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Collaborating for the built environment 0870-922 0034 mail@beonline.co.uk

Members’ Forum 19 March 2003. Collaborating for the built environment 0870-922 0034 mail@beonline.co.uk. Be introduced Richard Saxon CBE, Chairman of Be. Agenda. Housekeeping Introduction and overview since merger Progress with key activities

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Collaborating for the built environment 0870-922 0034 mail@beonline.co.uk

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  1. Members’ Forum 19 March 2003 Collaborating for the built environment0870-922 0034 mail@beonline.co.uk

  2. Be introducedRichard Saxon CBE, Chairman of Be

  3. Agenda • Housekeeping • Introduction and overview since merger • Progress with key activities • Forum theme: supply chain management from the suppliers’ perspective • Lunch • Forum theme part 2 • Finish 3.30pm

  4. Collaborating for the built environment

  5. Mission Collaborating to create sustainable improvement in the built environment

  6. + = think do

  7. Aims and objectives To lead to achievement of ever increasing value to – • customers • society • people in the industry • businesses in the industry To move the industry’s offering from construction to built environment solutions innovating in process, product, management and culture.

  8. MembersTarget 150 by end 2004 Clients Abbey National Argent Estates Arlington Securities AWE Barclays Bank Brixton Estates Defence Estates DTLR Exel GlaxoSmithKline HQ Land Command Land Securities John Lewis Partnership Lloyds TSB Manchester City Council Marks & Spencer Office of Government Commerce Redrow Commercial Developments Slough Estates Tesco Contractors AMEC Amey Anglo Holt Balfour Beatty Birse Bovis Lend Lease Bowmer and Kirkland Carillion Costain G W Deeley Elliott Galliford Try George & Harding M J Gleeson HBG Hochtief Interserve Kier Laing O’Rourke MANSELL McNicholas John Mowlem Pearce (Retail Services) Shepherd John Sisk Skanska Taylor Woodrow United House Wates Willmott Dixon Consultants Atkins Michael AukettBevan Ashford BDP Buro Happold Andrew Cooper FaulknerBrowns Foster Gensler Gibberd Haddon Few Montuschi Hoare Lea & Partners Mott MacDonald OveArup The Parr Partnership Richard Rogers Percy Thomas Waterman White Young Green Applied Solutions (Projects) APS Project Management Building Performance Group CMS Cameron McKenna Citex Davis Langdon & Everest Gardiner & Theobald Gleeds Hammond Suddards Edge EC Harris Heery Linklaters & Alliance Nabarro Nathanson Cyril Sweett Turner & Townsend Specialists & suppliers AMEC Building Services Atlas Ward Structures N G Bailey Balfour Kilpatrick BIW Technologies Buildonline EMCOR Drake & Scull Glamalco Irvine Whitlock Pirin Stent Foundations Corus Forticrete Kingspan Access Floors Marshalls Otis Trent Concrete Waterloo Air Management University of Reading

  9. Holistic approach pan industry, whole supply chain adding value for customer and industry integration of whole cycle sustainability collaborative working internationalist Leading edge commitment to research focus on delivery a learning organisation communicating with government and industry no vested interest but our members quality driven ethical practical Core values

  10. Development Facilities Management Customer Organisation Business Consulting Design & Construction Suppliers Users/ Consumers How does value flow?

  11. Building lifetime cost ratios • Design 0.1 • Construction Cost 1 • Operation & Maintenance 5 • Business Staffing 200 • Business Income 250+ • Design Leverage 1:2500 • 4% of GDP levers the other 96%

  12. Integrated cycle BUSINESS CASE EVALUATION PROCUREMENT KNOWLEDGE BASE BRIEF & DESIGN USE OPERATION MANUFACTURE CONSTRUCTION

  13. Members’ survey and business plan 2003 Don Ward, Chief Executive of Be

  14. Be members survey Feb 2003

  15. Comparison with DBF/RCF surveys 2002

  16. What do you want from Be?Rank 1, 2 etc • Learn from other members • Access to information, guidance, tools etc • Particular working groups or topics • Meet like-minded firms • ‘Network' • Other ‘personal development’ reasons • Win work from other members • Form teams with others to bid for work • Influential pan-industry body • Seemed like a good idea • Other

  17. What do members want? (Rank 1, 2 etc) Learn from others To 'network' with others to minded firms Meet like- Form teams bid for work Influential pan- information, guidance etc Access to industry body Win work from others development' Other 'personal reasons working groups Particular or topics

  18. How are we doing? (Average mark out of 10 of those who ranked the issue at all) 10.0 8.0 6.0 4.0 2.0 0.0 Learn from others To 'network' with others to Meet like- minded firms Form teams bid for work Influential pan- information, guidance etc Access to industry body Win work from others Other 'personal development' reasons working groups Particular or topics

  19. What do members want?Comparison with RCF/DBF 2002 (Rank 1 = 10 marks, rank 2 = 9, etc) Be 2003 RCF 2002 DBF 2002 10.0 8.0 6.0 4.0 2.0 0.0 Learn from others To 'network' with others to Form teams minded firms Meet like- bid for work Influential pan- guidance etc information, Access to industry body Win work from Other 'personal others development' working groups reasons Particular or topics

  20. How are we doing?Comparison with RCF/DBF 2002 (Average mark out of 10 of those who ranked the issue at all) How is Be doing? RCF 2002 DBF 2002 10.0 8.0 6.0 4.0 2.0 0.0 Learn from others To 'network' with others to minded firms Form teams Meet like- Influential pan- bid for work guidance etc information, industry body Access to Win work from others Other 'personal development' working groups reasons Particular or topics

  21. More clients (3) Focus activities – quality not quantity (2), relevance to clients not academia Increased PR profile (2) More emphasis down the supply chain Links and right messages re other bodies Demonstrate ROI for members’ subscriptions New topics Sustainability (2) Health, safety & welfare (2) ‘Communities Plan’ Best value in public procurement through CW Other comments

  22. Strategic priorities 2003 Influence Delivery Learning

  23. Leadership "Designing the Future" People Training and education Skills audit G4C - "Generation for Collaboration – Be the future" Life/work balance Strategy & Policies Industry Network for Construction Research Commercial arrangements and risk management Benchmarking value drivers Partnerships & Resources Collaborative Working Integrated supply chains: challenges for commercial practice Processes FM integration ICT-enabled collaborative working Cost of tendering “Be excellent” – formerly the DBF Registration Scheme Current projects and working groups

  24. Leadership "Designing the Future" People Training and education Skills audit G4C - "Generation for Collaboration – Be the future" Life/work balance Strategy & Policies Industry Network for Construction Research Commercial arrangements and risk management Benchmarking value drivers Partnerships & Resources Collaborative Working Integrated supply chains: challenges for commercial practice Processes FM integration ICT-enabled collaborative working Cost of tendering “Be excellent” – formerly the DBF Registration Scheme Current projects and working groups

  25. Leadership "Designing the Future" People Training and education Skills audit G4C - "Generation for Collaboration – Be the future" Life/work balance Strategy & Policies Industry Network for Construction Research Commercial arrangements and risk management Benchmarking value drivers Partnerships & Resources Collaborative Working Integrated supply chains: challenges for commercial practice Processes FM integration ICT-enabled collaborative working Cost of tendering “Be excellent” – formerly the DBF Registration Scheme Current projects and working groups

  26. FM integration • Partnership with CFM • Different language • Feedback vs feedforward • A Be CFM guide - summer 2003

  27. “Be excellent” • Need more interest and involvement in business improvement • Thorough assessment of the current scheme plus close work with • British Quality Foundation, BQC Performance Management, CBP, CFM • examination of other schemes EFQM Excellence Model, Construction Performance Driver, Hospitality Assured, Snapshot, Procurement Excellence and Clients Charter • New approach based firmly on EFQM model • easy to use, less costly, remains challenging and robust, taking on board collaborative working and FM • Initial self-assessment tool, moving on to independent accreditation and certification • Trial scheduled for MayPriority discussions with existing registered firms

  28. Research progressMalcolm Dodds, Research Director of Be

  29. “Be collaborative” construction contract The Product Available on Be website and CD-ROM Available to view with links to guidance notes and definitions Available to download and customise (free to members) User feedback for continuous improvement

  30. “Be collaborative” construction contract The Process Now reviewing detailed proposal by Format Information Design (OGC and Be’s Collaborative Woring Group’s Toolkit) Produce site specific content 8 weeks production including fitness for purpose testing Aim to be online June 03

  31. Skills Audit • The skills we have, need and get • CITB is funding £36,000 scoping study • University of Reading’s School of Construction Management and Engineering with School of Psychology • 6-month study from April 2003 • Apply 3-year Teaching Company Scheme

  32. Life Work Balance • Life work balance for young professionals in construction • Open University Business School funded • Be sponsored: Researchers working with Be members • Be summer workshop for HR Directors – feedback and review

  33. Integrating the Supply Chain • A framework for analysing and describing costs in a way that supports collaboration • Ways to measure and improve supply chain performance over time • A portfolio of commercial arrangements for key supply partners • Group of action research projects now being built by Be members

  34. ICT-Enabled Collaborative Working: Sharing what we know and making it work • Joint Be/IAI/Teamwork research bid to DTI for £750,000 over three years • Viva at DTI went well • Our bid scored highly by appraisal team • Awaiting ministerial announcement

  35. Education & trainingTerry Bilsbrough, Chairman of Be working group

  36. Working Group Objectives • Train and develop future industry leaders • Improve integration and collaboration between disciplines • Influence institutions and industry educators • Lift profile of Be / industry

  37. Working Group Progress • Project Team Leadership Programme • Programme number one feedback • More positives than negatives

  38. Programme Number One Feedback Positives • Supported DBF mission of integration • Developed leadership skills • Delegates satisfaction to modules - 80% • Delegates would recommend to others - 84% • Input sessions were well received by delegates • Henley report marks above average compared to other MBA students

  39. Programme Number One Feedback Issues • A number of member companies view £12.5k per delegate unaffordable • Cost making programme unsustainable • Programme is only accredited to Certificate not Diploma

  40. Programme Number Two • We are looking to run the second programme • Being the second pilot programme will be subsidised - cost £11k • In spite of cost issue many companies have given positive reports

  41. Next phase • Wates report • CITB report • Develop a holistic approach to collaboration and leadership

  42. Working group vision • Develop a construction industry leadership programme • Leadership development pyramid Chief Executive Officer Senior Management Honours Middle Management Masters Leadership Junior Management Diploma Skills Skills Student / Graduate Certificate New Recruit

  43. Level 5 Cont. Improve Process Improve Level 4 Bench-marking Process Control Level 3 Singular method. Process Definition Level 2 Common process Basic knowledge Level 1 Common language Working group vision • Stepped approach - from new recruit to chief executive • The different stages of project leadership maturity

  44. Is the pathway to Strategic Competency Are the foundation for Sustained Competitive Advantage Are the source of Project Leadership Competencies Leads to Project Leadership Skills Project Leadership Training Immaturity Maturity Excellence Working group vision • Stepped approach - from new recruit to chief executive • How does the project leadership maturity level relate to education?

  45. Working group vision • Containing a suite of courses • Establish a scale of qualifications and competencies • Establish accreditation at all levels • Many more member companies and other delegates involved

  46. Working group vision • Establish a multi-organisation, multi-disciplinary alliance, including Be / CITB / Henley/ Association of Project Managers (APM) • Benchmark against leadership models • Establish best practice from industry • Programme aligned to Egan principles • Obtain endorsements from trade bodies and institutions

  47. Action plan • Obtain support in principle at 19 March 2003 Forum • Meeting with Wates - 9 April 2003 • Meeting with Be members - HR Directors • Discuss CITB report • Obtain competencies from CIC • Hold a workshop with interested parties • Discuss qualifications with Henley and others

  48. G4C – Generation for CollaborationDuncan McIndoe, Chairman of G4C

  49. Value drivers in the demand and supply chainJohn WilliamsChairman of the Be Benchmarking working group

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