1. Introductions Framework Director:Annette-Marie Ball Framework Procurement Lead:Justin Bennetts Framework Technical Lead:John Greaves Framework Workstream Lead:Jon Williams Framework Support Assistant:Eleanor Thomas

2. Context Feb ’08: Devon selected to host regional initiative OJEU: August 2008 PQQ: 40 responses, short listed to 25 ITT: 23 responses, Framework award to 11 Framework went live: 3 rd August 2009 Public sector construction works OJEU notice permits CFSW Authorities to procure projects with a value >£250k

3. Vehicle to procure public construction works in the SW Procured via OJEU Focussed on construction projects in excess of £1 million (£250k  ) Regional Participatory Project Board Nil charge for Framework use (via SW IEP) CFSW Overview

4. Who can use the Framework? Public bodies of all types throughout this geographic area.

5. Project Types to Date 5 / 20

6. Framework Providers

7. Achievements to Date Total value of projects circa £230m 25 signatories to Public Body User Agreement 50 projects currently working through the framework Numerous repeat clients and endorsements Average just over 6 weeks to undertake CFSW ITT process KPI’s measured at intervals: Preconstruction, Construction and Post Handover Contractors KPI score for Team Performance averages 86% Clients team average 85%

8. The Traditional Route Feasibility Design Tender Construction Design problems and risks realised too late leading to time and cost overrun Conflict Tender and appoint contractor

9. The Framework Route Feasibility DesignConstruct MC2 shortlist: More predictable delivery – on time, cost and quality Buildability, Cost, De- risk & Programme reduction Pre-Construction phase (fee based) Agree packages of work, contract sum, risk and programme

10. Mini Competition Stage One : Mini Competition Stage Two : To shortlist: Entails Project tender price, comparison against Case Studies and the inclusion of any non price factors Incorporating EXOR Gold standard checks / avoids duplication of multiple ITT’s and ensures efficient route to market 10 / 20

11. Highlights Increased speed to market (MC1 & MC2 = 6 weeks) Engage contractors quickly and early in the design process KPI scores provide added incentive Predictability of construction costs and programme Reduction in design problems realised during construction Cost reductions and ‘buildability’ arising from collaborative design Improved value engineering Greater cost certainty when work commences Promotes initiatives such as OGC Fair Payment Practices and WRAP targets Potential to aggregate programmes of work & materials buying 11 / 20

12. Savings to Date £3.15m process saving (OJEU already complete) Early contractor involvement has contributed towards CFSW projects to be value engineered by over £6m, prior to starting on site All completed CFSW projects delivered to programmed date All completed CFSW projects delivered to within 1% of contract sum KPI measurement ensures performance to targets

13. CFSW: Setting Standards Development workstreams Training & Development Environment & Sustainability Risk Management Performance Management & KPIs Collaborative Working / Health and safety Project Control Processes / Supply Chain Development Value Engineering & Value Management Facilities Management & Ongoing Maintenance Charters Framework Charter: Statement of intent Fair Payment Charter WRAP + Environment and Sustainability Site Minimum Standards Health and Safety Charter

14. Measures Performance against targets for: Overall team performance Health and Safety Sustainability Customer satisfaction Cost predictability Delivery to programme Savings generated Waste management Apprenticeships Key Performance Indicators Plus metrics which measure Client Performance 14 / 20

15. Apprenticeships Workstream BCSW (SME) employ seven apprentices on block release from Petroc College, North Devon due to framework tendered projects. “Securing two projects via the framework has given us the confidence that our apprentices will be able to complete their training”. James Owen Court, the first CFSW project to reach practical completion, employed seven 7 apprentices through a sub contractor as part of an intensive 9 week refurbishment. The project was awarded to Mansell Construction Services Ltd by the University of Exeter. 15 / 20

16. Case Study: James Owen Court University of Exeter- 276 bed student accommodation refurbishment Framework provided fast track solution for project with immovable deadline Mansell Construction Services awarded the project 1 st June 2010 Collaborative working between client, contractor, consultants (Mace) and sub- contractor (MITIE Engineering) Heavily resourced project – 100 staff on site x 12 hour days x 7 day / wk The result: “ We are pleased with the framework process and truly delighted with the work undertaken by Mansells, we thought the project was almost impossible to achieve but their careful management and quality control delivered the [project] on time and just below budget” Senior Building Surveyor, University of Exeter. Team performance scores – 95% for Mansell and 94% for the clients team. 16 / 20

17. Case Study – MyPlace - Parkfield MyPlace is an innovative project to provide young people in Torbay & visitors a range of sports, outdoor pursuits and performing arts activities. Combines new build, external leisure facilities and refurbishment to a Grade II listed building. Torbay Council awarded the project to Interserve Project Services Ltd,13 th April 2010, eight weeks after MC1 initiation. Project came late to the framework – RIBA stage F/G but via close working between contractor and client during Pre-construction the project was value engineered to align the design with the client’s budget. Success of the value engineering is reflected in the team performance KPIs with both contractor and client teams scoring 99% Project currently under construction and due to finish later this year. 17 / 20

18. “I am one of the audit team at South Gloucestershire Council and have recently completed a review of our operation of the CFSW. Just to give you a little bit of feedback, the staff that use the framework were very complimentary about its benefits and it is working well to date on the projects that are underway. More analysis will be undertaken as the projects are completed. Relationships with contractors are good and getting better with each contract. We are using a range of different contractors and all of them have been appointed via the mini competition process. So this has been a positive piece of work” Group Auditor, South Gloucestershire Council, 23 Feb ’11. South Gloucestershire Council 18 / 20

19. Finally: Noting the downturn across public sector Projects delivered to date Target: To track and reduce £cost per m 2 Speed of OJEU to progress projects to market, through design and to site Repeat users / Relevance of KPI’s Shared Workshops – industry coming together to share cost and  results 19 / 20

20. Questions / Comments Justin Bennetts: Justin.bennetts@devon.gov.uk John Greaves: John.greaves@nps.co.uk