Transcript Document

Luton Construction Alliance
CDM/H&S Seminar
Agenda
Welcome address
Development Control / CDM / H&S issues
for schools
Questions
Luton Construction Alliance presentation
Questions
Development Control
• Do works require Planning permission?
• Do works require building Regulation
approval?
CDM (Construction Design and
Management regulations)
- Issues for Schools
Introduction
What is CDM 2007
Key Aim of CDM 2007
Brief background to CDM regulations
Who is a client
Role of client
Duties of client
Summary
What is CDM?
The Construction (Design and Management)
Regulations 2007
Revoked Regulations:
Construction (Design and Management)
Regulations 1994
Construction (Health, Safety and Welfare)
Regulations 1996
What is CDM?
The key aim of CDM2007 is to
integrate health and safety into the management of the project and to
encourage everyone involved to work together
to:
(a) improve the planning and management of projects
from the very start;
(b) identify hazards early on, so they can be
eliminated or reduced at the design or planning stage
and the remaining risks can be properly managed;
(c) target effort where it can do the most good in terms
of health and safety; and
(d) discourage unnecessary bureaucracy.
Background to Regulations
Construction (Design & Management) Regulations 1994
implemented key aspects of a construction European
Directive
Identified the need to reduce risk by better co-ordination,
management and co-operation
For the first time the duties on clients and designers were
made more explicit
CDM 94 led to a major change in how the industry
managed health and safety
Who is a Client?
A client is an individual or organisation who in the
course or furtherance of a business, has a
construction project carried out by another or by
themselves.
Role of Clients under CDM 2007 (1)
Make clients accountable for the impact they have on
health and safety
Clients should make sure things are done, not do them
themselves
To use a CDM co-ordinator to advise and co-ordinate
activities on notifiable projects
To ensure enough time and resource is provided to allow
the project to be delivered safely
Role of Clients under CDM 2007 (2)
A change in attitude is needed to deliver the much needed
improvements in construction health and safety
A ‘business as usual’ approach is not acceptable
Industry needs to take ownership of the management of
health and safety risks, show leadership and work in
partnership
Focus on effective planning and managing risk
Ensure people are competent
Reduce bureaucracy & paperwork
Duties on Clients
CDM regulations apply to all construction work
Clients have duties in two areas of CDM
1 – Non notifiable projects
(under 30 days or 500 man days)
2 – Notifiable projects
(more than 30 days)
Duties on Clients – all projects
Ensure suitable management arrangements are in place
Type and level of checks needed depends on the
work being undertaken and the risks involved
Ensure adequate welfare facilities are on site
Ensure workplaces are designed correctly
a design for a workplace should comply with
Workplace (Health, Safety & Welfare) Regulations
1992
Duties on Clients – notifiable projects
Appoint competent CDM co-ordinator
Provide CDM co-ordinator with key information
Appoint a competent principal contractor
Ensure the construction phase does not start
unless there is;
Suitable welfare facilities provided
Construction phase health and safety plan
Retain and provide access to the health and safety file and
revise it with any new information
Summary
What is CDM 2007
Construction Design & Management Regs
Key Aim of CDM 2007
Integrate H&S into management of projects
Brief background to CDM regulations
EU Directive, better co-ordination, management and cooperation
Who is a client?
Anyone who commissions construction work
Role of client
Accountability
Duties of client
Non Notifiable and Notifiable projects
Premises Related Health and Safety update.
-Issues for Schools
Health & Safety Legislation
Health & Safety at Work Act 1974
Management of Health & Safety at Work Regulations 1999
Control of Substances Hazardous to Health Regulations 2002
(COSHH)
The Manual Handling Operations Regulations 1992
Personal Protective Equipment at Work Regulations 19992
The Provision and Use of Work Equipment Regulations 1992
(PUWER)
Control of Asbestos Regulations 2006
Regulatory Reform (Fire Safety) Order 2005
Reporting Injuries, Disease and Dangerous Occurrences
Regulations 1995 (RIDDOR)
Health & Safety Legislation
Health & Safety at Work Act 1974
Management of Health & Safety at Work Regulations 1999
Control of Substances Hazardous to Health Regulations 2002
(COSHH)
The Manual Handling Operations Regulations 1992
Personal Protective Equipment at Work Regulations 19992
The Provision and Use of Work Equipment Regulations 1992
(PUWER)
Control of Asbestos Regulations 2006
Regulatory Reform (Fire Safety) Order 2005
Reporting Injuries, Disease and Dangerous Occurrences
Regulations 1995 (RIDDOR)
Health & Safety Legislation
Health & Safety at Work Act 1974
Management of Health & Safety at Work Regulations 1999
Control of Substances Hazardous to Health Regulations 2002
(COSHH)
The Manual Handling Operations Regulations 1992
Personal Protective Equipment at Work Regulations 19992
The Provision and Use of Work Equipment Regulations 1992
(PUWER)
Control of Asbestos Regulations 2006
Regulatory Reform (Fire Safety) Order 2005
Reporting Injuries, Disease and Dangerous Occurrences
Regulations 1995 (RIDDOR)
Health & Safety Legislation
Health & Safety at Work Act 1974
Management of Health & Safety at Work Regulations 1999
Control of Substances Hazardous to Health Regulations 2002
(COSHH)
The Manual Handling Operations Regulations 1992
Personal Protective Equipment at Work Regulations 19992
The Provision and Use of Work Equipment Regulations 1992
(PUWER)
Control of Asbestos Regulations 2006
Regulatory Reform (Fire Safety) Order 2005
Reporting Injuries, Disease and Dangerous Occurrences
Regulations 1995 (RIDDOR)
Maintaining fixed installations
Fire extinguishers, service annually, 5 yearly discharge and refill,
20 year renewal **
Fixed wire testing (FWT) 5 yearly **
Portable appliance testing, annually advisory
Fire alarms, weekly testing, 6 monthly service **
Emergency lighting, monthly testing, 6 monthly service **
Security alarm, 6 monthly service
Ventilation systems, shall be maintained including cleaning **
Water systems, weekly monitor, bi annual risk assessments **
Air conditioning, should be regularly cleaned tested and maintained **
NB **= Legislative requirements
Maintaining fixed installations
Thermostatic mixing valves (TMV’s) check discharge temperatures,
monitor and service
Thermostatic radiator valves, no operating regulations, suggest
monitored to protect vulnerable persons
Gas fired boilers, service annually **
Oil fired boilers, service in accordance with the manufacturers
instructions
Oil tanks, annual inspection **
Pressurisation vessels, 6 monthly **
Mechanical doors, roller shutters and exit barriers, 6 monthly **
Lifts, quarterly inspections/service **
NB **= Legislative requirements
Finally……
•STATUTORY INSTRUMENT 2007 No 991
The Energy Performance of Buildings (Certificates and
Inspections) (England and Wales) Regulations 2007
Part 3 Display Energy Certificates (DEC’s)
Thank you
Questions
LCA - Luton Construction Alliance
- Services to schools
Partnering in Practice
Building Construction &
Maintenance
Neil O’Connor
Capital & Asset Management
and
Luton Construction Alliance
Agenda
•Background – traditional tendering
•Government challenge
•Why is partnering important
•Luton’s partnering strategy and framework
•Results so far
•Key messages
•Questions
Traditional Contracting Problems
•Tender every scheme irrespective of value, slow, costly
and bureaucratic and wasted valuable resources
•Select on lowest price - risk created by the use of fixed
tendered rates does not encourage quality workmanship
or good relationships
•A slow process for getting projects on site and hence
completed
•Little incentive to perform well as the next project will still
be tendered
Traditional Contracting Problems
•Insufficient resource planning
•Unable to involve the constructor at the planning and
design stage
•Different designer/ constructor teams on each project
•Does not encourage flexibility or innovation
•Little incentive to develop new ways of working which
reduce costs/improve systems/processes etc
•No collaborative working on local employment /
environmental issues
Typical Results of the Traditional Approach
•Poor customer satisfaction
•Delays and cost overruns
•Variable construction quality / high defects
Government Recommendations
Key elements of the new procurement regimes for
Local Authorities should be:
• Strategic partnerships and framework agreements
• Partnering with shared profit/loss
• Integrated design and construction teams including clients,
contractors, designers and suppliers
• Quality of service and product to be critical success factors
• Whole life cost appraisals to form an integral part of the
process to include all future running and maintenance costs
Why Partnering is Important?
•In the Council’s and its community’s best interest better
cost certainty, higher quality and better value
•It is being used by Government Departments which will
increasingly tie grant issues to its use
•Its use will be considered in annual Council assessments
(CPA rating)
•It can assist with local employment development
•Meets with the drive for sustainability
New Developments in Constructor Selection
• More long term partnerships, therefore a more
robust selection process
• More emphasis on quality not price (70/30%)
• Increased use of open-book payment systems
• More flexible contracts and specifications
• More emphasis on social inclusion
• More emphasis on IT capability
• Greater control of the supply chain
Luton’s Partnering Strategy…
Core Objectives:
• Improved cost and time predictability
• Higher quality and fewer defects
• Fewer disputes
• Reduced accidents
• Increased customer satisfaction
• Better whole life value
• Better use of scarce resources
Luton’s Construction Framework – July 07
Partnerships will last 4years with extension option:
Work categories:
Major New Build and Refurbishments:
£250k - £2m
Borras Construction and Jarvis Contracting
Other New Build and Refurbishments:
£50k - £250k
Borras Construction, Jarvis Contracting &
Building and Technical Services
Luton’s Maintenance Framework – Nov. 07
Partnerships will last 4years with extension option:
Work categories:
Building & Electrical repairs:
Building and Technical Services
All values
Service Contracts & Mechanical:
Jarvis Contracting
All values
Why Clients like Partnering
•Know who will be working with
•Constructor part of the team ( better understanding of
client issues and priorities)
•Projects on site and completed sooner
•More consistent construction quality
•Incentives to make savings and perhaps reinvest them to
produce a better building
•Joint working on key issues
•Better use of resources
Why Constructors like Partnering
•Guaranteed many years work ( without having to tender)
if performance standards remain high
•Part of work programming meetings
•Paid actual cost
•Share savings
•Part of the team
•Can show they are contributing to the local economy
Results so far
•Better risk allocation & management
•Improved time & cost certainty
•Joint working….
•Safe sites with good welfare facilities
•Earlier settlement of final accounts – no retention
•Projects started on site earlier than traditional method
•Benefiting from consistent design / constructor teams
•Undertaking better resource planning
Results so far…….projects
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Refurbishment of Academies – Barnfield South &
West
Foxdell Infants School – Children’s Centre
Pastures Way Nursery – extension
Elderly Persons Homes - refurbishment
Central Offices – refurbishment
Bus Station – demolition
Maintenance projects – windows, boilers, electrical
wiring
Key Messages
Commitment to the following is vital:
•Team working & long term relationships
•Early project involvement/ helping to innovate
•High construction quality and treatment of sub
contractors/suppliers
•Open access to cost information
•Training and recruiting local people
•Use of IT systems
•The environment eg waste management
•Continuous improvement
A Final Thought
•Realising you are changing cultures not contractors or
procurement
•At an early stage and still learning…..
•It’s not an easy option – but worth doing
Thank you
Questions and Discussion
Engaging with Schools
•L2G website
•Brochures
•Case studies
•Visits to schools