Agenda

Drivers

Collaboration

Tools & Training

Procurement

Manchester is the regional capital of the north west of England, the UK’s largest economic

region outside London. The Greater Manchester conurbation is by far the most

densely populated part of the region, with over 2.5 million people living in an area of 1,200

km2.

Manchester is the largest of the ten Greater Manchester districts,

but in a relatively small area of 117 km2.

Population Population fell from 703,082 in 1951 to 422,915 in 2001.

However following the recent growth period the current Manchester population is estimated to be 498,779.

Economy o In 2008 the city region generated over £44bn of GVA – Circa 5% of the

national economy & 40% of NW GVA

o GM is a larger economic unit than Wales, Northern Ireland or the North East of England

o GM is nationally leading in balancing of civic leadership, accountability and business expertise

o Major companies such as the Bank of New York Mellon, Google, Nike and Credit Suisse have all recently been attracted from the UK and overseas

o GM has particular strengths in advanced manufacturing, life sciences, creative and digital media and financial and business services

o We have an exceptional higher education offer with the largest student population in Europe of over 100,000 students across five Universities. Economic forecasts suggest that GM has the business base to create 75,000 (net) new jobs by 2015

Recession o Over £1.7bn (3.3%) and 46,000 (3.5%) GM jobs lost between 2008 and

2010

o GM unemployment increased by 44,300 (64%) between 2007 and 2010

o Youth unemployment increased by 13,800 (40%)

o The number of companies winding up was (on average) a third higher between 2008 and 2010 compared to 2007

o Personal insolvencies peaked at 5,700 in 2009, representing 28.2 per 10,000 adults

o House prices have fallen by 18% from their April 2008 peak and the number of sales fell to a third of peak volume

A Prospectus for Cities o Cabinet Office leading work with Cities to make the case for Cities in driving

economic growth across the UK and set out a radical platform for devolution

o Opportunity to create a framework for a tailored deal for growth according to:a robust economic narrative and strategy for growth, appropriate governance and leadership from both the business / public sector and delivery mechanisms that provide assurance that outcomes will be achieved

o Core Cities amendment to the Localism Bill supports this tailored approach and the need for devolution to be linked a cities’ ability to deliver. It provides a mechanism for enacting this approach.

o In Manchester, the Prospectus will be significantly strengthened by some flagship proposals….

Etihad Campus £127m investment across 32 hectares of East Manchester - 250 new jobs, 80 apprenticeships, a further 155 FTE construction posts and 310 existing jobs

safeguarded

Sharp ProjectDigital and creative media hub currently used by Sky 1 and Channel 4. Alongside MediaCityUK establishes Manchester as the 2nd most significant media centre in Europe. Broadband/digital

infrastructure here is key to the success

Airport City EZ New hub for global businesses linking a string of key sites.

Up to 10,000 new jobs over the next 10 years of which at least 7,000 would be new to GM.

All business rates (circa £10m+) available for reinvestment.

Spinningfields Over 8,000 financial and professional jobs and the highest rents in the north. Next major opportunity is the ITV site and plans to strengthen Liverpool Road

and the gateway into Castlefield. MOSI is another important part of this project.

NOMA / Coop New Co-op HQ in a new neighbourhood of the city centre with over 1m sq ft of

new offices, residential and leisure uses including a hotel which is now in planning.

The development will have the capacity for over 15,000 jobs.

Civic Quarter Transformation of the Town Hall Estate,

Elisabeth House and the series of buildings opposite the Peace Gardens and Peterloo House. Potential for another 10,000 jobs in the wider area.

Retail Many stores amongst the best performing in their groups.

No voids in the Arndale – footfall during 2010 was over 38m up from 25m in 2004. Other Centres, have not performed to anything like this level.

New HousingMCC working with Redrow to construct 400 family homes

across six sites in Harpurhey and Moston. This represents £30m private investment including a

local labour agreement and deals to improve affordability.

New Ways of Working

o Public Sector Reformo City Region Pilots –

Better Life Chances

and Early Yearso Community Budgets o Better Life Chanceso Health and Well Beingo Work And Skillso Low Carbono Flexible lettings

o Future Jobs Fund - 1,511 Future Job Fund opportunities filled in Manchester with 55.1% of people engaged moving on to employment (the majority), apprenticeships, training or learning or volunteering

o Apprenticeships - Higher number and the greatest % increase of apprenticeship starts for 16-18 year olds in Manchester as compared with the other GM local authorities.

o Manchester Employer Suite - Set up to link more Manchester residents who are out of work with vacancies in the City Centre. Since it opened in November 2010, over 2,100 Manchester residents have been referred to the Suite for training or interview with 458 residents moving into employment.

o Get Hired Event - Wythenshawe - over 800 residents attended with 101 JSA claimants securing work within 3 weeks of the event and a further 84 signing off.

Work & skills

Strategic fit/Overview of commitments

o Greater Manchester Climate Change Strategy 2011-20A City which has adapted to a changing climate, is

powered by a low carbon economy and has embedded carbon literacy into its organisations, lifestyles and behaviours, while reducing its carbon emissions by 48% by 2020

o Manchester – A Certain Future (Manchester Citywide)Manchester will be a world class low carbon city which has reduced its carbon emissions by 41% by 2020 and has embedded low-carbon thinking into the lifestyles

and operations of the city

Environmental Strategy Work Programmes

Domestic Buildings

Third SectorGreen Infrastructure

Business

Energy Infrastructure

Education

Public & CommercialBuildings

Sustainable Consumption & Production

Green Jobs

Carbon Metrics

Sustainable Events

Sustainable Transport

Communities/Carbon Literacy

Environmental Strategy

Sustainable Transport

Aim: To reduce carbon emissions and promote sustainable travel across Manchester and in particular within the City Council.

Examples:

o Workwise project - helping unemployed overcome transport barriers of getting back to work in Wythenshawe

o Travel Planning – offering advice to local workplaces and organisations to improve their use of sustainable transport

o City Car Club – car hire scheme in City Centre, Chorlton, Didsbury

o Adult cycle training – offering free cycle training to adults

o Metrolink expansion

“Government will require fully

collaborative 3D BIM….as a minimum by 2016”

“A staged plan will be published with mandated

milestones..”.

“a phased process working closely with industry

groups…..

“allow time for industry to prepare for the development

of new standards and for training”

What is BIM?BIM is an acronym which represents three

separate but linked functions:

Building Information Modelling: Is a BUSINESS PROCESS for generating and leveraging building data to design, construct and operate the building during its lifecycle. BIM allows all stakeholders to have access to the same information at the same time through interoperability between technology

platforms.

Building Information Model: Is the output of the business process resulting in a DIGITAL PROTOTYPE, a virtual computer model of a project which holds

selected structured data about the asset (design, quantity, time, cost, as built etc).

Building Information Management: Is the ORGANIZATION & CONTROL of the business process by utilizing the information in the digital prototype to effect the sharing of information over the entire lifecycle of an asset. The

benefits include centralised and visual communication, early exploration of options, sustainability, efficient design, integration of disciplines, site control,

as built documentation, etc. – effectively developing an asset lifecycle process and model from conception to final retirement

Recommendation

CAD

2D 3D

BIMs

iB IM

AIM

BSIM

FIMSIM

BRIM

CPICAVANTI

BS1192: 2007User Guides CPIC, Avanti, BSI

ISO BIM

Drawings, lines arcs text etc. Models, , collaboration

IFCIDM

IFD

Integrated , Interoperable Data

Buildin

g Lif

ecy

cle

Managem

ent

© 2008 Bew - Richards

Level 0 Level 1 Level 2 Level 3

objects

Programme

Mobilisation

COBIEFile Based

COBIE

Database Repository

Enriched Data

Web“Data” Driven

Web“Process” Driven

Five Years More Years

Red Team Projects

Blue Team Projects

Live Operations

Early Adopters

O& M HandoverConsistencyCultural ChangePackagingPUSH - PULL

Live OperationsResilienceCarbonCostPlanningetc

Active ManagementBuilding ManagementStrategic ManagementBudgetsCarbonEnable IGT Delivery Green Economy Roadmap

Phase 1 Phase 2 Phase 3 Phase 4

Tools & Training

StructuralBIM

Construction BIM

Maintenance BIM

Architectural BIM

Integrated BIM

Shared data

M&EBIM

Laser Scanningo Point Cloud output of laser scanning

o Use of high definition scanning equipment

o Captures millions of survey points (3D)

o Provides accurate as-built information

o Interoperable with BIM tools

o Used as basis for design development

o Validates accuracy of existing model

Building Performance Analysis

00:3014:3004:3018:3008:3022:3012:3002:3016:3006:3020:3010:300

500

1000

1500

2000

2500

3000

3500

4000

0094 Run 1 IAQ

0094 Run 2 IAQ

0094 Run 3 IAQ

0094 Run 4 IAQ

0094 Run 5 IAQ

Building Performance Analysis

3D Parametric Modelling

Model-based programming (4D)

3D Model Time Cost

5D = + +

Model-based cost management (5D)

o Measurement, estimating and scheduling

o Feasibility studies, cost planning, estimates, schedules of work

o Quantities, materials, labour, resources

o Comparative analysis and review

o Interoperability with 3D modelling technologies

o Reporting and data extraction

MCC FM view of BIM

o 2D difficult to understand

o Hard to visualise

o Functionality issues can be overlooked / missed

o Limited engagement

o Typical 2D drawing of THC Link

o 3D Model fantastic visual aid

o Building comes to life

o Clarity of operational issues

o Positive engagement

BIM model showing section between CL and THX

MCC FM view of BIM

BIM Aspirations and Expectations

o Must haves

o Link to Concerto – MCC Building Management Software system

o Detailed Mechanical and electrical asset register

o Life Cycle replacement programme

o Room Data linked to:• Specifications (all assets)• Supplier / contact details• Linked to service schedules / requirements (M&E)

BIM Aspirations and Expectations

Like to haves

o Link to Energy Management Systems (zoning, out of hours use event management, etc)

o 3D routes / mechanical and electrical distribution

o Known asbestos locations - link to Asbestos Management Plan

o Drainage infrastructure, distribution and connections

o 3D all service duct routes

o Ability to adapt and update the model to reflect future changes

o Staff induction tool. Customer communication tool

o Marketing tool, events and community schemes

BIM Aspirations and Expectations

Want to haves

o Have access to fully integrated 3D fly through

o Full access to fully integrated 3D External models

o Link to fire risk assessments

o Link to operational zoning (e.g.; cleaning, events, etc)

o Run logistical tests / models

o Ability to link to thermal models

o Etc….

Ability to link to

Fire Risk Assessment

Ability to rerun

thermal model

Reactive maintenance

links

Cleaning schedules

and zones

Run logistical tests and models

Materials and

components selection

Evidence of works

completed(CERTS)

Known asbestos locations

Comms tool

InductionsCustomer.Marketing

Energy Management

system

Fabric & finishesAsset

register

3D Service routes M&E

Ability to

update the model and data

Specs and

supplier details

contact

StatutoryService

schedulesPPM

Zoning of building,

managing events

3D Duct routes,

drainage distribution

Ability to link to

thermal model

Condition survey

information

Fabric and

finishes PPM

Churn ManagementPlanning

BIM Model

Link to Concerto

MCCBMS

Room Data

sheets

M&EO&M (asset

register)

Life cycle replacement

programme

The Holy Grail

Maturity LevelData Richness

Life Cycle Views

Roles or Disciplines

Business Process

Delivery Method

Timeliness/ResponseChange Management

Graphical Information

Spatial Capability

Information Accuracy

Interoperability/IFC Support

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Manchester People into Construction (MPiC)

Securing Local Economic Benefit for Manchester

Residents

Why?

o £350 million Capital Expenditure

o Corporate Objectives

o Maximise Partners Added Value

o Provide Real opportunities

What is it?o 269 Training Opportunitieso Apprenticeships = 197o Internships/Work Experience = 60o Future Jobs Fund = 12

Delivery PartnersAspireConnexionsSkills SolutionsManchester College

Other Partners/ProvidersAGMA, NIEP, RSL’s National Apprentice ServiceConstruction Skills

Placement ProvidersGB Building, Laing

O’Rourke, Reviva, Balfour Beatty, Crudens,

Bramalls,Willmott Dixon, ISG,

Faircloughs,Parkinsons, Mitie,

GroundworksManchester

Working

MCCProcurementRegeneration

Corporate PersonnelCapital Programme

Economic Development Unit

Challenges

o Stakeholder Complexity

Management Function

o Creating Sustainable Opportunities

Long-term relationships with partners

o Minimising Risk to Partners/Trainee

Aspire Model

o MCC spent £357,382,215.03 upon its top 300 suppliers (08/09)

o MCC spent £183,967,557.15 upon Manchester based suppliers (51.5%)

o £43,164,744.32 is spent in Ardwick

o £87,541,509.18 is spent in Manchester neighbourhoods in 10% most deprived nationally

o £309,055,609.74 (86.5%) is spent in Greater Manchester

o All suppliers re-spent £89,345,553.76 in the Manchester economy• This equates to 25p in every £1 received• Manchester procurement contributes towards the support of 5225 jobs

in the Manchester economy

o Range of wider local economic, social and environmental benefits

2010 research

o MCC spent £547,382,215.03 upon its top 300 suppliers (53% increase)

o MCC spent £294,836,725.96 upon Manchester based suppliers (53.9%)

o £68,709,428.04 is spent in Harpurhey

o £154,770,295.70 is spent in Manchester neighbourhoods in 10% most deprived nationally (77% increase)

o £497,712,492.26 (90.9%) is spent in Greater Manchester

o All suppliers re-spent £233,422,039.95 in the Manchester economy• This equates to 43p in every £1 received

2011 research

Costs

oManchester City Council - £86,500 per yearoWages – (Average of £10,665 per person per

year) o Supervisory and training costs to construction

partnersoMinimal costs to the apprentice

What Value is MPiC Generating?

Benefits

o Productivity of the Manchester economy (£11,643 per person per year)

o Reduced welfare benefit costs (£8,100 per person per year)o Reduced spending of healthcare (£508 per person per year)o The value of reduced crime (£3,494 per person per year)o Other softer benefits – Not valued but still important

A total of £5.46m of social, economic and environmental benefits generated

For every £1 invested an additional £4.74 is generated in social, economic and environmental benefits

What Value is MPiC Generating?

Collaboration

Collaboration

1. act of working jointly; ‘they worked either in collaboration or independently.

2. act of co-operating traitorously with an enemy that is occupying your country.

Latin roots: from labour, toil together

“Collaborative working enables you and your partners to create more value by being

more efficient and effective. It does this because collaborative behaviours are all

about working together earlier and smarter for mutual benefit. Eliminating waste and inefficiency in methods and processes

significantly increased predictability and suitability of outcomes”

Where does £100 go?

Supplier £42

Contractor £33

Client £18

Designer £7

Collaborationo There are 6 critical success factors for

collaborative workingo Early involvemento Selection by valueo Common processes and toolso Measurement ) continuouso Long-term relationships )

improvemento Robust commercial arrangements

CollaborationKey features of project alliances

o Single integrated team with the client on the insideo Collectively owned risks and rewardo Decisions taken on ‘best for project’ basiso Alliance partners incentivised to achieve outstanding

performanceo Full ‘open book’ accountingo Culture of no fault, no blame and no dispute, with an

uncompromising commitment to trust, collaboration, innovation and mutual support

Procurement

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”

North West England

o Five sub regionso 47 local authoritieso Four-fifths of the region is rural, most

of the population live in urban areaso 60% of people live in conurbations of

Merseyside and Greater Manchester

Where does the North West Construction Hub operate and who can use it

All North West Public Sector Bodies have

access.

Over 200 organisations were listed in the OJEU

notice

Cumbria

Lancashire

Merseyside

Gtr Manchester

Cheshire

Why use it?

o Lead organisation on behalf of North West Contracting Authorities

o NWCH is responsible for establishing frameworks, letting procurement agreements, playing a key role in the management

o NWCH is responsible for benchmarking and performance measurement of those agreements

o Opportunities to apply lessons learned and share benefits across the North West region.

o The results are less waste, less duplication, local engagement and greater efficiencies which gives better value for money

Develop skills across the regionSub regional lots

Promote sub regional engagement &

ownership

Encourage participation from sub regional contractors

Generic model for framework management

NWCH Frameworks

The NWCH procured three frameworks for the North West region

Low Value (£0 - £500k) January 2011

17 partners

Medium Value

(£500k - £10m+)

August 2010 14 partners

High Value (£10m+) May 2010 5 partners

Framework benefits

7.5%Saving on project costs

10-15% Time savings

1-2%Capital cost savings – result of not tendering

What does it mean for local clients

o Reinvesting in the local economyo Fair payment o Local supply chain participationo Support for SMEso Apprenticeships / Youth Employment o Local employment o Low Carbon

Conclusiono Delivering sustainable efficiency savingso Reducing consultancy and construction

costso Projects closer to target cost and timeo Reduction of disputes, claims and litigation o High client satisfaction rates o High proportion of value of work

undertaken by SMEs

Conclusiono High proportion of local labour and sub-

contractorso High take-up of government initiatives such as

Fair Payment, Apprenticeships, Localismo High proportion of construction, demolition and

excavation waste diverted from

landfillo Good Health and Safety performance against

national average

Thank

You