bim and ppp
DESCRIPTION
David Monswhite presentation delivered to ThinkBIM Simulcast event in London, 29 January 2014TRANSCRIPT
© Turner & Townsend plc January 14 making the difference
BIM and PFI – the challenge
Dave Monswhite
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Presentation Notes
Currently there are 750 PPP/PFI projects in the UK Like it or loathe it – this is an accepted method of procurement and operation within the UK for government assets But does the current BIM process fit with PFI?
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years
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Though with differences between sectors, tendering periods overall lasted an average of 34 months (25 months average for PFI schools, 38 months for PFI hospitals and 47 months for other PFI projects) - no better than the average for projects that closed between 2000 and 2003.
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Prepare for procurement
Go to market
Prequalification of bidders
Open competitive dialogue
Close competitive dialogue
Appoint preferred bidder
Financial close
PFI / PPP process
Presenter
Presentation Notes
Prepare for Procurement Includes preparation of Outline Business Case and the project specifications – issue OJEU notice Pre-qualify bidders Pre-Qualification Questionnaire (PQQ) leading to short-listing Invitation to Participate in the Dialogue (ITPD) and open Competitive Dialogue Shortlist bidders using Outline Solutions Detailed solutions, clarification and dialogue over all aspects Assess readiness to close dialogue/continue refining solutions Almost half of the time taken to tender a PFI deal is taken up by negotiations with a single preferred bidder Employers information requirements and contractual implementation can often be 2 years in advance of receipt of any proposals from a consortia So how do we integrate BIM into this process?
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Not just buildings
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Presentation Notes
A Private Finance Initiative (PFI) solution is being adopted, in which the private sector will provide not only replacement aircraft, but also a complete and secure long-term service. AirTanker provide a comprehensive service for the RAF to ensure the full operational availability of the fleet over a 27 year period. PFI works best where activities and demand are predictable. This is clearly not the case for FSTA. For instance, it is simply astonishing that the Department did not decide until 2006 that FSTA should be able to fly into high threat environments such as Afghanistan. Yet the Department is inhibited from changing the specification because of the implications to the cost of the PFI. Not saying that construction is a hostile environment – but we do go through a lot of specification development!
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Case study Grangegorman Development Agency
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Since we began PAS 1192-2:2013 Draft PAS 1192-3:2013 Draft PAS 1192-4:2014? Uniclass2 – issued then revisited CIC BIM Protocol CIC Information Manager Contract revisions Software changes
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National audit office report on PFI procurement Primary fails during the negotiation period that can lead to issues Delays caused by having to adapt to policy changes (such as Agenda for Change in the health sector – or mandating of BIM?) Changes made by the public sector procurement team to the scope or specifications of the project Lack of expertise, experience or resources within the public sector procurement teams Insufficient development of specifications prior to the project going to the market Poor process management Compound that by the project being in Ireland – EU not UK. Will the PAS become an ISO in the life of the negotiation?
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Prepare for procurement
Go to market
Prequalification of bidders
Open competitive dialogue
Close competitive dialogue
Appoint preferred bidder
Financial close
Definition of output specification
Presenter
Presentation Notes
We need to get through a complex negotiation Reducing a potentially high risk… whilst attracting and maintaining an element of competition over a long period of time Output specifications need to be suitably attractive, allow profit to be made – but balance the needs of the public purse. The GDA scheme is seen as a primary stimulus package by the Irish government – its crucial to get it right.
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How do we handle this?
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Presentation Notes
Now if I had one of these, I could just nip forward – work out whats needed or how the asset and its data have panned out Last time someone did this – we were supposed to have hoverboards by now.
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Robust briefing process Requirements capture Agile approach to the data needs
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Presentation Notes
We engage on a capture process – not only do we need to understand the operation of the asset But we also need to understand the needs of the end user. In the case of GDA – the end user is Dublin Institute of Technolgy wants to use the BIM as a mechanism for research, teaching and learning in BIM. We needed to enable that. Not sure who did the briefing for the RAF – but I may have asked if they wanted to use the aircraft in war zones! Overarching the client requirement in this instance is how we measure performance – effectively the BIM is used as a management mechanism Defining the management data we expect to receive during the lifecycle of the PFI allows us to track, monitor and assess from a distance Outside of the provision of physical facilities – the arms length management of a PFI asset, coupled with the need to receive it back into public ownership at the end of the concession period
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Don’t wait to crash…
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Presentation Notes
In effect the BIM is a flight recorder for the public sector in PFI projects. Asset data gathered during the lifecycle is critical in the decision making process, not just of the reintegration of the asset 25 years hence, but also as a source of performance data to inform the decisions being made on other projects, or during the next procurement We shouldn’t wait for a crash to examine the data – in operation data is far more informative than forensically examining a failure!
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Remember – when managing PFI and BIM there needs to be 3 soft landings One at financial close, one at acceptance to operation and one in 25 – 30 years time. Keep it open, use your data and make sure that controls are in place.
