Constructing Excellence and Sustainability

Sue InnesRegional Co-ordinator

Objectives for today

Share Constructing Excellence Sustainability Strategy– General outline– More detail about EPICs and regional strategies

• Learn more about BIFM strategy for sustainability

• Opportunities for collaboration?

Rethinking Construction is the banner under which the construction industry, its clients and the government are

working together to improve UK construction performance

www.rethinkingconstruction.org

Context: Rethinking Construction

Rethinking Construction

• Launched following the report of Sir John Egan’s Construction Task Force in 1998

• Objectives:– To achieve radical improvements in the design, quality,

sustainability and customer satisfaction of UK construction

– To be able to recruit and retain a

skilled workforce at all levels

Set up to lead radical improvement in construction in

– Value for money

– Profitability

– Reliability

– Respect for people

through demonstration and dissemination of bestpractice and innovation

www.m4i.org.uk

Set up in April 1999 to promote radical change and continuous improvement in the housing industry

www.thehousingforum.org.uk

Set up in 2000 to promote integration of the Rethinking Construction agenda into Local Authority procurement policies

and practices

www.lgtf.org.uk

Respect for People

• Industry improvement cannot be delivered without improving performance in people issues

• Six key areas of activity:– Health & safety

– Training

– Equality & diversity

– Workforce satisfaction

– Working environment

– Work in occupied premises

• In April 2003, the Construction Best Practice Programme merged with Rethinking Construction

• Separate business plans until April 2004

• Changes are principally internal – the roles of the organisations involved still remain

MISSION STATEMENT

Our mission is to help construction organisations (including clients) achieve greater profitability and long term improvement through reduction in costs, increased productivity and a greater fulfilment of customer needs, by implementing better management practices.

       

CBPP

Department of Trade and Industry

Ministerial Steering Group

Rethinking Construction

Local Govt. Task Force

M4I

Housing Forum

Constructing Excellence Structure

Respect for People

Rethinking Construction Demonstration Projects Programme

Housing Forum Projects:

• 126 Projects

• Construction Value exceeding £1.6 billion

• Over 8,750 new build units

• Over 42,500 refurb units

M4I Projects:M4I Projects:

• 300 Projects300 Projects

• Construction Value Construction Value exceeding £4 billionexceeding £4 billion

‘Building a Better Quality of life’

Construction industry contribution to sustainable development by– being more profitable and competitive

– delivering buildings and structures that provide greater satisfaction, well-being and value to customers and users

– respecting and treating its stakeholders more fairly

– enhancing and better protecting the natural environment

– minimising its consumption of energy (especially carbon-based energy) and natural resources

Objectives for the Constructing Excellence strategy

• Greater awareness of the practical significance of sustainability

• Publicise the business benefits

• Develop better understanding of how construction can contribute to meeting the objectives of the UK Strategy for Sustainable Development

• Provide practical information and support

• Tools to support more sustainable practices

• Ensure that consideration of sustainability becomes embodied in mainstream business practices

Proving and Selling the Business Case

• Sustainability Checklist:– Ensure use for all new demonstration projects– Collect and analyse data – Publish information derived from its use

• Produce an update of the WellBuilt! Sustainable Construction Action Plan

Sustainability Checklist

• Project level

• Designed to be simple and straightforward!

• Projects see what they are already doing, and what they could do

• Being used by some businesses to develop policy and drive change

Engaging with Clients in Driving Change

• Generic Sustainable Construction Policy document

• Generic Sustainable Development planning guidance documents

• Recruit demonstration projects utilising Environmental Performance Indicators (EPIs) and report on results

Involving all Aspects of the Industry

• Work with key industry bodies • Programme of workshops on sustainable

construction in each region• Provide information:

– Database of contacts/specialists

– Sustainability web page

– Publications: new and updated previous work

• Environmental Performance Improvement Clubs (EPICs)

EPICs

• Network of mentors

• Supply chain involvement

• Training workshops and site visits

• Practical focus

• Facilitation by CIRIA/stakeholders/supply chain leaders as appropriate

Creating a Self Sustaining Framework for Change

• Links with universities

• Regional sustainable construction strategies (East of England model)

• Align activities with these regional strategies and link them to regional objectives and targets

Sustainable Construction Strategy for the East of England

• Developed by industry representatives

• Linked to other regional documents:• Sustainable Development Framework

• ‘Building a Better East of England’

• Regional Economic Strategy

EAST OF ENGLAND SUSTAINABLE CONSTRUCTION STRATEGY:HIGH LEVEL OBJECTIVESOur aim is to improve the quality of life, environment and infrastructure for all the people of the region.

To achieve this aim, our high level objectives are:to deliver a high quality built environment

to improve the quality of lifeto deliver a high quality infrastructureto improve the performance of the construction industryto increase resource efficiency within the built environment.

Each of these objectives needs to be supported by a range of indicators that will be used to set targets and measure progress towards a more sustainable East of England. Users of the Strategy should decide on targets and milestones that are relevant to their own particular strategies and programmes using the suggested indicators.

DELIVERING A HIGH QUALITY BUILT ENVIRONMENTKey challengesRaise awareness, educate and trainIdentify and implement best practiceDevelop appropriate toolsProve business case for stakeholdersPress for appropriate legislation where necessary

Key barriersLack of education and trainingAvailability and choice of sustainable products and servicesLack of patronage in procurement processesLack of business driversRegional planning power

Key actionsNetworking and collaborationCommercial demonstrationsCarbon Taxing – linked to incentives for improving environmental performance of existing building stock

DELIVERING QUALITY OF LIFE

Key challengesProvide for basic needs – shelter, water, food and energyProvide public services – education, health, crime protectionPromote community, citizenship and cultureMaintain stable economyDeliver quality environment, locally and globally

Key barriers

Preoccupation with economic growthPublic and professional attitudesLack of education and awarenessLegislation and government policyLack of resources

Key actions

Develop concordat within construction industryIntegrate construction strategy with Community StrategiesPursue self-regulated continuous improvement

DELIVERING HIGH QUALITY INFRASTRUCTUREKey challengesIntegrating into planning decision-makingDeveloping a strategy based on forecastingFinding the funding requiredReaching an appropriate standard of qualityBuilding the delivery partnerships needed

Key barriers

EconomicsDecision-making processesLack of commercial incentivesPublic understandingAccessing the right people

Key actions

Promote and co-ordinate industryEstablish a Centre of ExcellenceDevelop incentives for sustainable development

DELIVERING INDUSTRY IMPROVEMENTKey challengesFocus on whole life customer needsDeploy modern procurement methodsEmploy modern construction methodsEmbrace waste reduction (people, materials, and energy)Improve education and skills

Key barriers

Industry’s insularityShort term approachesThe industry’s myth of ‘uniqueness’Lack of incentives (both positive and negative)Lack of investment due to lack of commitment

Key actions

Use media to raise awareness of issue Establish a Centre of ExcellenceInvest in pump-priming sustainable developments

DELIVERING RESOURCE EFFICIENCYKey challengesRaise awareness, educate and trainImprove communication and disseminationProvide incentivesPromote inclusive engagement

Key barriers

Lack of industry leadershipVested interests in status quoShort term approaches RegulationsIncentives, e.g. taxation

Key actions

Communicate through media, networking, sharing information Demonstrate industry leadershipProvide incentives

East of England Strategy: Targets

East of England Strategy: Implementation

• Regional Centre

• Aligning other activities:• Environment Agency

• CITB

• Construction Skills Forum

• CIEF

• CPN

Opportunities for collaboration?