Pioneering Jaarevenement. 17 november November De Grolsch Veste

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1 Pioneering Jaarevenement 17 november November 2011 Pioneering Jaarevenement De Grolsch Veste

2 Opening Dagvoorzitter Jan Bron voorzitter bestuur Pioneering

3 Programma 17 november Tijd Programma 13:15 Welkomstwoord Jan Bron Dagvoorzitter, Voorzitter St. Pioneering 13:30 Openingswoord Theo Opdam Algemeen Directeur Plegt Vos Bouwgroep 13:45 Presentatie Peter McDermott Professor Salfort University 14:15 Toelichting Maatschappelijke Investeringsopgave Enschede 14:30 Pauze Jeroen Hatenboer Wethouder gemeente Enschede 14:45 Parallelsessies Verschillende zalen Zie programmaboekje 16:30 Einde parallelsessies 16:45 Uitreiking Innovation Award 2011 Jeannette Schuddeboom Voorzitter Twents OpdrachtgeversForum 17:15 Einde programma met netwerkborrel Beursplein

4 OPENING Openingswoord: Theo Opdam Algemeen Directeur Plegt Vos Bouwgroep

5 Pioneering Jaarevenement november 2011 R.T. (Theo) Opdam Algemeen Directeur Plegt Vos Bouwgroep

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7 Collectief besef De molens van vandaag draaien niet op de wind van gisteren

8 Collectief besef Eenzijdig woningaanbod Leegstand kantoren Verpauperde bedrijventerreinen

9 Collectief besef We bouwden wel goed, maar bouwen we wel goede dingen?

10 Collectief besef We bouwden wel goed, maar bouwen we wel goede dingen? Vaker mismatch tussen hetgeen gebouwd is en veranderende maatschappij

11 Samengevat Collectief besef Vaker mismatch van gebouwde met veranderende maatschappij Autonome Ontwikkelingen Vergrijzing & Ontgroening Kennisintensivering Schaalvergroting vs. kleinschaligheid Minder overheid Veranderende leefstijlen

12 Autonome ontwikkelingen Collectief besef Vaker mismatch van gebouwde met veranderende maatschappij Autonome Ontwikkelingen Vergrijzing & Ontgroening Kennisintensivering Schaalvergroting vs. kleinschaligheid Minder overheid Veranderende leefstijlen

17 Samengevat Collectief besef Vaker mismatch van gebouwde met veranderende maatschappij Autonome Ontwikkelingen Verwachtingen Vergrijzing & Ontgroening Kennisintensivering Schaalvergroting vs. kleinschaligheid Minder overheid Veranderende leefstijlen Kwaliteit Efficiency Klant & consumentgerichth. Betrouwbaarheid Aansprakelijkheid Flexibiliteit

18 Verwachtingen Collectief besef Vaker mismatch van gebouwde met veranderende maatschappij Autonome Ontwikkelingen Verwachtingen Vergrijzing & Ontgroening Kennisintensivering Schaalvergroting vs. kleinschaligheid Minder overheid Veranderende leefstijlen Kwaliteit Efficiency Klant & consumentgerichth. Betrouwbaarheid Aansprakelijkheid Flexibiliteit

22 Samengevat Collectief besef Vaker mismatch van gebouwde met veranderende maatschappij Autonome Ontwikkelingen Verwachtingen Vergrijzing & Ontgroening Kennisintensivering Schaalvergroting vs. kleinschaligheid Minder overheid Veranderende leefstijlen Kwaliteit Efficiency Klant & consumentgerichth. Betrouwbaarheid Aansprakelijkheid Flexibiliteit Duurzaamheid?

23 Sustainability Sustainability Weinig vergankelijk Voor de lange termijn Gebruiksvriendelijk Rendabel Vanuit gezamenlijke doelen Vanuit gezamenlijke verantwoordelijkheid

24 Ten slotte Andere producten vragen andere processen en andere verhoudingen Een kans voor Twente, een kans voor Pioneering

25 framework contracting Professor Peter McDermott Salford University CCINW Manchester Innovative Procurement: A UK Perspective

26 Innovative Procurement: A UK Perspective Professor Peter McDermott Director, Centre for Construction Innovation University of Salford, UK Pioneering Foundation Annual Event 17 th November 2011

27 Agenda Introduction UK Construction Context Innovative Procurement Propositions Example Regional Procurement Local Government The North West Construction Hub (NWCH) Themes: Justification for not selecting on lowest price Selection process for projects Behaviour change and client competencies Local economic impact and SME Engagement

28 Introduction Centre for Construction Innovation University of Salford Enterprise Centre Scotland North East Constructing Excellence in the North West Northern Ireland North West Yorkshire & the Humber East Midlands Regional Innovation / Best Practice Platform Wales West Midlands East of England London Working to integrate industry, policy and research South West South East

29 A time of radical change... This strategy calls for a profound change in the relationship between public authorities and the construction industry to ensure the Government consistently gets a good deal and the country gets the social and economic infrastructure it needs for the long term.

30 A time of radical change... This strategy means that the public sector will become a better client more informed and better co ordinated when its requirements are specified, designed and procured. The strategy also challenges industry business models and practices. It will replace adversarial cultures with collaborative ones; and will demand cost reduction and innovation within the supply chain to maintain market position.

31 UK Construction: The Big Picture Industry output of about 110bn: 7% of GDP Public sector procures c.37% of all construction output (approx. 41bn) Commercial and social, 49bn ( 20bn public, 29bn private) Residential, 42bn ( 14bn public, 28bn private) Infrastructure accounts for 18bn ( 7bn public, 11bn private) Government spend impacts on UK economy and facilitates service reform and improvement A fragmented industry: it employs over 2m in c.300,000 firms; of which 99.7% of contracting firms are SMEs

32 Construction Policy Context

33 Growth and Construction A successful construction industry is vital for sustainable growth Building and maintaining homes, commercial properties and economic and social infrastructure are activities that underpin the entire economy Use government procurement to drive innovation

34 Infrastructure Implementation Plan Radically different delivery models are required to achieve integration in the infrastructure delivery process and in order to promote early involvement and innovation at all levels of the supply chain. New model competition and procurement processes Guidance on selection of procurement models and contracting options

35 Infrastructure Implementation Plan

36 Construction Strategy Key goal for centrally funded government projects, the target is: Deliver centrally co ordinated actions to reduce construction costs by up to 20% by the end of the 5 year life of the current Parliament (2015) A sustainable 20% cost saving through efficiency and removing waste... Not through slashing prices...

37 A brief that concentrates on required performance and outcome; Construction Strategy Designers and constructors work together to develop an integrated solution; Key members of supply chain involved in the design; Value for money and competitive tension are maintained by knowing what projects should cost; Serial orders of sufficient scale and duration to incentivise research and; Industry is provided with sufficient visibility of the forward programme to make informed......live experiments, trial and pilot projects

38 Low Carbon Construction Low Carbon Construction Innovation and Growth Team (IGT) Report Q: Is our sector fit for purpose for a future low carbon economy? 26% carbon reduction by 2020, 80% by 2050 (1990 baseline) integration [and collaborative working] is key If cash is king, carbon is queen

39 BIM BIM to connect design and construction information with asset operation and management BIM identified as a key driver of change and means to bring about integration A progressive programme of mandated use of fully collaborative Building Information Modelling for Government projects by 2016.

40 Procurement Models on Trial? Proposition 1 Change the competitive drivers Proposition 2 Integrate Project Insurance and Assurance (a guaranteed maximum price) Proposition 3 Evidence the performance of procurement routes including frameworks

41 North West Construction Hub Innovative Procurement Case Study

42 Where does the North West hub operate and who can use it All North West Public Sector Bodies have access. Over 200 organisations were been listed in the OJEU notice Cumbria Lancashire Merseyside Gtr Manchester Cheshire

43 Develop skills across the region Sub regional lots Generic model for framework management Encourage participation from sub regional contractors Promote sub regional engagement & ownership

44 Contracting Authorities able to use the Framework: County Councils City Councils Unitary Authorities District Councils Universities Further Education establishments National Park Authorities Housing Associations Police Authorities Fire and Rescue Services and other Emergency Service organisations Health Services including Primary Care Trusts.

45 Linking policy with procurement Government Priority Reduce the Budget Deficit SAVINGS but also... Fair payment Support for SMEs Apprenticeships / Youth Employment Low Carbon Shared services

46 Framework benefits 7.5% 10 15% 1 2% Saving on project costs Time savings Capital cost savings result of not tendering

47 What does it mean for local clients Reinvesting in the local economy (CLEM) Fair payment Local supply chain participation Support for SMEs Apprenticeships / Youth Employment Local employment Low Carbon

48 The business case for X against lowest price tendering Cost over run Time over run In house management costs Legal costs Legal challenge Poor lifecycle performance Cartels Risk of insolvency Low morale Damage to our reputation No repeat business

49 What do clients really want? Lowest lump sum tender price OR Lowest actual/outturn cost OR Best whole life value for the client and end users

50 Never waste a good crisis... Business and economic models Capability Delivery model Industry structure

51 Duurzaam Wonen en Werken Jeroen Hatenboer Maatschappelijke InvesteringsOpgave Enschede.

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