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Multiplex Construction Europe Ltd & University of Glasgow

Multiplex Construction Europe Ltd & University of Glasgow

WINNER – Social Value Award, GO Awards Scotland 2019/20
WINNER – GO Excellence Award, GO Awards Scotland 2019/20

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A collaboration between Multiplex Construction Europe Ltd and the University of Glasgow, the Campus Development Project was awarded the Social Value Award at the GO Awards Scotland, as well as the GO Excellence Award, recognising the outstanding entry from among that year’s winners. Kieran Ronnie, Social Value and Community Manager at Multiplex, explains how social value was embedded throughout every aspect of the project.

The project

Multiplex and the University of Glasgow are creating social value and a positive legacy through the Campus Development Project to create four new academic buildings. The project drives socio-economic growth through employment and skills opportunities, supporting local business, and inspiring a future generation into the workforce. Through our project-specific Social Value & Community Strategy, we create a robust structure and framework that enables the project to maximise its social capital and deliver life-changing outcomes for the people of Glasgow and beyond. Our approach to delivering Social Value is built on four main pillars: Investing in People; Supporting Business; Inspiring Community; and Respecting Our Neighbours.

Ensuring supply chain value

We work with our supply chain to deliver social value outcomes, creating links between subcontractors and the local community to deliver real partnerships.

Social value is embedded throughout the supply chain so that all subcontractors are aligned with our social value aspirations and objectives. We engage with potential supply chain organisations at the tender stage of each work package to ensure social value is a key element of project delivery. All tendering supply chain organisations complete and submit a social value document as part of the procurement process. Our project contains social value targets on new entrants, apprentices, graduates and training outcomes, along with engaging local SMEs, social enterprises and supported businesses, school and university students and local community groups, and this document details the supply chain’s commitment to delivering on these outcomes. This commitment is reviewed as part of the procurement process so that realistic but ambitious targets are set for each subcontractor to achieve as part of their contract.

Early engagement with the supply chain as part of the procurement process ensures that all parties are fully aligned ahead of the works commencing and there is a plan and framework in place to support the delivery of social value.

Effective partnerships

Social value must be approached in partnership with a range of stakeholders including employment and skills organisations, our supply chain, local community groups and charities. Developing our supply chain and SMEs local to the project is a key objective for the project. We have delivered 14 capacity-building workshops on Procurement, Quality, Sustainability, Modern Slavery and more, inviting supply chain and local SMEs.

Multiplex has also established a Community Partnership with local employment and skills groups, led by the Department for Work & Pensions and JobCentre Plus, to support our and our supply chain’s social value ambitions. It is important that all supply chain organisations are engaged with the Community Partnership at contract award, and this relationship is maintained through monthly meetings, employability events and the Partnership’s on-site presence. By establishing this structure and implementing continuous tracking and reporting of progress towards social value targets, we have far exceeded our expected social value outcomes to date.

An important but challenging component of our Social Value strategy is to engage, support and do business with social enterprises and supported businesses. By working together, our Procurement, Social Value & Community and Operations departments were able to identify contracts we could target for social enterprises, so they had the opportunity to tender and win work on the project. We promoted these opportunities through Meet the Buyer events, supply chain workshops and through social business networks to make contracts available to social enterprises. As a result, we currently have over £1.1m worth of contracts signed with social enterprises against a target of £561,000, with an actual spend to date of over £500,000.

Developing skills, sharing knowledge

By linking our subcontractor, CSM Facilities, with the Community Partnership and supporting unemployed candidates into work at the Campus Development, they now deliver all their Glasgow recruitment through the Community Partnership, delivering eight new entrants at the project and another eight across their business. Learning from this success, we now support our supply chain recruitment outside of the Campus Development project through the Partnership to widen the opportunities for unemployed people to access jobs and work placements.

Multiplex has provided caterer Street & Arrow, which hires people with convictions for twelve-month blocks, with free utilities and exclusive access to the workforce within the site compound. Those coming to the end of their time on the programme and ready to make the next step into full time employment are offered work placement and employment opportunities within the Campus Development project. The first candidate to complete the programme on site is now in full-time employment with another subcontractor, breaking the cycle of re-offending and providing sustainable employment.

Additionally, the Campus Development project has become a ‘living lab’ for university student and academic research projects, dissertations and PhDs. Projects include researching the impact of green hoarding on air and water quality, designing innovative smart campus solutions to use technology to enhance the student campus experience, and creating a construction mobile app for updating stakeholders on construction progress, traffic updates and road closures. The University’s College of Medical, Veterinary & Life Sciences is currently researching the health (diet, exercise and mental wellbeing) of the workforce across the whole Campus Development. This data will be used to build an accurate picture of our construction workforce so that bespoke interventions can be designed to target non-communicable diseases.

Over 90 local pupils have participated to date in our secondary schools Independent Learning Programme, a 10-week initiative where pupils work in teams to create a fictional company and bid for the Campus Development project, developing research, teamwork and communication skills.

The GO Awards Experience

The GO Awards Scotland celebrate the best in public procurement and highlight the great work across the country. Multiplex and the University of Glasgow entered the GO Awards as we are striving to attain excellence in our procurement and our work with clients, supply chain and partner organisations. It is fantastic to be recognised by our industry peers and we would strongly encourage other organisations and projects to enter too.

By embedding social value and working with local SMEs and social enterprises within our projects, public procurement has the ability to deliver real social and economic benefits through employment and skills in the communities we live and work in, and it is fantastic to be recognised for our work in this field. We were delighted to win the Social Value Award and then to be recognised as the outstanding entry amongst a strong field of worthy winners. The GO Awards Scotland evening [on 29 October] demonstrated the breadth of talent in Scottish procurement, and to be recognised for our efforts to deliver social value through construction is a phenomenal achievement for the Campus Development Project.

NHS Orkney

NHS Orkney

WINNER – Infrastructure or Capital Project of the Year, GO Awards Scotland 2019/20

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NHS Orkney recently oversaw the creation of The Balfour, the Orkney Islands’ new-build integrated healthcare facility providing a 49 bedded Rural General Hospital together with Primary  Care and Community services within one building. As winners at the GO Awards Scotland, NHS Orkney have achieved automatic nomination for the National GO Awards. Here, Project Director Ann McCarlie explains the scale of the project, and how its benefits extend well beyond providing healthcare to Orkney residents. 

The Project

The smallest health board in Scotland, NHS Orkney serves a population of approximately 21,000 people and employs nearly 600 staff with a wide range of general and specialist skills.

This project covered the procurement, design and delivery of the new integrated hospital and healthcare facility on a greenfield site in Kirkwall, the capital of Orkney. The project aimed to deliver a fit-for-purpose healthcare facility for the benefit of NHS Orkney’s patients, carers, staff and the wider community, ensuring the health needs of the population are met within facilities that are efficient, resilient and sustainable and which allows the delivery of integrated hospital and primary healthcare services.

Widening involvement

In the initial stages of the project, the project team undertook extensive consultation with a wide range of stakeholders to produce the Clinical Strategy for overall service provision. Further detailed consultation, informed by the Clinical Strategy, covered the range from the required size and adjacencies for each room to details such as the position of each socket in a room, to ensure the facilities function as intended. The consultations included meetings with patient and community groups, staff team meetings, reviews with healthcare planners and workshops to develop output specifications for each service. From this consultation process a reference design was developed which informed the overall design requirements of the building.

An important role for the Project Team was to record the agreed specifications for mechanical and electrical services, Information and Communications Technology and equipment, to ensure these were properly reflected in the procurement documentation and delivered in the eventual design and building.  The building specification was not changed or deviated from once agreed. This was in large part due to the extensive and detailed nature of the consultation process and the diligence of the project team.

Balfour Hospital Orkney entrance

The completed Balfour Hospital

To ensure that local trades, firms and people were involved in the delivery of the project at every stage, NHS Orkney specified that bidders for the project should demonstrate how local SMEs could have the opportunity to participate in and benefit from the overall project. The successful contractor demonstrated an interactive programme to engage with and develop local enterprises. This included offering apprenticeships jointly with local small contractors, working with the local Education Authority and SMEs to ensure that the apprentices would be able to complete their training either locally or on the mainland of Scotland. Local SMEs successfully bid to provide site start up services, scaffolding services, crane services, specialist stonework and joinery for the project.

Sharing skills

During the various stages of the project the small core Project Team was supplemented by a multidisciplinary in-house Extended Project Team of NHS Orkney staff from a variety of  backgrounds, including clinical, technical, IT, financial, operational, procurement and estates and facilities. The core and extended team met weekly, with monthly Risk Group Meetings also held. Over a period of approximately five years each member of the Extended Project Team brought their unique skill sets and experience to the project and developed a variety of project skills as the project progressed towards its successful delivery, which reduced reliance on external advisors, so reducing costs.

Each member of the Extended Project Team now has a set of skills and experience which they can   take back to their ‘day job.’ In the process project disciplines have been developed and enhanced throughout the organisation. Several team members were successful in obtaining promoted posts within NHS Orkney, based on the skills and experience gained within the project team.

In addition, the project team recruited admin staff from NHS Orkney’s Modern Apprentice scheme who were supported in developing project management skills. This approach proved very successful with the first such recruit being appointed to a substantive role in Primary Care Services and another, having completed their Modern Apprenticeship, now embarking on a degree course.

Efficiency and sustainability

The new building, its technology and equipment has been deigned to be as flexible and ‘future-proof’ as possible so that the building itself, its systems, NHS Orkney and its staff can develop and adapt to meeting the changing needs of the people and communities of Orkney as these develop.

Future benefits include, for example, the use of technology to support and develop telemedicine, remote consultations and virtual clinics. This will reduce, as far as possible, the need for patients to travel outwith Orkney for the majority of routine care, and support communication with and for patients in remote locations to reduce the requirement to travel to the Orkney Mainland.

In line with Orkney’s development as a hub for renewable energy solutions, bidders were challenged to design a low carbon energy solution, with this criterion forming part of the overall evaluation process. The solution designed by the preferred bidder and installed in the building has electricity as the primary power source and the main plant is twin air-to-water heat pumps. These pumps are externally mounted, extracting heat from the air to heat circulating water via electrical heat pump technology. In addition, solar panels on the roof supplement the building’s electricity supply from the main grid.

This design innovation, delivering a low carbon solution, should be viewed in the context of the delivery of a complex acute healthcare project, compounded by Orkney’s remote island location. To ensure the design was robust, deliverable and sustainable, specific attention was paid to resilience across the design of the building, how it was equipped and the design and installation of mechanical and engineering systems. This was so that the building and its life-critical systems can be maintained for extended periods in the event of failure of primary and secondary systems and/or extended periods when travel to and from Orkney is disrupted, for example due to severe weather.

Additionally, the car park is equipped with charging points for electric vehicles and all internal and external lighting has been designed to be as energy efficient as possible.

The GO Awards Experience

The team wanted to showcase the variety of ways the project has benefited Orkney, and in particular how a small public sector organisation can deliver a multi-million pound capital project utilising the skills and experience across its workforce to meet some very specific and in some cases unique requirements. Entering the GO Awards has been a positive experience and we would encourage others to enter.

This year’s finalists: Cenefits

This year’s finalists: Cenefits

In the run-up to the GO Awards Scotland, taking place on 29th October at the Marriott Hotel, Glasgow, we’ll be profiling some of our finalists to celebrate the diversity and strength of the entries to this year’s Awards.

Here, we hear from Tom Inglis, the founder of Cenefits, a web and mobile application which aims to makes it easy for organisations to manage and assess the community benefits and social value that they’ve added to their contracts. Cenefits and City of Edinburgh Council are listed as finalists in the Best Service (Micro and Small Businesses and Third Sector Organisations) Award.

  • Can you summarise the aims and scope of the project and how it took shape?

With Cenefits, we hope to provide the leading platform to manage and assess social value in Scotland and the wider UK. We are doing this by combining an elegant and easy to use interface for capturing evidence with a network of public organisations, suppliers and delivery partners.

The opportunity to develop Cenefits came about through The City of Edinburgh Council and Glasgow City Council’s Open Innovation Challenge in 2016/17. We entered our design, Cenefits, which was ultimately selected as the winner in November 2017.

  • What were some of the major challenges involved in the project, and how were these overcome?

The biggest challenges have been both understanding what community benefits are and how they fit into the wider ecosystem of social value and sustainable procurement, and how different organisations have started to systematise their approach to capturing evidence and reporting on community benefits. We’ve overcome this by continuously meeting and engaging with customers to iterate our product and optimise our process.

  • What motivated you to enter this project for a GO Award – and why this category?

As a startup company, it is important for us to take every opportunity to get exposure for what we’re doing amongst our potential customers. The GO Awards seemed like a great opportunity for us to get Cenefits in front of decision makers from local authorities, health boards, universities and non-governmental organisations in Scotland. We’ve entered the category for Micro and Small Businesses because that’s what we are. We’ve also been listed as finalists with City of Edinburgh Council in the Social Value Award category, which is the sector we operate in.

  • What would winning a GO Award mean to you?

Winning a GO Award would be truly awesome – it would add tremendous legitimacy to what we’ve been working on for two years, and be a great celebration of all of our hard work to date as well as that of our customers.

Warmworks Scotland

Warmworks Scotland

WINNER – GO Best Service Award: Medium & Large Organisations, GO Awards Scotland 2018/19
WINNER –
GO Best Service Award: Medium & Large Organisations, National GO Awards 2019/120

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Herman Miller logo

 

Warmworks Scotland was set up to reduce fuel poverty in Scotland and drive energy efficiency and sustainability. A winner at the GO Awards Scotland, the Warmworks team were Logo for iCom Reward Worksautomatically entered for the UK National GO Awards and achieved further success there. Bronagh Finnegan, Public Affairs and Communications Manager at Warmworks, explains what has allowed the project to be delivered great service so consistently.

Warmworks Scotland team at GO Awards

The project

Warmworks Scotland was set up to deliver the Scottish Government’s ‘Warmer Homes Scotland’ scheme. The scheme, launched in September 2015, provides insulation, efficient heating and renewable technologies in the homes of people across Scotland who are struggling with the cost of high energy bills. The scheme receives up to £32 million a year of Scottish Government funding and is a key part of the Scottish Government’s aim to tackle fuel poverty across Scotland and make energy more affordable for all.

Innovation

Warmworks captures more information, and is therefore able to provide more tailored solutions for individual households, than any other energy efficiency scheme of this type.

One example of this is our bespoke IT platform. In-home surveys are carried out using our tailor-made app on tablet devices, capturing and producing a full Energy Performance Certificate before information about the property is wirelessly synced back to the FileMaker database in the office. The information then syncs with our finance system to ensure any billing or payments to the sub-contracted supply chain of installers is done efficiently and accurately. More than 20,000 in-home surveys have already been completed and synced without duplication or confusion for the householder. Similarly, the property information can then be synced back to our inspection team to ensure that they have all the information required.

Delivering consistently

Fuel poverty is a complex issue and there is no one solution that fits all. Warmworks is tasked with delivering a first-class service to all our customers, irrespective of location.

Delivering the scheme to island communities generates unique challenges, some of which are beyond our control, for example bad weather or cancelled travel to some of the outer islands. To overcome this problem, we have committed to establishing a network of local contractors, with nine island sub-contractors now working on the scheme. We have put in place secure local storage facilities where we hold materials necessary to complete an installation. This ensures that people living in island communities receive the same service as customers on the mainland. Our efforts in this area are reflected in [the fact that] just under 20% of all of our installations take place in Highlands and Island communities – higher than the targets set by the Scottish Government. Our KPI performance and level of service delivered has been, for the last six months, as high in remote, rural areas as it has been in the more densely populated urban areas of the central belt of Scotland.

Some of our customers face challenges that can be a barrier to receiving help from the scheme, even though they qualify. For example, if a customer is receiving loft insulation and has a lot of possessions stored in the loft space, the installation may not be able to go ahead until the items have been cleared. The cost of this is not covered under the scheme, meaning that those customers would be at risk of having their application cancelled.

Warmworks Scotland acceptance speech at GO Awards

In looking for a solution, Warmworks engaged with both Scottish and Southern Electricity Networks and SGN, who agreed to provide an ‘enabling fund’ for customers, which can be used to remove any barriers that prevent the customer getting help under Warmer Homes Scotland. This proactive, innovative engagement with stakeholders has resulted in over 75 customers receiving help from enabling funds who otherwise would have had to cancel their applications.

We have set extremely high standards for ourselves in the way that we put the customer at the heart of what we do – and 100% of our customers reported themselves as satisfied or very satisfied with the work carried out.

Supply chain management

We manage a Scotland-wide supply chain of 22 locally based sub-contractors. This is a fundamental part of our success and is achieved by effective management and regular engagement. For example, monthly meetings are held to hear how the process is working, and we offer support as necessary to ensure high levels of service delivery are maintained. In addition, we hold two sub-contractor forums per year where we reflect on the delivery of the scheme to date. We also reward contractors who have upheld our standards and values throughout the year in an awards ceremony.

Transparency, openness and respect are at the heart of Warmworks’ relationships with our SME sub-contractors. More than 96% of our sub-contractors are paid within 30 days and all receive a fair rate for the work they do. In turn, we ask that they pay their people the Scottish Living Wage to ensure that the benefits of the scheme’s investment in local communities are properly and reasonably shared. All of this helps to ensure that best practice is reflected throughout the supply chain as a whole.

The GO Awards Experience

We decided to enter the GO Awards because we feel our approach to transparent procurement and collaborative contract management is one that works. We are proud of the success we have achieved so far and felt it was important that the wider team and supply chain were recognised for all the hard work they have put in over the years in delivering the scheme.

The fact that we won in our category in both the Scottish and UK-wide GO Awards has not only enhanced the morale within our team and our supply chain, but it has also demonstrated to our wider stakeholders and our customers that we are committed to delivering a first-class service and will continue to do so over the months and years to come. We were pleased with our experience of entering the Awards and found the ceremonies to be enjoyable and well organised.