low energy lighting throughout. Use of low maintenance materials such as larch-cladding andaluminium guttering will reduce the long-term maintenance costs of the scheme. Another aim of the project is tomaximise the consultation and input of the local community and a steering group has been set up to drive this.
The Platform is owned and led by industry while engaging the widerresearch community ensuring that research programmes reflect the realneeds of industry and clients whilst providing a single powerful voice oninnovation in the sector. In 2006, following a sector consultation process,the Strategic Research Agenda for the UK was launched with the followingstrategic research priorities, each of which now has an industry workinggroup to address them:
• Reduced resource consumption
• A client driven, knowledge based construction process; and
• ICT and automation
The UK is one of a number of European countries participating in theEuropean Construction Technology Platform (ECTP). ConstructingExcellence represents the National Platform at the ECTP, seeking toinfluence the EU’s forthcoming research funding calls in order to ensurethat the UK built environment sector may successfully access the fundingbeing made available for European research
Other highlights include a fullreview of the ConstructionClients’ Charter, research into theimpact of the Respect for Peopleinitiative, and projects such aslogistics and integration insupport of the Strategic Forumfor Construction.
Macclesfield Bus Interchange
Cross Street, Wolverhampton
Unsegregated construction waste©Antony Turner, CarbonSense
Photograph courtesy of BromfordHousing Group
A58 Blackbrook Diversion
1716
Transport for London Constructing Excellence has provided programme assurance and fundingmanagement for the £3.2 million London Construction ConsolidationCentre. We provided objective feedback on the performance of the centreand supported TfL’s construction freight strategy by developing constructionlogistics plans.
The Riverside PartnershipThis involves the procurement and management of a framework for ninesocial housing landlords to save 30% of works costs using lean and bestpractice improvements. We have saved £1.7m in project costs so far and arestarting to work with site teams to reduce waste on-site. We have alsoimplemented PPC 2000 with a target cost amendment.
Goldsmiths CollegeWe are working as Independent Client Advisor with the project team toreduce wasted effort by 30%. We have assisted with the procurement ofthe team including the prime contractor and will implement leantechniques. Adrian Blumenthal and the client travelled to Japan and havebenchmarked Japanese performance versus UK performance.
Network RailThis programme provided training to deliver professional and effective sitesafety briefings and therefore improve the safety arrangements for trackworkers. Canute Simpson of Constructing Excellence designed theprogramme and delivered 42 workshops for 320 Network Rail Trainerswho in turn will deliver training to 20,000 track workers.
Making a Difference (MAD) is Network Rail’s behavioural changeprogramme. It is designed to raise awareness of behavioural safety, torecruit and train MAD coaches who in turn support the implementation ofbehavioural safety within Network Rail’s project and project teams. Canuteprovided a number of facilitation services in support of this programme.
We receive a growing number of commercial consultancy commissions in areas where we have niche expertise. This
activity accounts for an increasing proportion of our income, and during 2006/7 it included logistics, procurement advice
and tailored services for business improvement for the following clients:
The Task Force is funded by the Department of Communities and Local Government (DCLG) to be the representative
group for local government construction and property practitioners. It identifies gaps in best practice knowledge and
seeks to address these by issuing relevant publications.
Commercial commissions
The Board consists primarily of senior local authority officers and key individuals from associated bodies, and hasclose links with the CLG-funded Regional Centres of Excellence.
Notable achievements in the last year included:
• A report on ‘Successful Framework Arrangements’, in partnership with the East Midlands Centre ofExcellence, which was launched at a conference in May 2006
• ‘Ten Success Factors that make a Procurement Champion’
• A local government version of the Office of Government Commerce’s ‘Common Minimum Standards’
• ‘Contract Procurement Rules’ for local authorities, in collaboration with the Chartered Institute of PublicFinance and Accountancy
• Over twenty case studies.
• Research with DTI funding into the effects of framework arrangements on smaller firms, which is due forpublication in September 2007.
As a result of the Task Force’s association with Constructing Excellence, all local authorities in England are able tojoin Constructing Excellence as full members for a reduced subscription of £3,000 a year.
Steve Vickers, Birmingham City Council. Member of Constructing Excellence Council.
“As the largest local authority in thecountry, Birmingham City Council hasa significant spend on constructionand influences and impacts upon theconstruction industry as well as theregional economy. Working closely with Constructing Excellence across a number of working groups has beena very positive experience indeveloping our thinking as aninformed client, on delivery of housingsector work, as a local authorityprocurer and in managing our estate.As a major public sector client ourleadership of constructionprocurement drives efficiencies andtransformational change in servicesfor the people we serve. As a fullmember of Constructing Excellencewe have been able to contributetowards resolving industry challengesand forward thinking whilst benefitingsignificantly from a diverse range ofexpertise and best practice to helpdeliver our success.”
Constructing Excellence’schief executive, Don Ward,sits on the OGC’s PublicSector Construction ClientsForum to advice ongovernment procurementstrategy. A number ofmembers and staff have alsoparticipated in varioussubgroups, whose outputs in2007 will include a regionalroadshow to promote theCommon MinimumStandards, a Fair PaymentCharter, and HM Treasuryguidance on procuring forwhole life value.
The London 2012 Olympic Games and Paralympic Games are ofmajor strategic importance for the UK construction industry as anopportunity to showcase world-class design and construction.Collectively we can demonstrate the reforms of the last ten yearsand leave in place a legacy of a transformed built environmentsector. Our strategy has been to support the Strategic Forum’s 2012Task Group and the ODA directly, for example applying theConstruction Industry KPIs as standard for all their suppliers,facilitating early project workshops on health and safety for thecanoeing facilities at Broxbourne, and promoting the benefits ofsustainable training initiatives (see page 11).
L to R, Don Ward, Constructing Excellence, John Ioannou, OGC, John Rackstraw, Pearce &Chairman Constructing Excellence-South West & Stephen William, HSE, at the 2012 ConstructionCommitments Conference, Bristol, 27 June 2007.
Transport for London
Grove Road
Backfield Project - Goldsmiths University, London
Network Rail workshop
South East & Central Scotland
North East
Humber North Yorkshire South Yorkshire West Yorkshire
Northamptonshire Nottingham
Cambridge Essex Norfolk
Peterborough Stort Lea ValleyHerts & Beds
London Thames Gateway
Sussex Milton Keynes MK50Oxford
Hampshire Surrey
Bristol Devon & ExeterDorsetGloucestershire
Plymouth Cornwall Swindon
South West South East North WestNorth East
Cheshire, Warrington & WirralLancashireLiverpool Manchester North West ConstructionForum
1918
We therefore maintain a network of twelve regional and national partners to promote the Constructing Excellencecore agenda and business improvement services in the nine Regional Development Agencies of England and thethree devolved administrations of Scotland, Wales and Northern Ireland. We continue to work to improve the qualityand effectiveness of this network, and this effort is bearing fruit in better access for regional firms to nationalguidance, and for national members to regional support.
Housing Forum ‘regional roadshow’
One conference per month around the country offered the opportunity for regular updating and knowledge transfer.Events were held in the North East, Midlands (East and West), North West, East, South West, London and SouthEast giving opportunities to trial the Supply Chain Diagnostic and participations in the Customer Driven Strategy.
Constructing Excellence ClubsAt local level, 42 Clubs who each meet between four and ten times per year and typically feature 30-60 peopleattending to participate in learning, knowledge sharing and networking activities. This year our support for thenetwork grew to include dedicated websites within our main site, secure contacts databases, payment facilities,wider promotion of Club events and news, and events and newsletter tools for Clubs to reach their members.Much credit for this goes to the National Club Steering Group, chaired by John Burns from the north-east, whichcomprises a representative from the clubs in each region and meets quarterly to steer our policy as well asexchange ideas on membership and activities.
Regions and clubs - reaching smaller firms
Coventry & Warwickshire FORCEHerefordshire &Worcestershire – HAWCEBirminghamConstructing StaffordshireBlack Country
The built environment sector arguably makes the biggest impact on our quality of life, for example through delivering
better places, hospitals and schools and ultimately sustainable communities. To deliver this value most of our core
activities need to make a difference at regional and local level, reaching smaller firms and locally-based clients.
Scotland
Scottish ConstructionInnovation and ExcellenceCentre
North East
Constructing Excellencein the North East
Yorkshire & Humber
Constructing Excellence in the Built Environment
East of England
ConstructingExcellence in theEast of England
London
ConstructingExcellence in the BuiltEnvironment
East Midlands
East Midlands Centre for Constructing in theBuilt Environment
South East
South East Centrefor the BuiltEnvironment
North West
Centre for ConstructionInnovation
Wales
ConstructingExcellence in Wales
West Midlands
West Midlands Centre forConstructing Excellence
South West
ConstructingExcellence in the South West
Northern Ireland
Constructing Excellencein Northern Ireland
Bryan Jackson, Chairman, EastMidlands Development Agency
“EMDA leads on the constructionagenda on behalf of the regionaldevelopment agencies. Each agencytakes the lead on 2 or 3 importanteconomic policy areas that are vitalto England’s long term prosperity –I lead on both construction andmanufacturing. It gives us a muchmore powerful voice at the nationallevel – both with government andother national organisations andstakeholders – giving us the ability toinfluence both regional and nationalpolicy development and importantlyit ensures that all regions have acommon approach to thedevelopment of this importantindustry”.
John Burns, Director, MackellarArchitecture Limited, Chairmanof the National Clubs SteeringGroup
“I believe Clubs and their membersincreasingly value, and are valuedfor, their commitment andparticipation in ConstructingExcellence at every level”.
This year seven new Clubs were formed or relaunched - Cornwall,Plymouth, Swindon, Birmingham, Staffordshire, the Black Country,and Thames Gateway, the latter launched in London Docklands with350 people present. Constructing Excellence members are entitledto free membership of 3-5 Clubs respectively, and during the yearthis began to boost the numbers of people participating in thenetwork, currently estimated at around 2000 engaging regularly witha Club. About 100 of these came together for the fourth NationalClub Day in London in October 2006.
The names outside the map are our Regional Partners and thoseinside are the Clubs in each area.
Case Study – SEVille
The development of the Sherwood Energy Village was primarily about economic diversification and job creation at thetime of pit closures. The scheme was designed to achieve a minimum ECO Homes rating of Excellent and demonstratethat these standards can be achieved within commercial viability and financial affordability criteria. Value engineering toachieve the target cost for each work package has actually taken the construction value below the agreed target cost.For example, the production of working drawings at a very early stage enabled them agree target build costs, which werebased on standard house building rates. This enabled them to reduce costs and remove the need for contingencyprovision. The employment of innovative methods of construction and technology on this project include earth shelteredand fully autonomous houses, the use of the highest efficiency Sedbuk gas boiler (with the capacity to add solar panelsto supplement heating and hot water provision) as well as consideration of the TEK (Structural Insulated Panel) System.
Black Country Club Trade Fayre
In June 2007, though only three months old, the Black CountryConstructing Excellence Club hosted a ‘trade fayre’ aimed at small firms.Over 100 delegates and 26 exhibitors attended Walsall Football Club toview construction solutions all themed around innovation, sustainabilityand ‘serving the Black Country’. Exhibitor Matt Woodall from SkyblueSolutions, said “The fayre was very beneficial for us with an interesting mixof people from all aspects of construction. We have made a number ofcontacts which we think will lead to new business and build our network inthe Black Country“. In addition to exhibitors, the fair hosted six ‘Share MyKnowledge’ sessions in which delegates explored new ideas on improvingtheir businesses, and Stourbridge College’s construction technician andmanagement Student of the Year award was presented to Sara Stafford ofThomas Vale.
Steve Perkins, Mark Weaver and Sarah Stafford
Sherwood Energy village
2120
Infrastructure Forum steering groupAndrew McNaughton, Balfour Beatty (Chairman)Richard Butterfield, Balfour BeattySimon Flint, Balfour BeattyKeith Jackson, Mouchel ParkmanIan Reeves, McGeeBob Windmill, EU SkillsTim Embley (Director)
HTMA executive committeeKeith Jackson, Mouchel Parkman (Chairman)John Jackson, Balfour Beatty Infrastructure ServicesDavid Lee, RingwayMike Notman, Amey Infrastructure ServicesRoland Gilbert (Director)
Local Government Task Force boardRoger Latham, Nottinghamshire CC (Chairman)Dave Ayre, Dorset CCMike Britch NPSNoel Foley, OGCJudy Fowler, Essex CC Mike Foy, St Helens MBCMelvin Hughes, DCLGRoy Irwin, Audit CommissionBurney Johnson, Durham CCBob King, ConsultantMartin Lipson, 4psMarie Milner, Leeds CCTony Mulcahy, DBERRJohn Plumb, IPFAndrew Smith, Hampshire County CouncilSteve Vickers, Birmingham CCBernard Wyld, Editor SCALA News & LGTF NewsSui-te Wu, Southwark Building DesignPeter Bishop (Director)
G4C boardLucy Penman, Taylor Wimpey (Chairman)Andy Armstrong, Faber MaunsellSteven Banks, HammondsFiona Boyce, Faber MaunsellSam Bennett, Balfour Beatty Civil EngineeringChristopher Davies, Buro HappoldJames Elford, Costain Gemma Finikin, Rider Levett BucknallCarolina Lameiras, AKTRichard Sullivan, Lloyds TSB Johanna Molan (Constructing Excellence)
ReportsConstruction Industry KPIs Building the Foundations of the Customer Driven Strategy Construction Legacy - Housing: A partnership between The Housing Forumand ConstructionSkills Efficient Construction Logistics Strategic Leadership in ConstructionTowards more effective integration in UK constructionRethinking Standards in Construction Customer Driven Strategy for Housing Development and Construction Customer Needs and Preferences: A Customer Driven Strategy Working Group Improving the Existing Stock- A Part of the Housing Forum Customer DrivenStrategy Sustainable Training for Sustainable Communities- Phase One Final Report Sustainable Training for Sustainable Communities- Phase One Final Report-Executive Summary
GuidanceUnderstanding the Construction Client The Business Case for Integrated Collaborative Working What you have to do if you want construction work done - and how to do it:Information sheet 1. Questions & Answers - Directory of Information Common Minimum Standards Contract Procurement Rules 10 Success Factors that Make a Procurement Champion
AudioCommunicating Excellence - learning from the Olympics (BE)Communicating Excellence - [sustainability]
JournalsMeasuring Excellence - autumn ‘06 (Benchmarking)Measuring Excellence - spring ‘06 (Benchmarking)insITe Magazine - Jul’06 insITe Magazine - Nov’06 insITe Magazine Jan’07
Demonstrations and case studiesShowcasing Excellence - a set of 15 case studies Coventry City Council - primelines and highways Porth Relief Road Redlands Primary School Lemon Tree House Environment KPIs guide - Willmott Dixon in race for sustainabilityRotherhithe Estate Oxford Castle RegenerationStrategic Partnership by Norfolk County Council Barts & the London NHS trustCheshire County Council adopts the principles of Rethinking Construction Leicester City Council - Upperton Road Viaduct
Governance and task groups
GovernanceBoardBob White, Mace (Chairman)Vaughan Burnand, Shepherd Construction Jeffrey Adams, United HouseAndrew McNaughton, Balfour BeattyPeter Woolliscroft, OGCRoger Latham, Nottinghamshire CC Don Ward (Chief Executive)
CouncilBoard members plus:Chris Gilmour, HBGHugh Rogers, Slough EstatesAdam Turk, Polypipe John Jackson, Balfour Beatty Infrastructure ServicesMike Foy, St Helens MBCSteve Vickers, Birmingham CCJohn Burns, Mackellar Architecture Limited (National Clubs Steering Group)Steve Hindley, MidasLucy Penman, Taylor Wimpey (G4C)Richard Simmons, Commission for Architecture in the Built EnvironmentGraham Watts, Construction Industry CouncilDenis Walker, BERR
Senior Management TeamDon Ward, Chief ExecutivePeter Cunningham, DirectorShelagh Grant, Housing Forum (Chief Executive)Andrew Carpenter, Marketing DirectorJonathan de Souza, Director (Demonstrations and Regions)
Forum boards or steering groupsBE steering groupVaughan Burnand, Shepherd Construction (Chairman)Chris Gilmour, HBG ConstructionIan Birchall, Birchall ConstructionAndrew Bowles, Sheppard RobsonAlex Burton, WatermanMike Collard, Sir Robert McAlpine Richard Dixon, CorusJohn Findlay, Stent Foundations Stephen Wells, CostainRichard Haryott, Arup
Andrew Kane, FaulknerBrownDavid Kershaw, MansellJohn Lorimer, Manchester City CouncilTrevor Lowe, GleedsBrendan Morahan, Taylor WoodrowGraham Matthews, EC HarrisMark Oliver, Laing O’RourkeMurray Rowden, Turner & TownsendDavid Stanley, WatesAdam Tarling, Cathedral Contracts Tony Whitehead, Defence EstatesPaul Wilkinson, BIW TechnologiesDon Ward (Chief Executive)
Housing Forum boardJeffrey Adams, United House (Chairman)David Birkbeck, Design for HomesGraeme Dodds, Taylor Wimpey UKHoward Farrand, Whitefriars Housing GroupMick Kent, Bromford Housing GroupKerry Kyriacou, Affinity SuttonBarry Munday, PRP ArchitectsMatt Nichols, WolseleyJim Rawson, Epwin GroupMike Stansfield, MJS Development ConsultancyAdam Turk, Polypipe TerrainJune Barnes, East Thames GroupJohn Callcutt, The Callcutt Review of Housebuilding DeliveryProfessor James Woudhuysen, De Montfort UniversityClive Clowes, Housing CorporationAndrew Hannan, Department of Communities and Local GovernmentDavid Edwards, English PartnershipsNeil Jefferson, National House-Building CouncilJohn Stewart, Home Builders FederationShelagh Grant (Chief Executive)
Construction Clients’ Group boardPeter Woolliscroft, OGC (Chairman)Simon Diggle, Highways AgencyTony Mulcahy, BERRJames Preston-Hood, Grosvenor EstatesKevin Thomas, VisionalityGren Tipper, BAAPeter Cunningham (Director)
Publications 2006/2007
2322
Hochtief (UK) Construction
Ian Williams
Inspace Partnerships
Interserve Project Services
ISG Cathedral Contracts
Jarvis
John Laing Partnership
Kier Group
Kier London
Laing O'Rourke
Lakehouse Contracts
Lovell Partnerships
Mace
Mansell
May Gurney
Midas Group
Miller Construction (UK)
MITIE Group
Morrison Highway Maintenance
Mulalley
Persimmon
Redrow Group Services
Ringway Infrastructure Services
ROK
Rydon Group
Scott Wilson
Shepherd
Sir Robert McAlpine
Skanska Integrated Projects
Skanska McNicholas
T Clarke
Taylor Wimpey
Thomas Vale Construction
United House
Vinci
Wates
Wates Living Space
Willmott Dixon
Wilson James
CONSULTANTS
Adams Kara Taylor
Alexi Marmot
Applied Solutions (Projects)
APS Project Management
Architecture plb
Arup
Atkins
Axima
Bevan Brittan
B J Associates
Bowmer & Kirkland
Building Design Partnership
Buro Happold
Calfordseaden
Clancy Consulting
Conisbee
Davis Langdon
DHL/Exel
Drivers Jonas
EC Harris
Eversheds
Faber Maunsell
FaulknerBrown
George Birchall Engineers
Gleeds
Habilis
Halcrow Group
Hare Structural Engineers
HTA Architects
Inviron
Jacobs
Kuehne + Nagel
Linklaters
MacConvilles
MEPK Architects
Michael Dyson Associates
Mott MacDonald
Mouchel Parkman
National Business Solutions
PRP Architects
CLIENTS
A2 Housing Group
Affinity Sutton Group
Aldwyck Housing Association
AmicusHorizon Group
Anglia Housing Group
Aragon Housing Association
Argent Estates
BAA
BAe Systems
Barclays Group Property Services
BBC
Bedfordshire Pilgrims HousingAssociation
Bristol City Council
British Precast
Brixton
Broadland Housing Association
Bromford Housing Group
BT
Caldmore Area Housing Association
Cambridge City Council
Circle Anglia
CityWest Homes
Crest Nicholson
Crossrail
Defence Estates
Department of Health- Procure 21
Derwent Housing Association
Dominion Housing Group
East Midlands HA
East Riding of Yorkshire Council
East Thames Group
English Heritage
Fusion 21
GlaxoSmithKline
Goldsmith University London
Grosvenor
Harvest Housing Group
Heritage Lottery Fund
Hexagon Housing Association
Highways Agency
Hill Partnerships
Igloo Regeneration
Irwell Valley Housing Association
Jephson Housing Group
KB Benfield Group Holdings
Land Securities Properties
Leeds City Council
Leisure Connection
Lloyds TSB
London & Quadrant Housing Trust
Manchester City Council
Marks & Spencer
McCann Homes Limited
Metropolitan Housing Trust
Midland Heart
Midsummer Housing Association
Moat Housing Group
Nationwide
Network Rail
Newham Homes
Newlon Housing Trust
Office of Government Commerce
Olympic Delivery Authority
Orbit Housing Association
Paradigm Housing
Peabody Trust
Places for People
Raglan Housing Association
Royal Borough of Kensington &
Chelsea TMO
Salvation Army Housing Association
Sandwell Metropolitan Borough Council
SEGRO (Slough Estates Group)
Somerfield Stores
South Shropshire Housing Association
South Somerset Homes
Southern Housing Group
Sovereign Housing Association
Stanhope
Swan Housing Group
TfL (Transport for London)
The Guinness Trust
The Riverside Housing Group
Town & Country Housing Group
Toynbee Housing Association
University College London
University of Cambridge
University of Reading
Urban Design - Birmingham City Council
Urban Splash
Wandle Housing Association
Westfield Group
West Mercia Housing Group
Whitefriars Housing Group
CONTRACTORS
Accord
Alfred McAlpine
Amey
Babcock DynCorp
Balfour Beatty
Balfour Beatty Infrastructure Services
Bouygues
Bovis
Byrne Bros
Carillion
Colas
Costain
Edmund Nuttall
Emcor UK
Enterprise
EPS Projects
Eric Wright
Fitzpatrick
Frank Haslam Milan
Galliford Try – Morrison Construction
Geoffrey Osborne
G F Tomlinson Group
HBG Construction
Higgins Construction
Members
Quantem
Rider Levett Bucknall
Savills
Scott Brownrigg
Sheppard Robson
Terence O’Rourke
The 8 Group (L H Consulting)
Trowers & Hamlins
Turner & Townsend Group
URS Corporation
Visionality
Waterman Group
WCI
Whitbybird
WSP
Zurich Building Guarantee
SPECIALISTS & SUPPLIERS
2G Environmental (Green Grinder)
4Projects
Alumasc Interior Building Products
Armstrong Integrated Systems
Asite
Asset Manufacturing
BIW Technologies
Burdens
Corus UK
CRH Group (Ibstock, Forticrete,Springvale)
Grafton (Buildbase, Plumbase,Jackson)
H&H Celcon
Hilti (GB)
ICI Paints
Irvine Whitlock
John Doyle Group
Marshalls
N G Bailey
Polypipe Group
Radway Group
Rock Asphalte
Saint-Gobain (Jewson)
Sheffield Insulation Group
Stent Foundations
Swish Building Products
Travis Perkins
Wincanton
Wolseley UK
ASSOCIATES
Association for Project Safety
British Property Federation
Chartered Institute of Building
Chartered Institute of Purchasing & Supply
CITB-ConstructionSkills
DBERR
DCLG (Department forCommunities and LocalGovernment - was ODPM)
Housing Corporation
NHBC
NISP (National IndustrialSymbiosis Programme)
RIBA CPD Providers Network
The Concrete Centre
The Home Builders Federation
Case Study – LSBU Energy Centre
Energy Sustainability is a significant part of London South Bank University's portfolio of expertise. The development ofthe Sustainable Energy Centre will provide a high quality teaching resource in sustainable energy technology, buildingdesign, construction, management and related fields, which is targeted at the needs of industry and society. Theproject is unique, bringing together cutting edge research on sustainable energy and making its practical applicationaccessible for learning and demonstration. This approach has the potential to bring higher education, construction andbusiness closer together on this key issue, and thereby speed up and extend the development and deployment ofpractical solutions to sustainable built environments. Furthermore the Centre will be the hub for collaboration, bringingrenewable energy and energy efficiency deeper into the curriculum and research across the HE sector.
Current as of August 2007
LSBU Energy centre – Keyworth II Building