BOOK

ACA excellence in practice

Collaborative construction

‘Collaborative Construction Procurement and Improved Value’ (Wiley, April 2019 £79.95) provides a guide to how proven collaborative models and processes can move from the margins to the mainstream explains author David Mosey

This review first appeared in Planning in London www.planninginlondon.com Collaborative Construction Procurement and Improved Value provides a guide for project managers, lawyers, designers, constructors and operators, showing step by step how proven collaborative models and processes can move from the margins to the mainstream. It covers all stages of the project lifecycle and offers new ways to embed learning from one project to the next.

Construction projects should always be a team endeavour, yet despite extensive evidence as to the benefits of collaborative working, most procurement models and contracts do not support teamwork but instead focus on the transfer of risk down the supply chain. This traditional defensiveness reminds us that organisations are obliged to protect their own interests, and it is important to examine the extent to which collaborative alternatives provide equivalent or improved legal and commercial protections.

A collaborative procurement approach should comprise processes and relationships through which a team can develop, share and apply information in ways that improve the design, construction and operation of their projects. A collaborative approach should support team selection and team integration, and it should offer a fresh approach to legal and cultural issues that can otherwise reduce efficiency and waste valuable resources.

This book explores the delivery of economic and social value through improvements in strategic thinking, team selection, contract integration and the use of digital technology. It analyses the processes and relationships of collaborative construction procurement throughout each stage of the design, costing, timetabling, risk management, construction and operation of any project of programme of work. It uses analysis, guidance and over 50 case studies to illustrate how collaborative approaches can be adopted successfully by any team in any part of the construction sector.

Collaboration among individuals engaged on a project or programme of work is only made possible by integrating the differing needs and commercial priorities of the organisations who employ them. Knowledge is power, and the legal and commercial tests of collaborative procurement include: • Firstly, whether team members build up shared knowledge at a time when it can be used to improve project outcomes • Secondly, whether team members use that shared knowl

edge to improve project outcomes rather than for their individual benefit.

Many procurement models provide little time or opportunity for consultants, contractors, subcontractors, manufacturers and operators to integrate their work. Instead, these models attempt to fix prices without joint cost analysis and to transfer risks without joint risk management, often encouraging misunderstandings and disputes that lead to cost overruns, delays and defects.

This book reviews the collaborative bridges that connect and integrate the work of different team members and that translate their aspirations into actions, plus a range of factors that may encourage or obstruct progress. New procure- ment models will not gain widespread support unless they offer benefits for all parties, and this book examines the ways in which procurement processes, digital technology and collabora- tive contracts can accommodate the differing aspirations and requirements of all team members.

Collaborative Construction Procurement and Improved Value explores how collaborative team members are selected, whether collaboration needs a contract at all and, if so, whether a new type of contract is required to fulfil this role. It tests whether team members can integrate their work only by making non-binding declaration and the collaborative features of different standard form project contracts are compared. The new FAC-1 framework alliance contract and the TAC-1 term alliance contract, which have been adopted on £42 billion of >>>

New Prison North Wales for Ministry of Justice, cost: £156,923,058 (original cost estimate £212,200,000) New Build Prison Main contractor: Lend Lease Key suppliers: AECOM (Client Representative), Sweett Group (Cost Consultant and CDMC ), WYG (Technical Assessor), Capita Symonds (Architect),TPC Consulting (Civil and Structural Engineers), Hoare Lea (Mechanical and Electrical Engineers), Crown House (Mechanical and Electrical Specialist)

SEE:http://constructingexcellence.org.uk/wpcontent/uploads/2015/12/Trial-Projects-NorthWales-Prison-Case-Study_Final.pdf

>>> procurements in their first three years, are examined in detail. Collaborative construction procurement needs to be sustained by personal relationships, and this book considers the different ways to create and support a collaborative culture. It also examines the potential for building information modelling (‘BIM’) and other digital technology to create new connections between team members, and to integrate the capital and operational phases of a project. Lessons learned from the case studies show how economic and social value can be improved. The different options available for costing, incentivising and programming a collaborative project or programme of work are assessed, as are joint risk The ACA works in collabomanagement systems and alternative ways to avoid or resolve ration with Professor David disputes. Mosey at KCL in the pubSix chapters have been contributed by leading practitioners lishing of PPC2000 and in Australia, Brazil, Bulgaria, Germany, Italy and the USA. They FAC-1 agreements describe how new approaches to collaborative procurement, contracts and BIM are adopted in each country, and they explore the different challenges arising in common law and civil law jurisdictions. Mark Farmer, author of ‘Modernise or Die’, commented that without ‘integrated working behaviours, the construction world will become an increasingly difficult place to work in. Reading this publication is a vital part of future-proofing yourself’. n Some of the users of ACA’s FAC-1 framework contracts • Crown Commercial Service national and regional frameworks, including £2.8 billion consultant framework • Numerous local authorities and housing associations – the smallest being Southern Housing Group £7.5 million • Football Foundation – £150 million national changing rooms programme and £60 million mini-pitch programme integrating clients, contractors, consultants and suppliers • LHC £multi-billion national and regional frameworks aggregating client needs for schools/community buildings/ housing and specialist works/services • Kier – £54 million highways programme, contractor-led supply chain alliance with Surrey County Council SEE: UK and international ‘News and Users’ at Ministry of Justice £157 million North Wales Prison case study using ACA’s PPC2000 form of contract Ministry of Justice have created a collaborative basis under the PPC2000 contract for the design, construction and maintenance of a 2,100 place prison on a site in the Wrexham Industrial Estate. They selected a team from their National Alliance and undertook a 38 week period of programmed early contractor contributions to design, risk management and finalisation of agreed costs. Ministry of Justice are applying lessons learned from their Cookham Wood Trial Project (https://www.gov.uk/government/publications/procurementtrial-project-case-study-cookham-wood).These lessons have enabled the North Wales Prison team to obtain additional benefits from the use of BIM Level 2 and greater contributions from Tier 2/3 subcontractors and suppliers, including a specific focus on local/regional SMEs. The team are also using the CITB Client -Based Approach to maximise employment and skills benefits from the project. The North Wales Prison project is trialling Two Stage Open Book, BIM Level 2, Project Bank Accounts and Government Soft Landings. The savings are drawn from the combination of Two Stage Open Book with BIM, including market engagement and tender meetings to help de-risk the early selection of an Integrated Team. Additional savings are drawn from joint design development and risk management during the timetabled pre-construction phase of the project. Key points: ➢Early appointment of consultants, main contractor and M and E specialist under MoJ bespoke framework alliance + PPC2000 ➢Agreed savings of 26% using supply chain collaboration + BIM ➢Local business opportunities and local employment / skills initiatives ➢Design innovations used by MoJ on other projects ➢Joint risk management avoided delays/ claims n