Constructing Excellence

Annual Report 2007

Constructing Excellence, Warwick House, 25 Buckingham Palace Road, London SW1W 0PPT 0845 605 5556 E helpdesk@constructingexcellence.org.uk W www.constructingexcellence.org.uk

Constructing Excellence is committed to reducing its carbon impact.

© Constructing Excellence. Requests to reproduce any part of this document should be sent toConstructing Excellence. Published: September 2007.

Front cover photographs (from top, clockwise) courtesy of: Lemon Tree House – supplied by WilliamSutton Homes, The Oxford Castle Malmaison Hotel – supplied by the Osborne Group, NHBC.

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Constructing Excellence is the custodian of the industry change agenda

initiated by the Latham and Egan reports of the mid-late 1990s. A number of

cross-industry bodies and initiatives were set up at that time, funded either

by government or by industry, including the Construction Best Practice

Programme, Movement for Innovation, The Housing Forum, and Be

(previously the Reading Construction Forum and Design Build Foundation).

All these bodies and others now form Constructing Excellence, a powerful,

and influential organisation for improving the built environment.

Our current work programme is based on four core themes: Integration &

Collaborative Working, Sustainability, Value, and Leadership & People. This

work is delivered for three types of customer: our core membership forums,

government customers and commercial clients.

Constructing Excellence is the leading corporate membership organisation dedicated to

improving performance and showcasing best practice across the UK construction industry. Our

vision is to inspire a demonstrably better built environment, with members that include clients,

contractors, consultants, specialists and suppliers across the housing, buildings and estates and

infrastructure sectors. As such, we provide a unique bridge between industry, clients,

government and the research community at national, regional and local levels across the UK,

supported by a network of 12 regional and national partners and 42 local business clubs.

Bob White, Chairman, and Don Ward, Chief Executive

The last year has been one of significant change as we finished the transition from DTI grant

funding to a thriving membership-governed organisation which also manages government

programmes and commercial commissions.

DTI was delighted with the value we gave them under the prior

arrangement, but on 31 March 2007 we reached a major milestone in the

history of the industry change movement, becoming an independent and

sustainable organisation able to support a range of customers and

stakeholders with quality objective advice.

Of course this is not just a time of change for the organisation but the

industry as a whole. If we look back over the last ten years or more since the

Latham and Egan reports in 1994 and 1998 respectively, we have seen

enormous progress. For example partnering and collaborative working are

commonplace on the larger construction programmes, as is early

involvement of the supply chain, and KPIs are widely used in all sectors.

Rapid progress is being made, particularly in the field of environmental

sustainability, but this will be difficult to maintain if we do not continue to

push the basic essentials of collaborative working and integrated supply

chains, where procurement is by value and not lowest cost, and the supply

chain feels ‘safe’ enough to concentrate on adding value for both the client

and the team.

Our task is far from finished. Inevitably the goal posts have moved, and the

industry faces new challenges from different drivers for change which were

neither evident nor established before the turn of the century. These confirm

the growing relevance of the built environment, including societal issues

such as climate change and sustainability, as well as skills shortages and the

increased power of the consumer. The activities of the organisation then are

just as relevant today as they were a decade ago and our team is

determined to find solutions to securing the organisation’s long term future.

We believe we are well placed to do this with our 250-plus member

organisations in the lead, out at the forefront of innovation and best practice.

Our priorities in the year ahead are to deliver ever-better value for members

and to grow our membership as a result, and to seek to make a difference

with smaller firms and at a regional level, doing all this whilst keeping our

finances on a sustainable basis for the future.

This report highlights some of our achievements in the lastyear, and shows us to be a strong position thanks to thequality of engagement from our members, our customers, ourpartners and our staff. To all of those who continue to supportus in improving industry performance and delivering ademonstrably better built environment, we say THANK YOU!

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Improving industry performanceForeword

Highlights from all three areas of our work are presented inthis report, all showing the value added by our evidence-based approach using action research, demonstrations,measurement, guidance, networking and influence.

Bob WhiteChairman

Don WardChief Executive

The Old Wood Yard, Hargham

Courtesy of Metropolitan Housing Trust

Skanska Engineers

MembershipMembership is growing by one new member per fortnight.

OutputsOur productivity is growing across all our core activities.

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Income this yearIncome was £5.1m compared with £5.4m in 2005/6.

Where the money goesAs a not-for-profit organisation, any surplus that we make is invested backinto research or new products and services.

Membership overviewSuccessful performance

5.0

Other

Commercial (gross)

Other Government programmes

DTI core funding

Membership

4.0

6.0

£m

3.0

2.0

1.0

0.02005/6 2006/7

250

Members

Highways Term

Maintenance Association

Construction Clients' Group

Housing Forum

Buldings and Estates Forum

Group members

200

150

100

50

02004/5 2005/6 2006/7

Overheads

27% Staff costs

33%

Consultants

9.5%Projects

28%

Marketing

2.5%

The funding of our work is changing, with core membership growing as well as other government programmes and

commercial business all expanding. This year was another successful year of delivery.

In March 2007 our membership passed 250 for the first time. Our members are at the heart of everything we do, from setting the

change agenda, research and innovation, measurement and benchmarking, guidance and training, networks and events,

demonstrations and showcasing and leadership and influence.

Richard Ward, Partner, Head ofConstruction & Engineering,Eversheds

“One of the easiest decisions I havehad this year has been that ofrenewing our membership with CE.The advantages of membership havefar exceeded our expectations andinclude: Getting a great understandingof the key issues facing the industryand very importantly participating intaking those issues forward which isvital to us in ensuring that our adviceto our clients on procurement takesinto account current thinking; Beinginvolved all around the country in allthe regions where we have officeswhich for Eversheds as a leadingnational business is critical; Beinginvolved at all levels, with over 70construction lawyers of different levelsof experience and different interests,we have found very wide interestacross the team in local clubsregional events and high levelnational groups which is great ininvolving all the team. What we havereally enjoyed is working with theConstructing Excellence people whoare full of ideas and welcome activemembers’ participation.”

Improving value for membersWe continuously strive to improve by listening to members’ specific requirementsand acting accordingly. Improvements this year included:

• Members Induction Day. Held three times a year to give new and existingmembers the opportunity to speak to our experts to learn more aboutwhat we do and what we can offer.

• Membership Pack. Also available on-line, this includes full details of ourproducts and services, how to get full benefit from membership, detailson clubs & regions, future events and contact details and much more.

• A certificate to go in members’ reception areas confirming theirmembership of Constructing Excellence.

• Our second annual Members’ Convention in September informingmembers of our progress in the preceding year and asking them to shapethe change agenda for the coming year.

• The number of working groups or similar within Constructing Excellence hasgrown as our members highlight further areas for change, and there are nowover 20 across the organisation (see page 20).

• More events around the country and not just in London, for example theHousing Forum’s regional conferences (see page 18), and ‘QuestionTimes’ in Leeds and Bristol.

• Appointment of internal Key Membership Managers to look after individualmembers. These managers are always delighted speak to them about theirspecific needs.

100 100 100 100 100

events delegatesattending

DemonstrationProject

case studies

press coverage- quantity

press coverage- quality

web hits

20

40

60

80

100100

120

140

160

180

200

2005/6

2006/7

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Core Themes

Each year the Council of Constructing Excellence reviews our core themes as priorities for all our members, whichever

sector they come from.

SustainabilityThe work plan for 2007/08 covers three areas – climate change and carbon, resource efficiency and sustainableprocurement – underpinned by the appropriate skills to deliver a more sustainable built environment. Outputs willinclude a number of research reports, guidance documents and a number of member-only events.

Through member consultation and a specific workshop on climate change we have provided input to thegovernment’s new Sustainable Construction Strategy, on which they will be consulting widely in summer 2007. We strongly support the Strategy, which we see as providing an essential framework and overall direction for theindustry as a whole.

Integration and collaborative workingIn 2002 the Strategic Forum’s Accelerating Change set a target for 20% of construction projects by value to beundertaken by integrated teams and supply chains by end 2004, rising to 50% by end 2007. Four years on, theDTI commissioned us to run a major consultative workshop to review progress and to formulate a strategy forfurther integrated working in the industry.

Leadership and PeopleExcellent leadership at all levels is fundamental to sustain success in any industry, organisation, business or team.Thus leadership is the subject of an annual conference aimed at the senior-most executives in our sector and thesecond such event was held in June 2006 at the QEII Conference Centre in London. Speakers examined thequalities that comprise good leadership; picked out some of the critical attributes and highlighted specific factors tofocus on. They also debated some of the softer sides of leadership and the systems that need to be in place foreffective leadership to function.

Third annual leadership conference – London, 13 November 2007

The feature of next year’s event will be leading futurologist Professor Richard Scase, covering the global and localchallenges facing the industry, how construction leaders can plan to win in this environment and the challengesof leading people, including recruiting, retaining and motivating top talent.

Around one hundred senior practitioners from across the demand and supply chains of the industry took part and thefinal report made recommendations addressing barriers associated with clients as end users, clients as procurers,supply chains, project teams and individuals. As a result the Strategic Forum has established a new task group in 2007.

Collaborative working champions

We have two action learning groups of BE Forum and CE Group members keeping themselves up-to-speed with thelatest developments in collaborative working and able and willing to provide mentoring support to other members.Coached by Kevin Thomas of Visionality, the topics discussed at the groups’ quarterly meetings in 2006/7 included:

• The work to date of the Birmingham Construction Partnership

• Lean Manufacturing Practices and Application to Construction Industry Best Practice

• The Mott MacDonald Bentley Joint Venture

• The Target Cost Model and Gain Share.

Manufacturing Sustainable Communities

This pioneering collaborative project aims to create a locally-based, innovative and sustainable manufacturing supplybase for the Off-Site Manufacturing (OSM) market whilst contributing to economic regeneration. The OSM market has ahuge opportunity in the Thames Gateway, a massive regeneration programme planned as an exemplar of sustainabledevelopment. Introducing more environmentally sound products, materials and practices, speeding up delivery andmaintaining quality will all contribute to the growth of the OSM market. The project is run by an innovative partnershipacross public, private and not-for-profit sectors and is funded by the European Union and the London DevelopmentAgency as well as the London Borough of Barking and Dagenham.

Constructing Excellence’s ‘Green Circle’ - practising what we preach

Actions to measure and reduce our own carbon impact include:

• Annual carbon impact measured and offset• Many of our events offset the carbon associated with delegates’ travel• Recycled paper always specified for publications• Environmentally friendly cleaning products, ‘fair trade’ coffee and tea• Recycling of waste paper, toner cartridges, bottles, cans and tins – 5290kg of paper recycled in the

year, corresponding to 66 trees saved.

MSc in Interdisciplinary Management of Projects (IDMP)

University College London (UCL) started this course in 2005 to help develop some of the future leadersof complex and major projects. Inspired by Bob White, then Constructing Excellence Deputy Chairman,and backed by a number of our member companies, the Masters-level degree is an executive style two-year, part-time course that brings out the best in learning and understanding from academe andpractical sources. Its students are full-time employed in a wide range of project based backgrounds, sothey have current and solid experience of management and delivering in project contexts, and thecourse draws on over 100 guest lecturers, many of whom have links with Constructing Excellence. In2007 the first cohort of completed IDMP students will graduate from UCL. Constructing Excellence willsupport the alumni network as it takes shape.

ValueOur ‘Be Valuable’ report in 2005 identified the widespread failure of the industry and its stakeholders to takeaccount of the whole lifecycle of built facilities and hence understand how the use of built facilities adds value forcustomers. The report identified ‘three pillars’ which would be needed to support value optimisation rather thancost minimization: post occupancy continuous evaluation, evidence based design and briefing.

Working groups are addressing the ‘three pillars’ in residential, schools and office buildings, exploring what dataon the ‘three pillars’ could be brought together at project level and interconnected, so that we create a virtuousspiral of continuous improvement in our products and services.

Our lead academic partners are the University of Salford; others include the Universities of Reading, Loughboroughand The Open University Business School.

Case Study – Colchester Garrison

The aim of the Colchester Garrison project was to provide modern serviced accommodation, comprising a total of3000 units, for the 16th Air Assault Brigade in Colchester. The development released land for housing and commercialuses, and provided new public access to recreational land and facilities. The public were involved in the project from anearly stage through open workshops and debates and this led to a wealth of ideas for the site. The main contractor, SirRobert McAlpine, registered the site to the ‘Considerate Constructor Scheme’ which helped to enhance communityrelations. The adoption of an offsite solution led to reduced vehicle movements, less tradesmen onsite and less waste,and was driven by the close working relationship between the main contractor and offsite supplier. The campus stylelayout of the Garrison leaves room for future expansion and the re-invention of the ‘traditional’ military layout hasworked well. All the new buildings maximise the use of natural ventilation and daylight and incorporate high levels ofinsulation. They also feature low-maintenance internal and external finishes and sustainable urban drainage systems.

Power station of the future

Photograph courtesy of Defence Estates

Network Rail workshop

Photograph courtesy of ROK

Norwich Bus Station

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Demonstrations

G4C (Generation for Collaboration) is the place for newcomers to the construction industry to collaborate, develop and

promote best practice. It seeks to harness the power of a new generation of people in our members’ firms to improve the

future working of the industry. A board of sixteen people meets monthly to decide on activities, which this year included:

The Demonstration programme has operated since 1998. Its purpose is to capture learning from leading-edge projects

and to use that learning to influence industry change.

• Leadership of the ‘Umbrella Group’ of similar groups from a number of professional institutions

• New website, www.g4c.org.uk, through which people can register for free, join website discussion forums andview all the latest events and news

• A voice on Constructing Excellence Council and in wider Constructing Excellence forums on issues such asrecruitment and retention

• Working with skills organisationsto promote the industry inschools

• Evening ‘CPD’ sessions, forexample 'Collaborative Workingin Practice’

• An expose to publicise the workof successful newcomers in theirprofession, starting witharchitecture.

Case Study – Rotherhithe Estate

The Rotherhithe Refurbishment Project involved the modernisation of seven three-storey blocks of flats that were built around1915. The project was developed under a partnering agreement between the client, contractor and consultants and the keyobjectives were to develop affordable homes and aim for high standards of energy efficiency. Following modernisationexamples of the energy savings include a 45% decrease in one residents’ fuel bill even though the flat increased in size by26%. These improvements culminated in one block being awarded EcoHomes ‘excellent’. Other achievements includetraining a number of female apprentices on the project, many of who are still working for Durkan or their sub-contractors.

This year saw a new process for recruiting and managing Demonstrations in order to add extra value to participantsand ensure the continuing industry relevance of the programme through an improved market and sector focus.

Participants in Demonstration Projects identify two key benefits in engaging in the Programme. The first is the PRand marketing activities that Constructing Excellence carries out for the Demonstration Programme, designed toraise the profile of the projects involved. In addition, Demonstrations have an opportunity to participate in alearning and sharing network of forward-thinking organisations.

Customers for Demonstration activity now include the Housing Forum, Local Government Task Force, theHighways Agency, Envirowise and three Regional Development Agencies. This year 45 new DemonstrationProjects were recruited from across the sector and 31 new case studies were published.

An essential component of Demonstrations is to report Key Performance Indicators. Since the advent of the programmeDemonstrations have always consistently out-performed the rest of the industry, and this year was no different. The mostmarked differences appear in some of the ‘softer’ issues such as employee satisfaction, qualifications and skills andenvironmental impact.

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Peter CaplehornTechnical Director Scott Brownrigg

“Scott Brownrigg are delighted tohave a long and very beneficialrelationship with ConstructingExcellence. We have engaged onmany levels from industry networkingto collaboration on several keyconstruction issues. Currently we arejointly involved with Off SiteManufacturing, Housing, Educationand industry standards as well asHealth and Safety. We are keen towork together in the future andincrease our involvement in otherareas of mutual interest. It isextremely important to us that thiscollaboration continues and thatConstructing Excellence achieves evenfurther success which can only bringenormous benefit to the constructionindustry as a whole. In summary itdoes what it says on the can.“

Denis Walker, Director,Construction Sector Unit,Department for BusinessEnterprise and RegulatoryReform

“Your Demonstration Projects aregoing from strength to strength and I was greatly pleased to seethat the outcome of the review has been so quickly implemented. In an industry which suffers fromfragmentation and an inability to capture and effectively shareknowledge from one project toanother Demonstrations are a highlyvaluable tool in ensuring that yournext project fully realises the benefitsfrom previous projects.”

The ITCF is leading collaboration between different IT initiatives through the Uniting ConstructionInformation initiative which also involves: the Network for Construction Collaborative Technology Providers,Avanti (see page 10), Construction Opportunities for Mobile IT, IAI Building SMART, Construct IT for Business,Information Systems Panel, Construction Industry Computing Association, Geospatial Engineering Board,Building Services Research Information Association and Construction Industry Trading Electronically.

The first annual Umbrella GroupAwards were a sell-out attendedby 370 young people. Four of themost promising individuals in thebuilt environment were rewardedfor outstanding achievement.

Demonstration statistics since 1996

• 483 projects

• 1300 organisations across theUK have been involved

• Total project value £12.5 billion

• 132 case studies and 60associated reports and publications

Demonstration project performance compared to industry project performance

The IT Construction ForumThis special interest forum works with organisations who have already benefited from new technologies and arewilling to share their knowledge to help firms improve profitability through the use of new technologies.Registered members can benefit from independent guidance on the latest technologies, training, consultancyand networking opportunities. Membership of the forum is a free benefit of Constructing Excellence membership,there are also 11 Partners from suppliers of IT products and services.

Rotherhithe Estate

1110

The membership of this forum, known as BE, is drawn from the demand and supply chain of the built environment sector

with a particular focus on the ‘non-domestic buildings’ sector, e.g. property, education, healthcare, commercial, industrial,

retail and facilities management.

The Housing Forum is a well-established force within the national housing scene, respected as an independent body that

works for the interest of all groups in the housing supply chain, from developers, housebuilders and contractors, and

clients to manufacturers, suppliers and specialist contractors.

Three member forums are held every year as members-only conferences to discuss best practice topics. Typicalattendance was 80-90 people per event covering the themes of Values, Logistics, and Lean.

AvantiThis three-year, DTI-funded project involving BE, BuildSmart and a number of BE members finished during theyear. The principles of collaborative working the Avanti way are early access to all project information by allpartners, early involvement of the supply chain and sharing of information, drawings and schedules, in an agreedand consistent manner. The Avanti approach is supported by handbooks, toolkits and on-site mentoring and willform part of the update of the British Standard for ‘layering’ of electronic drawings, BS1192 pt5:2007.

The strong industry and commercial base of our work has led to theproduction of effective practical tools for housing investment which buildknowledge upwards from contractors’ or suppliers’ experience, e.g. TheGateways in Asset Management Toolkit, The Supply Chain Diagnostic andHousing Demonstration Projects.

Other achievements included a highly successful National Conferenceaddressed by Yvette Cooper, Housing Minister, speaking slots at manymajor housing conferences during the year, member “exclusive” events,and the opportunity to participate in one of four strategic working groups:Sustainable improvement in the Existing Stock; 3D Planning to DeliverMore Affordable Housing for Councils and Communities; NewManagement Models for New Mixed Communities; and New FinancialModels and Investing in Regeneration.

The new programme of monthly regional conferences was very wellsupported (see page 18), and this strengthened the involvement of existingmembers and proved an effective recruiting ground for potential newmembers. Indications for 2007/2008 are that membership will continue togrow steadily.

The latest ConstructionLegacy - London initiative isaimed at workforces in thefive Olympic Borough areasand their catchments. Thiswill target 15 DemonstrationProjects over the next threeyears.

Construction LegacyThe Forum has worked with ConstructionSkills to deliver the ConstructionLegacy project focusing on sustainable training for sustainable communities,to ensure that the upgrading of estates and other major projects result inlocal employment benefits, e.g. improved skills, job prospects, and alsotackle the industry’s challenge to recruit women and people from black,asian and minority ethnic backgrounds. Some 24 Demonstration Projectsacross the UK, covering about 440,000 dwellings, have shown benefits inrecruitment, retention, training initiatives and social value.

A further 25 Demonstration Projects will be recruited over the next threeyears. Specific highlights include:

• An average of 5 years training per project

• 3,988 trainees, an average of 181 per project

• High retention rates, an average of 86.9%

• Black and minority ethnic (BME) trainees well above industry average

• Female trainees increasing and above industry average at 4.6% of all trainees.

Vaughan Burnand, ChiefExecutive, ShepherdConstruction, Chairman of BE

“Constructing Excellence is uniqueas it is the only organisation withmembers from all areas of thesupply chain. Benefits are derivedfrom learning and sharing as well astaking part in research and workinggroups looking to find solutions toproblems still apparent in ourindustry. This enables us to be firstwith new techniques and knowledgeas well as helping our business tobe more profitable.”

Sir Michael Latham, speaking atthe launch of the JCT/CE contract

“I welcome the innovative approachwhere the collaborative/partneringconcept is totally transparent andwhere all the requirements of OGC’sAchieving Excellence in Constructionare expressly brought together in oneset of flexible documents that can beused throughout the supply chain.”

Murray Rowden, Associate, Turner & Townsend Cost Management

“Turner & Townsend have been active members of [BE] for a number of years and we continue to enjoybusiness advantage through our membership of the organisation and its working groups. This advantagehas been secured through our participation in the groups and the application of the knowledge throughinto our service offering. I am excited by the current group topics whose outputs and evidencing I see asinstrumental in challenging the industry to make the step change into the next stage of collaboration.”

Jeffrey Adams, Managing Director,United House, Chairman of theHousing Forum

“With our membership now passingthe 100 mark for the first time, thisyear will be the busiest yet for theHousing Forum, with the mostopportunities for members to getinvolved and extract the most valuefrom membership. The more activeorganizations are as members, themore they get out of membership.”

Yvette Cooper

Shelagh Grant

Mike De’Ath, Director, HTA Architects

“For a design-led company that valuesbeing part of the housing debate, theHousing Forum has provided HTAwith a wealth of opportunities tomeet with a wide spectrum ofpractitioners, clients, constructorsand suppliers throughout the UK.The calibre of discussion is very highindeed and the policy makers dolisten.”

Six BE task groups• Environment: To develop practical measures on a company and personal level that will respond to the climate

change agenda.• Whole Life/FM: Develop the profile and processes to allow member companies to formulate responses and

offering for work secured on a whole life basis.• Procurement: A review of all aspects of procurement within the construction supply chain and to offer guidance

and recommendation.• Design Management: To produce a report on unlocking value from the supply chain.• Collaborative Cost Management: Management: Evaluate and recommend behaviours and processes in the area

of collaboratively driving cost down for end user clients.• Better Ways of Working: Develop an understanding of the implications for member companies of diversity,

flexible working and other new working practices.

After a workshop with Loughborough University to explore issues that will impact the construction industry in the next20 years, the BE steering group decided to establish the above six ‘short life’ task groups with a remit to involvemembers in the development of guidance or other useful outputs on topics which best fit the BE and ConstructingExcellence strengths:

JCT Constructing Excellence ContractThis was launched in March to over a hundred senior industry practitioners at the House of Commons. The newplain English Contract, is designed to underpin colaborative working and the formation of integrated teams. It has anumber of innovative features including a collaborative, consensus based approach with an overriding principle ofgood faith, provisions dealing with the maintenance of a Risk Register as well as a Risk Allocation Schedule wherethe project risks are identified and allocated between the parties to the contract, and a standard approach so thatthe same form can be used to appoint any party in the supply chain.

The Housing Forum’s unique insight into the whole housing industry and its drive for overall improvement hasbeen recognised at policy level. The Housing Forum’s Customer Driven Strategy drew on 1,000 pieces ofevidence on barriers and solutions to housing delivery during 2006/2007 and led directly to the establishmentof The Callcutt Review, the Ministerial Review into Housebuilding Supply and Delivery chaired by The HousingForum Board Member, John Callcutt.

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The Forum has a five-point agenda; working groups are active on the first three of these:

1) A holistic, integrated, long-term investment strategy for UK infrastructure which is independent of‘Party’ politics

2) Action to address the sector skills shortage, of which image and pay levels are causal factors

3) Process improvement initially through collaborative working, supply chain integration, smarterprocurement based on whole life value (including design, construction, operation, maintenance)and early involvement of the supply chain in projects

4) Reduction of waste in all its forms and physical waste in particular. Energy use, water saving andsustainability in general are important sub-topics

5) A long-term structure for, and culture of, innovation in the sector.

The HTMA was established in 2005 and consists of the major contractorsand consultants in the highways maintenance sector. Its 20 members havea combined turnover of £1.8 billion, employ 22,000 people, and areresponsible for 294,000 km of highway across the UK.

The inaugural conference in March 2006 entitled “A Forum for Change”had 225 attendees and included addresses by the then Minister of Statefor Transport, Stephen Ladyman, Sir Michael Latham of ConstructionSkillsand speakers from the Health and Safety Executive and MORI. Theconference identified the top issues for the sector to be behaviouralsafety in the workforce, training & development, road user education,public awareness programme and waste reduction and recycling. Theevent also saw the launch of the HTMA Manifesto to highlight the keyaims of the HTMA.

What matters to clients?A key workshop held at the BBC Media Centre in London in December2006 consulted 24 clients from the public and private sectors, with largeand small spends, on this subject. Based on feedback on which activitieswere achievable and would make the most difference, the followingactivities were prioritised:

• Influence legislation and regulation (eg sustainability, health and safety)

• Improve quality of advice to one-off and occasional clients

• Raise the awareness of funders/stakeholders of the benefits of bestpractice

• Share and learn with/from other clients

• Participate in long term industry development

• Understand the linkage between construction and core business,including life cycle.

CDM RegulationsThe CCG lobbied to ensure a better package for clients on the CDM Regulations and created industry guidancefor small, one-off and infrequent clients on the CDM Regulations 2007. This was led by its Health and Safety subgroup, under the outstanding chairmanship of James Preston-Hood. Key outputs are information sheets tohelp clients comply with the law, give a business case for addressing health and safety, a list of key issues thatshould be addressed, and answers to common questions. The group has also represented clients on the MajorContractors’ Group H&S Group, CONIAC sub groups on CDM, Worker engagement, Occupational Health, WorkingWell Together, Industry Guidance and Safety working party, as well as APS/CC.

The Infrastructure Forum was launched in November at the Civils exhibition and engages a wide mix of organisations in

the civil engineering sector including; government in all its forms, clients in the public and private sector, developers,

contractors, specialist and consultants, suppliers and logistics companies.

The CCG is a focal point for public and private sector clients interested in attaining best value from the construction

industry, from meeting and sharing experiences of best practice and promoting positive change within the industry.

The CCG provides a collective client voice and represents clients on many key groups.

Keith Jackson, Managing Director of Mott MacDonald StrategicHighways Division, Chairman of the HTMA in his inaugural speech:

“Similarly, I also want to bring the HTMA and its agenda to a wider audience. Weall travel on roads at some point or another. Road users need safe and reliableroads. Highways maintenance service providers make that happen, but notenough people know it. I will be striving to make sure that more people do.”

Peter Woolliscroft, CollaborativeProcurement Directorate,Office of Government Commerce,Chairman of the ConstructionClients’ Group

“The CCG has now had a full year asone of the forums hosted by CE, Ibelieve it has made significantadvances in this time. Not only hasthe H&S group made a remarkableimpact on the safety agenda butgreat strides have been taken tofocus the CCG on key matters suchas the Construction Clients Charter,becoming involved in strategicmatters on behalf of clients oninfluential committees such as thestrategic forum, enabling the voice ofthe client to be heard and contributeto the change agenda. CCG hasbeen very active in responding toconsultation opportunities withgovernment and will continue torepresent the client in this way. Thefuture for CCG is very bright, we areactively working to fulfill the agendathat emanated from our clients dayin December 2006 which willprovide the client member with arange of opportunities not availableelsewhere in the constructionindustry."

James Preston-Hood, Grosvenor Health and Safety Director, Grosvenor Estates

“Grosvenor Estates has contributed heavily to the Construction Clients’ Groupwhere we have had the opportunity to meet and work with like-minded clients.It has been an important vehicle for clients to be represented at an industrylevel and to share information and best practice. We very much look forward tobenefiting from the continued work of the CCG in partnership with ConstructingExcellence in 2008.”

Andrew McNaughton, ManagingDirector of Balfour Beatty CivilEngineering, Chairman of theInfrastructure Forum

“Infrastructure provides the fabric forthe wider construction industry and theoperation of UK plc and communities toconnect, operate and perform. It’s theimportant interconnecting linkbetween housing health and localcommunities. The importance of thesector is often forgotten yet it providessociety with the ability to communicate,interact and develop with a globalcommunity. If the infrastructure fails,local communities and ultimately thenation suffer the consequence.Government is starting to fullyunderstand the opportunity they havethrough a world class infrastructureand I’m pleased the InfrastructureForum is playing a key role in thisdiscussion.”

CCG representatives sit on theStrategic Forum forConstruction, including itsSustainability and Integrationsubgroups, ConstructionUmbrella Bodies, the PublicSector Construction Clients’Forum, CIOB CharteredBuilding Company Board,Construction Skills Network,and the Health and SafetyCommission’s CONIACCommittee.

The CCG has an exciting programme of events planned for 2007/2008, including regional training andnetworking events, an annual conference, consultation events and an assurance scheme to help small/one-off clients comply with the CDM 2007 regulations.

The CCG has proved itself to be an effective lobbying group. Due to the work of the CCG, the CDM 2007regulations are a better package for clients. The CCG will work closely with government to ensure that theConstruction Act and Sustainable Construction Strategy incorporates the views of the CCG and clients in general.

The HTMA’s unique position in representing all the major players in this sector means that it is regularlyrequested for opinions from the media. It is also fully engaged in policy-making and best practice developmentwith one of the main clients in the sector.

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This year saw the conclusion of our DTI core funding. We remain a key partner of the industry sponsoring Department

(now renamed BERR) and are commissioned by a number of other government departments for specific support.

Government programmes

Department of Trade and Industry We delivered the final year of our three-year grant-funded programme to deliver best practice support to theindustry. This brought an end to core funding following nine years of support. However, Constructing Excellencecontinues to be a key partner to the Department working on a programme of project-funded work.

Key Performance Indicators

The year was a landmark year for the Construction Industry Key Performance Indicators (KPIs) which havebeen published by Constructing Excellence or its predecessors since their inception in 1999. For the last eightyears the KPIs have been have been fully or partially funded by the DTI and published in a hard copy formatcomprising wallcharts and a pack. This year the publication of the KPIs was wholly funded by the members ofConstructing Excellence, and all the results are on the Constructing Excellence website, and atwww.kpizone.com, replacing the expensive printed material. This provides the benefit of users being able toaccess the figures and benchmark data directly and enables them to customise exactly what data theyrequire in what format for their benchmarking purposes

National Platform for the BuiltEnvironmentConstructing Excellence has managed the National Platform since itsinception in 2005. Chaired by Keith Clarke of Atkins, the Platformpromotes strategic, collaborative research and is a vital catalyst forlong-term, industry improvement.

Rethinking construction standardsIn May 2006 BSI commissioned Constructing Excellence to undertake a high level, strategic investigation into the role standards could play in improvingvalue generation in the construction industry.

Most construction organisations perceive standards as an inevitable (and often costly) area of compliance, an inescapable aspect of getting jobs done.Although many individual standards are well-known and respected, few executives would regard them as potential drivers of value for their business. Manywould instead point to the extensive additional complexity and cost imposed by the multitude of new European directives, and the overall impact of thislegislative programme on UK competitiveness.

With BSI, Constructing Excellence is developing a new approach to both simplify and clarify what standards could do for construction firms and the builtenvironment industry. Key to this process is linking standards to agreed industry performance measures. As a result of a number of workshops with industrypractitioners a report was produced which has led to a programme of activity to develop a new strategic approach to construction standardisation in the UK.

WRAP and EnvirowiseConstructing Excellence delivered a number of projects for thesegovernment-funded resource efficiency programmes during 2006/7.Outputs included research reports, guidance documents and case studieson reducing the amount of waste produced by the industry, and bettermanagement of the waste we cannot avoid.

Specific topics have included the effect that advanced logistics options andmodern methods of construction can have on reducing the quantity of wasteproduced, investigating approaches taken by designers and quantity surveyorsto resource efficiency, and guidance material to improve resource efficiency atthe design stage.

CoRE (Construction Resource Efficiency) Constructing Excellence acts as champion for the London arm of thisproject, in which 150 construction sites have agreed to measure andrecord types and quantities of waste they produce. Together we identifywhere they can benefit from support from project partners to reduce the overall amount of construction waste sent to landfill. Project partners include the Waste Resources Action Programme,Envirowise, the National Industrial Symbiosis Programme, BRE and the London Development Agency.

The Strategic Forum’s Sustainability ForumConstructing Excellence provided the secretariat for this group until March2007. Key outputs in 2006/7 included guidance for planning officers,regional state of readiness reports and a series of breakfast briefings onkey sustainability topics. The Sustainability Forum also played a key role inthe development of the Sustainable Construction Strategy, to be widelyconsulted upon by DTI (now BERR) in 2007.

Climate Challenge Now!Funded by DEFRA’s Climate Challenge Fund, we worked with around 2,000householders and 200 businesses in West Suffolk to raise their awarenessof climate change and its likely impacts in that part of the country. We havebeen running a series of workshops on this topic, and are producingguidance material which will be distributed to all 115,000 residents of WestSuffolk. A number of villages have taken further action as a result of theworkshops, for example Sproughton was the first Parish Council to sign theNottingham Declaration on Climate Change; for more information seewww.greensproughton.org.uk.

Case Study – Cross Street

Cross Street South, Wolverhampton is a new build housing scheme providing 30 homes for rent. The brief, fromWolverhampton City Council, was for environmentally friendly and energy efficient homes, and the use of modernmethods of construction (MMC) was also a requirement. The scheme was won by Bromford Housing Group inconjunction with Integer, and architect Cole Thompson Anders. The MMC solution is a factory produced super insulatedtimber frame which will reduce wastage and build period on site. Grass roofs using an alpine sedum will be utilized asthermal mass. Other sustainable practices include the use of local labour and materials, a community heating woodchip boiler, and low energy lighting throughout. Use of low maintenance materials such as larch-cladding andaluminium guttering will reduce the long-term maintenance costs of the scheme. Another aim of the project is tomaximise the consultation and input of the local community and a steering group has been set up to drive this.

The Platform is owned and led by industry while engaging the widerresearch community ensuring that research programmes reflect the realneeds of industry and clients whilst providing a single powerful voice oninnovation in the sector. In 2006, following a sector consultation process,the Strategic Research Agenda for the UK was launched with the followingstrategic research priorities, each of which now has an industry workinggroup to address them:

• Reduced resource consumption

• A client driven, knowledge based construction process; and

• ICT and automation

The UK is one of a number of European countries participating in theEuropean Construction Technology Platform (ECTP). ConstructingExcellence represents the National Platform at the ECTP, seeking toinfluence the EU’s forthcoming research funding calls in order to ensurethat the UK built environment sector may successfully access the fundingbeing made available for European research

Other highlights include a fullreview of the ConstructionClients’ Charter, research into theimpact of the Respect for Peopleinitiative, and projects such aslogistics and integration insupport of the Strategic Forumfor Construction.

Macclesfield Bus Interchange

Cross Street, Wolverhampton

Unsegregated construction waste©Antony Turner, CarbonSense

Photograph courtesy of BromfordHousing Group

A58 Blackbrook Diversion

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Transport for London Constructing Excellence has provided programme assurance and fundingmanagement for the £3.2 million London Construction ConsolidationCentre. We provided objective feedback on the performance of the centreand supported TfL’s construction freight strategy by developing constructionlogistics plans.

The Riverside PartnershipThis involves the procurement and management of a framework for ninesocial housing landlords to save 30% of works costs using lean and bestpractice improvements. We have saved £1.7m in project costs so far and arestarting to work with site teams to reduce waste on-site. We have alsoimplemented PPC 2000 with a target cost amendment.

Goldsmiths CollegeWe are working as Independent Client Advisor with the project team toreduce wasted effort by 30%. We have assisted with the procurement ofthe team including the prime contractor and will implement leantechniques. Adrian Blumenthal and the client travelled to Japan and havebenchmarked Japanese performance versus UK performance.

Network RailThis programme provided training to deliver professional and effective sitesafety briefings and therefore improve the safety arrangements for trackworkers. Canute Simpson of Constructing Excellence designed theprogramme and delivered 42 workshops for 320 Network Rail Trainerswho in turn will deliver training to 20,000 track workers.

Making a Difference (MAD) is Network Rail’s behavioural changeprogramme. It is designed to raise awareness of behavioural safety, torecruit and train MAD coaches who in turn support the implementation ofbehavioural safety within Network Rail’s project and project teams. Canuteprovided a number of facilitation services in support of this programme.

We receive a growing number of commercial consultancy commissions in areas where we have niche expertise. This

activity accounts for an increasing proportion of our income, and during 2006/7 it included logistics, procurement advice

and tailored services for business improvement for the following clients:

The Task Force is funded by the Department of Communities and Local Government (DCLG) to be the representative

group for local government construction and property practitioners. It identifies gaps in best practice knowledge and

seeks to address these by issuing relevant publications.

Commercial commissions

The Board consists primarily of senior local authority officers and key individuals from associated bodies, and hasclose links with the CLG-funded Regional Centres of Excellence.

Notable achievements in the last year included:

• A report on ‘Successful Framework Arrangements’, in partnership with the East Midlands Centre ofExcellence, which was launched at a conference in May 2006

• ‘Ten Success Factors that make a Procurement Champion’

• A local government version of the Office of Government Commerce’s ‘Common Minimum Standards’

• ‘Contract Procurement Rules’ for local authorities, in collaboration with the Chartered Institute of PublicFinance and Accountancy

• Over twenty case studies.

• Research with DTI funding into the effects of framework arrangements on smaller firms, which is due forpublication in September 2007.

As a result of the Task Force’s association with Constructing Excellence, all local authorities in England are able tojoin Constructing Excellence as full members for a reduced subscription of £3,000 a year.

Steve Vickers, Birmingham City Council. Member of Constructing Excellence Council.

“As the largest local authority in thecountry, Birmingham City Council hasa significant spend on constructionand influences and impacts upon theconstruction industry as well as theregional economy. Working closely with Constructing Excellence across a number of working groups has beena very positive experience indeveloping our thinking as aninformed client, on delivery of housingsector work, as a local authorityprocurer and in managing our estate.As a major public sector client ourleadership of constructionprocurement drives efficiencies andtransformational change in servicesfor the people we serve. As a fullmember of Constructing Excellencewe have been able to contributetowards resolving industry challengesand forward thinking whilst benefitingsignificantly from a diverse range ofexpertise and best practice to helpdeliver our success.”

Constructing Excellence’schief executive, Don Ward,sits on the OGC’s PublicSector Construction ClientsForum to advice ongovernment procurementstrategy. A number ofmembers and staff have alsoparticipated in varioussubgroups, whose outputs in2007 will include a regionalroadshow to promote theCommon MinimumStandards, a Fair PaymentCharter, and HM Treasuryguidance on procuring forwhole life value.

The London 2012 Olympic Games and Paralympic Games are ofmajor strategic importance for the UK construction industry as anopportunity to showcase world-class design and construction.Collectively we can demonstrate the reforms of the last ten yearsand leave in place a legacy of a transformed built environmentsector. Our strategy has been to support the Strategic Forum’s 2012Task Group and the ODA directly, for example applying theConstruction Industry KPIs as standard for all their suppliers,facilitating early project workshops on health and safety for thecanoeing facilities at Broxbourne, and promoting the benefits ofsustainable training initiatives (see page 11).

L to R, Don Ward, Constructing Excellence, John Ioannou, OGC, John Rackstraw, Pearce &Chairman Constructing Excellence-South West & Stephen William, HSE, at the 2012 ConstructionCommitments Conference, Bristol, 27 June 2007.

Transport for London

Grove Road

Backfield Project - Goldsmiths University, London

Network Rail workshop

South East & Central Scotland

North East

Humber North Yorkshire South Yorkshire West Yorkshire

Northamptonshire Nottingham

Cambridge Essex Norfolk

Peterborough Stort Lea ValleyHerts & Beds

London Thames Gateway

Sussex Milton Keynes MK50Oxford

Hampshire Surrey

Bristol Devon & ExeterDorsetGloucestershire

Plymouth Cornwall Swindon

South West South East North WestNorth East

Cheshire, Warrington & WirralLancashireLiverpool Manchester North West ConstructionForum

1918

We therefore maintain a network of twelve regional and national partners to promote the Constructing Excellencecore agenda and business improvement services in the nine Regional Development Agencies of England and thethree devolved administrations of Scotland, Wales and Northern Ireland. We continue to work to improve the qualityand effectiveness of this network, and this effort is bearing fruit in better access for regional firms to nationalguidance, and for national members to regional support.

Housing Forum ‘regional roadshow’

One conference per month around the country offered the opportunity for regular updating and knowledge transfer.Events were held in the North East, Midlands (East and West), North West, East, South West, London and SouthEast giving opportunities to trial the Supply Chain Diagnostic and participations in the Customer Driven Strategy.

Constructing Excellence ClubsAt local level, 42 Clubs who each meet between four and ten times per year and typically feature 30-60 peopleattending to participate in learning, knowledge sharing and networking activities. This year our support for thenetwork grew to include dedicated websites within our main site, secure contacts databases, payment facilities,wider promotion of Club events and news, and events and newsletter tools for Clubs to reach their members.Much credit for this goes to the National Club Steering Group, chaired by John Burns from the north-east, whichcomprises a representative from the clubs in each region and meets quarterly to steer our policy as well asexchange ideas on membership and activities.

Regions and clubs - reaching smaller firms

Coventry & Warwickshire FORCEHerefordshire &Worcestershire – HAWCEBirminghamConstructing StaffordshireBlack Country

The built environment sector arguably makes the biggest impact on our quality of life, for example through delivering

better places, hospitals and schools and ultimately sustainable communities. To deliver this value most of our core

activities need to make a difference at regional and local level, reaching smaller firms and locally-based clients.

Scotland

Scottish ConstructionInnovation and ExcellenceCentre

North East

Constructing Excellencein the North East

Yorkshire & Humber

Constructing Excellence in the Built Environment

East of England

ConstructingExcellence in theEast of England

London

ConstructingExcellence in the BuiltEnvironment

East Midlands

East Midlands Centre for Constructing in theBuilt Environment

South East

South East Centrefor the BuiltEnvironment

North West

Centre for ConstructionInnovation

Wales

ConstructingExcellence in Wales

West Midlands

West Midlands Centre forConstructing Excellence

South West

ConstructingExcellence in the South West

Northern Ireland

Constructing Excellencein Northern Ireland

Bryan Jackson, Chairman, EastMidlands Development Agency

“EMDA leads on the constructionagenda on behalf of the regionaldevelopment agencies. Each agencytakes the lead on 2 or 3 importanteconomic policy areas that are vitalto England’s long term prosperity –I lead on both construction andmanufacturing. It gives us a muchmore powerful voice at the nationallevel – both with government andother national organisations andstakeholders – giving us the ability toinfluence both regional and nationalpolicy development and importantlyit ensures that all regions have acommon approach to thedevelopment of this importantindustry”.

John Burns, Director, MackellarArchitecture Limited, Chairmanof the National Clubs SteeringGroup

“I believe Clubs and their membersincreasingly value, and are valuedfor, their commitment andparticipation in ConstructingExcellence at every level”.

This year seven new Clubs were formed or relaunched - Cornwall,Plymouth, Swindon, Birmingham, Staffordshire, the Black Country,and Thames Gateway, the latter launched in London Docklands with350 people present. Constructing Excellence members are entitledto free membership of 3-5 Clubs respectively, and during the yearthis began to boost the numbers of people participating in thenetwork, currently estimated at around 2000 engaging regularly witha Club. About 100 of these came together for the fourth NationalClub Day in London in October 2006.

The names outside the map are our Regional Partners and thoseinside are the Clubs in each area.

Case Study – SEVille

The development of the Sherwood Energy Village was primarily about economic diversification and job creation at thetime of pit closures. The scheme was designed to achieve a minimum ECO Homes rating of Excellent and demonstratethat these standards can be achieved within commercial viability and financial affordability criteria. Value engineering toachieve the target cost for each work package has actually taken the construction value below the agreed target cost.For example, the production of working drawings at a very early stage enabled them agree target build costs, which werebased on standard house building rates. This enabled them to reduce costs and remove the need for contingencyprovision. The employment of innovative methods of construction and technology on this project include earth shelteredand fully autonomous houses, the use of the highest efficiency Sedbuk gas boiler (with the capacity to add solar panelsto supplement heating and hot water provision) as well as consideration of the TEK (Structural Insulated Panel) System.

Black Country Club Trade Fayre

In June 2007, though only three months old, the Black CountryConstructing Excellence Club hosted a ‘trade fayre’ aimed at small firms.Over 100 delegates and 26 exhibitors attended Walsall Football Club toview construction solutions all themed around innovation, sustainabilityand ‘serving the Black Country’. Exhibitor Matt Woodall from SkyblueSolutions, said “The fayre was very beneficial for us with an interesting mixof people from all aspects of construction. We have made a number ofcontacts which we think will lead to new business and build our network inthe Black Country“. In addition to exhibitors, the fair hosted six ‘Share MyKnowledge’ sessions in which delegates explored new ideas on improvingtheir businesses, and Stourbridge College’s construction technician andmanagement Student of the Year award was presented to Sara Stafford ofThomas Vale.

Steve Perkins, Mark Weaver and Sarah Stafford

Sherwood Energy village

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Infrastructure Forum steering groupAndrew McNaughton, Balfour Beatty (Chairman)Richard Butterfield, Balfour BeattySimon Flint, Balfour BeattyKeith Jackson, Mouchel ParkmanIan Reeves, McGeeBob Windmill, EU SkillsTim Embley (Director)

HTMA executive committeeKeith Jackson, Mouchel Parkman (Chairman)John Jackson, Balfour Beatty Infrastructure ServicesDavid Lee, RingwayMike Notman, Amey Infrastructure ServicesRoland Gilbert (Director)

Local Government Task Force boardRoger Latham, Nottinghamshire CC (Chairman)Dave Ayre, Dorset CCMike Britch NPSNoel Foley, OGCJudy Fowler, Essex CC Mike Foy, St Helens MBCMelvin Hughes, DCLGRoy Irwin, Audit CommissionBurney Johnson, Durham CCBob King, ConsultantMartin Lipson, 4psMarie Milner, Leeds CCTony Mulcahy, DBERRJohn Plumb, IPFAndrew Smith, Hampshire County CouncilSteve Vickers, Birmingham CCBernard Wyld, Editor SCALA News & LGTF NewsSui-te Wu, Southwark Building DesignPeter Bishop (Director)

G4C boardLucy Penman, Taylor Wimpey (Chairman)Andy Armstrong, Faber MaunsellSteven Banks, HammondsFiona Boyce, Faber MaunsellSam Bennett, Balfour Beatty Civil EngineeringChristopher Davies, Buro HappoldJames Elford, Costain Gemma Finikin, Rider Levett BucknallCarolina Lameiras, AKTRichard Sullivan, Lloyds TSB Johanna Molan (Constructing Excellence)

ReportsConstruction Industry KPIs Building the Foundations of the Customer Driven Strategy Construction Legacy - Housing: A partnership between The Housing Forumand ConstructionSkills Efficient Construction Logistics Strategic Leadership in ConstructionTowards more effective integration in UK constructionRethinking Standards in Construction Customer Driven Strategy for Housing Development and Construction Customer Needs and Preferences: A Customer Driven Strategy Working Group Improving the Existing Stock- A Part of the Housing Forum Customer DrivenStrategy Sustainable Training for Sustainable Communities- Phase One Final Report Sustainable Training for Sustainable Communities- Phase One Final Report-Executive Summary

GuidanceUnderstanding the Construction Client The Business Case for Integrated Collaborative Working What you have to do if you want construction work done - and how to do it:Information sheet 1. Questions & Answers - Directory of Information Common Minimum Standards Contract Procurement Rules 10 Success Factors that Make a Procurement Champion

AudioCommunicating Excellence - learning from the Olympics (BE)Communicating Excellence - [sustainability]

JournalsMeasuring Excellence - autumn ‘06 (Benchmarking)Measuring Excellence - spring ‘06 (Benchmarking)insITe Magazine - Jul’06 insITe Magazine - Nov’06 insITe Magazine Jan’07

Demonstrations and case studiesShowcasing Excellence - a set of 15 case studies Coventry City Council - primelines and highways Porth Relief Road Redlands Primary School Lemon Tree House Environment KPIs guide - Willmott Dixon in race for sustainabilityRotherhithe Estate Oxford Castle RegenerationStrategic Partnership by Norfolk County Council Barts & the London NHS trustCheshire County Council adopts the principles of Rethinking Construction Leicester City Council - Upperton Road Viaduct

Governance and task groups

GovernanceBoardBob White, Mace (Chairman)Vaughan Burnand, Shepherd Construction Jeffrey Adams, United HouseAndrew McNaughton, Balfour BeattyPeter Woolliscroft, OGCRoger Latham, Nottinghamshire CC Don Ward (Chief Executive)

CouncilBoard members plus:Chris Gilmour, HBGHugh Rogers, Slough EstatesAdam Turk, Polypipe John Jackson, Balfour Beatty Infrastructure ServicesMike Foy, St Helens MBCSteve Vickers, Birmingham CCJohn Burns, Mackellar Architecture Limited (National Clubs Steering Group)Steve Hindley, MidasLucy Penman, Taylor Wimpey (G4C)Richard Simmons, Commission for Architecture in the Built EnvironmentGraham Watts, Construction Industry CouncilDenis Walker, BERR

Senior Management TeamDon Ward, Chief ExecutivePeter Cunningham, DirectorShelagh Grant, Housing Forum (Chief Executive)Andrew Carpenter, Marketing DirectorJonathan de Souza, Director (Demonstrations and Regions)

Forum boards or steering groupsBE steering groupVaughan Burnand, Shepherd Construction (Chairman)Chris Gilmour, HBG ConstructionIan Birchall, Birchall ConstructionAndrew Bowles, Sheppard RobsonAlex Burton, WatermanMike Collard, Sir Robert McAlpine Richard Dixon, CorusJohn Findlay, Stent Foundations Stephen Wells, CostainRichard Haryott, Arup

Andrew Kane, FaulknerBrownDavid Kershaw, MansellJohn Lorimer, Manchester City CouncilTrevor Lowe, GleedsBrendan Morahan, Taylor WoodrowGraham Matthews, EC HarrisMark Oliver, Laing O’RourkeMurray Rowden, Turner & TownsendDavid Stanley, WatesAdam Tarling, Cathedral Contracts Tony Whitehead, Defence EstatesPaul Wilkinson, BIW TechnologiesDon Ward (Chief Executive)

Housing Forum boardJeffrey Adams, United House (Chairman)David Birkbeck, Design for HomesGraeme Dodds, Taylor Wimpey UKHoward Farrand, Whitefriars Housing GroupMick Kent, Bromford Housing GroupKerry Kyriacou, Affinity SuttonBarry Munday, PRP ArchitectsMatt Nichols, WolseleyJim Rawson, Epwin GroupMike Stansfield, MJS Development ConsultancyAdam Turk, Polypipe TerrainJune Barnes, East Thames GroupJohn Callcutt, The Callcutt Review of Housebuilding DeliveryProfessor James Woudhuysen, De Montfort UniversityClive Clowes, Housing CorporationAndrew Hannan, Department of Communities and Local GovernmentDavid Edwards, English PartnershipsNeil Jefferson, National House-Building CouncilJohn Stewart, Home Builders FederationShelagh Grant (Chief Executive)

Construction Clients’ Group boardPeter Woolliscroft, OGC (Chairman)Simon Diggle, Highways AgencyTony Mulcahy, BERRJames Preston-Hood, Grosvenor EstatesKevin Thomas, VisionalityGren Tipper, BAAPeter Cunningham (Director)

Publications 2006/2007

2322

Hochtief (UK) Construction

Ian Williams

Inspace Partnerships

Interserve Project Services

ISG Cathedral Contracts

Jarvis

John Laing Partnership

Kier Group

Kier London

Laing O'Rourke

Lakehouse Contracts

Lovell Partnerships

Mace

Mansell

May Gurney

Midas Group

Miller Construction (UK)

MITIE Group

Morrison Highway Maintenance

Mulalley

Persimmon

Redrow Group Services

Ringway Infrastructure Services

ROK

Rydon Group

Scott Wilson

Shepherd

Sir Robert McAlpine

Skanska Integrated Projects

Skanska McNicholas

T Clarke

Taylor Wimpey

Thomas Vale Construction

United House

Vinci

Wates

Wates Living Space

Willmott Dixon

Wilson James

CONSULTANTS

Adams Kara Taylor

Alexi Marmot

Applied Solutions (Projects)

APS Project Management

Architecture plb

Arup

Atkins

Axima

Bevan Brittan

B J Associates

Bowmer & Kirkland

Building Design Partnership

Buro Happold

Calfordseaden

Clancy Consulting

Conisbee

Davis Langdon

DHL/Exel

Drivers Jonas

EC Harris

Eversheds

Faber Maunsell

FaulknerBrown

George Birchall Engineers

Gleeds

Habilis

Halcrow Group

Hare Structural Engineers

HTA Architects

Inviron

Jacobs

Kuehne + Nagel

Linklaters

MacConvilles

MEPK Architects

Michael Dyson Associates

Mott MacDonald

Mouchel Parkman

National Business Solutions

PRP Architects

CLIENTS

A2 Housing Group

Affinity Sutton Group

Aldwyck Housing Association

AmicusHorizon Group

Anglia Housing Group

Aragon Housing Association

Argent Estates

BAA

BAe Systems

Barclays Group Property Services

BBC

Bedfordshire Pilgrims HousingAssociation

Bristol City Council

British Precast

Brixton

Broadland Housing Association

Bromford Housing Group

BT

Caldmore Area Housing Association

Cambridge City Council

Circle Anglia

CityWest Homes

Crest Nicholson

Crossrail

Defence Estates

Department of Health- Procure 21

Derwent Housing Association

Dominion Housing Group

East Midlands HA

East Riding of Yorkshire Council

East Thames Group

English Heritage

Fusion 21

GlaxoSmithKline

Goldsmith University London

Grosvenor

Harvest Housing Group

Heritage Lottery Fund

Hexagon Housing Association

Highways Agency

Hill Partnerships

Igloo Regeneration

Irwell Valley Housing Association

Jephson Housing Group

KB Benfield Group Holdings

Land Securities Properties

Leeds City Council

Leisure Connection

Lloyds TSB

London & Quadrant Housing Trust

Manchester City Council

Marks & Spencer

McCann Homes Limited

Metropolitan Housing Trust

Midland Heart

Midsummer Housing Association

Moat Housing Group

Nationwide

Network Rail

Newham Homes

Newlon Housing Trust

Office of Government Commerce

Olympic Delivery Authority

Orbit Housing Association

Paradigm Housing

Peabody Trust

Places for People

Raglan Housing Association

Royal Borough of Kensington &

Chelsea TMO

Salvation Army Housing Association

Sandwell Metropolitan Borough Council

SEGRO (Slough Estates Group)

Somerfield Stores

South Shropshire Housing Association

South Somerset Homes

Southern Housing Group

Sovereign Housing Association

Stanhope

Swan Housing Group

TfL (Transport for London)

The Guinness Trust

The Riverside Housing Group

Town & Country Housing Group

Toynbee Housing Association

University College London

University of Cambridge

University of Reading

Urban Design - Birmingham City Council

Urban Splash

Wandle Housing Association

Westfield Group

West Mercia Housing Group

Whitefriars Housing Group

CONTRACTORS

Accord

Alfred McAlpine

Amey

Babcock DynCorp

Balfour Beatty

Balfour Beatty Infrastructure Services

Bouygues

Bovis

Byrne Bros

Carillion

Colas

Costain

Edmund Nuttall

Emcor UK

Enterprise

EPS Projects

Eric Wright

Fitzpatrick

Frank Haslam Milan

Galliford Try – Morrison Construction

Geoffrey Osborne

G F Tomlinson Group

HBG Construction

Higgins Construction

Members

Quantem

Rider Levett Bucknall

Savills

Scott Brownrigg

Sheppard Robson

Terence O’Rourke

The 8 Group (L H Consulting)

Trowers & Hamlins

Turner & Townsend Group

URS Corporation

Visionality

Waterman Group

WCI

Whitbybird

WSP

Zurich Building Guarantee

SPECIALISTS & SUPPLIERS

2G Environmental (Green Grinder)

4Projects

Alumasc Interior Building Products

Armstrong Integrated Systems

Asite

Asset Manufacturing

BIW Technologies

Burdens

Corus UK

CRH Group (Ibstock, Forticrete,Springvale)

Grafton (Buildbase, Plumbase,Jackson)

H&H Celcon

Hilti (GB)

ICI Paints

Irvine Whitlock

John Doyle Group

Marshalls

N G Bailey

Polypipe Group

Radway Group

Rock Asphalte

Saint-Gobain (Jewson)

Sheffield Insulation Group

Stent Foundations

Swish Building Products

Travis Perkins

Wincanton

Wolseley UK

ASSOCIATES

Association for Project Safety

British Property Federation

Chartered Institute of Building

Chartered Institute of Purchasing & Supply

CITB-ConstructionSkills

DBERR

DCLG (Department forCommunities and LocalGovernment - was ODPM)

Housing Corporation

NHBC

NISP (National IndustrialSymbiosis Programme)

RIBA CPD Providers Network

The Concrete Centre

The Home Builders Federation

Case Study – LSBU Energy Centre

Energy Sustainability is a significant part of London South Bank University's portfolio of expertise. The development ofthe Sustainable Energy Centre will provide a high quality teaching resource in sustainable energy technology, buildingdesign, construction, management and related fields, which is targeted at the needs of industry and society. Theproject is unique, bringing together cutting edge research on sustainable energy and making its practical applicationaccessible for learning and demonstration. This approach has the potential to bring higher education, construction andbusiness closer together on this key issue, and thereby speed up and extend the development and deployment ofpractical solutions to sustainable built environments. Furthermore the Centre will be the hub for collaboration, bringingrenewable energy and energy efficiency deeper into the curriculum and research across the HE sector.

Current as of August 2007

LSBU Energy centre – Keyworth II Building