msc_tang report 2001

8/8/2019 MSc_Tang Report 2001

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Tang Report 2001Construct for Excellence


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Background

Sub-standard foundation works in several public

housing developments in 1999

The Secretary for Housing, Planning & Lands

claims the incidents were caused by criminal

acts of contractors' and consultants, dishonest

staff members, shortcomings in the HDs project-management systems and malpractices in the

industry. Jan 22, 2003


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Background (2)

Industry problems Non-value adding multi-layered subcontracting

Highly fragmented with adversarial culture

Labour-intensive construction methods

Inadequately trained workforce

Time, cost, quality not satisfied

High site accident rate

Depressed Economy


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Industrys role in HK

Since 1990s, 5-6% of GDP

HKHA is the largest developer providing

housing for almost 50% of residents In 1999, 1 in 10 employed in the industry


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Overseas

Egan Report (UK) 1998

C21 (Singapore) Report 1999

Building for Growth (Australia) 1999 White Paper (South Africa) 1999


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CIRC

April 2000

Led by Hon. Henry Tang to examine theconstruction industry and propose a wayforward

9 month consultation

Main committee, 3 Sub-committees and 1

Working Group CIRC held 10 meetings

33 meetings held by S-committee and WG


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C21 Committee (Singapore)

May 1998

Led by Secretary for Manpower to

examine industry and workforce 15 month consultation

Steering Committee, Working Committee,

4 Working Groups; 11 meetingsby SC Study missions to Japan and HK

Advice from Egan (UK)


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CIRC membership

Main committee

8 public and 8 private sector members

Sub-committees Govt bureaux and depts

Professional institutions

Trade associations


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C21 membership (Singapore)

Steering Committee

28 members; 2/5 private and 3/5 publicsector members

Working Groups

Regulatory bodies

Professional institutions

Trade associations and unions

Members of Parliament


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CIRCs vision

To develop an integrated construction

industry that is capable of continuous

improvement towards excellence in a

market-driven environment.


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C21s vision (Singapore)

To be a world classbuilder in the

knowledge age.


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Key Issues

Quality culture

Value in construction procurement

Professional workforce Efficiency, innovation and productivity

Safety and environmental performance

Institutional framework


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Quality culture

Proactive client

Voluntary subcontractor registration

scheme Site supervision

HKHA projectssubject to the Buildings

Ordinance


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Quality in C21

Enhancing buildability

CONQUAS 21, a measure of quality

R&D under the Natl ConstructionResearch Institute (NCRI)

Generic construction management system

Minimize modifications to contracts


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Value in procurement

Cost and quality performance

considerations in selection of project team

Partnering and alignment of interests Equitable allocation of risk in contracts

Payment systems


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Procurement in C21

Greater integration

Design and Build

D&B friendly environment


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Professionalism in C21

Multi-disciplinary approach for new

professionals

Continuing education / CPD programs COP and COC for all participants

Contractor licensing scheme


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Future direction

109 recommendations

Clients to lead

Compete with leading firms Evaluate the progress in 3 yrs time

HKHA Partnering for Change

40 recommendations


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PCICB

Sept 2001 establishment of Provisional

Construction Industry Co-ordination Board

Facilitate the reforms in the CIRC Report

Led by M.D. ofSwire Properties Ltd.

20 members (industry stakeholders)

5 Working Groups 10 meetings


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PCICB (2)

Develop a framework for ConstructionIndustry Council (CIC)

Progress reports on the CIRCrecommendations (tender assessments ona 40/60 weighting on quality/cost)

Consultation documents on the legal

framework of the CIC and operationalframework of the voluntary S/C registrationscheme


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Remarks

Cost of these reforms?

Concensus about the direction?

Prescriptive Tang Report reiterates issues from Egan

Report

Recommendations met Measure success?

msc_tang report 2001

Documents