Construction Procurement Strategy
Steering Group
Construction Procurement Strategy Executive Summary and Action Plan
Construction Procurement Strategy Steering Group
Foreword
I have great pleasure in my role as Chair of the Steering Group in endorsing the new
Construction Procurement Strategy which is intended to address the
recommendations outlined in the previous Constructing Excellence in Wales “No
Turning Back” report published in 2010.
This Strategy guides clients as to how public construction projects should be
procured, and clarifies where possible some of the concepts involved in order to give
consistent, cohesive direction to the public sector in Wales.
The Strategy is a product of the Steering Group and is a statement of intent to work
with public clients and industry and compliments other work carried out including the
Finance Minister’s procurement policy statement and local government compact. I
would also like to say that in addition to the Steering Group, the industry and public
sector has also been responding to the required changes albeit not necessarily
consistently. However the strength of the Steering Group is that it can draw together
these respective initiatives and views into a single place and try and reach a
consensus as to the most appropriate way forward and the input and challenge from
all areas will I am sure assist us in making a step change in our procurement
arrangements
The strategy is intended to be a living document outlining a range of activities that
have been completed and new actions that it is believed will improve the future of
construction procurement within the public sector in Wales over the years to come.
To that end this Strategy is underpinned by critical success factors that will ensure it
remains fit for purpose in both achieving best value for taxpayers’ money in the
widest sense, and in supporting a robust, competitive and sustainable supply chain
and maximising the wider community benefits derived from construction projects in
Wales.
A cornerstone of the strategy is the development of a new Charter which is intended
to give a clear statement of intend from all stakeholders in the industry as to how the
strategy principles or consistency, visibility and proportionality will be delivered going
forward and I would urge all those involved in the construction industry to sign up to
its principles as soon as possible
Finally I would like to thank the steering group members for their time and
commitment and also thank all of those who have been involved within the
development of the strategy and trust that this continued support and challenge will
allow us deliver on the forward action plan and continue the improvements that have
been set in place
Martin Nicholls
Chair Construction Strategy Steering Group
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Construction Procurement Strategy Steering Group
Executive Summary
In October 2010 the Minister for Finance and Leader of the house formally launched
the Constructing Excellence in Wales “No Turning Back” report and created a cross
sector construction industry steering group to respond to the recommendations.
Consequently, the Construction Procurement Strategy Steering Group (Steering
Group) has progressed this emerging Strategy which sets out to thematically address
the specific recommendations of No Turning Back, summarised below:

Clarity must be provided over public sector capital programme spend

Standardisation of procurement in the public sector across Wales

Commit to and implement a new Procurement Strategy for Construction

Adopt a best practice approach to payment

Undertake a review of capacity and capability in public sector procurement in
Wales

Strengthen the link between capital investment and sustainable benefits for
Wales’ local communities
A full copy of the No Turning Back report is available at the link below:
http://www.cewales.org.uk/about-us/publications/
This Strategy guides clients as to how public construction projects should be
procured, and clarifies where possible some of the concepts involved in order to give
consistent, cohesive direction to the public sector in Wales.
The Strategy is not a Welsh Government document, but is the product of the Steering
Group (membership contained within Annex 1) and is a statement of intent to work
with public clients and industry to incorporate agreed Welsh procurement policy into
construction projects in Wales.
Specific tools and policies are referred to in the Strategy; in accordance with the
Finance Minister’s Procurement Policy Statement, it is expected that these be used
wherever possible in order to embed the recommendations via best practice and
consistency in the way that the public sector deals with construction projects and the
construction industry.
To that end this Strategy is underpinned by critical success factors that will ensure it
remains fit for purpose in both achieving best value for taxpayers’ money in the
widest sense, and in supporting a robust, competitive and sustainable supply chain
within construction in Wales. These will enable the Construction Procurement
Strategy Steering Group to monitor the progress being made across the public sector
and report this to the Minister for Finance and Leader of the House.
It should be stated that in addition to the Steering Group, the industry and public
sector has also been responding to the required changes albeit not necessarily
consistently. However the strength of the Steering Group is that it can draw together
these respective initiatives and views into a single place and try and reach a
consensus as to the most appropriate way forward. It is not however being
suggested that all of the progress is as a result of the Steering Group itself and great
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Construction Procurement Strategy Steering Group
credit has to go to those who are developing innovative solutions and are continuing
to progress best practice outside of the group as part of their day to day activities. In
addition to those members of the Steering group and organisations listed at Annex 1
who have committed their time and energy to developing this Strategy, the overall
progress would not have been achieved without the dedication and support of a
range of organisations including ConstructionSkills Wales, Constructing Excellence in
Wales, WLGA and the Regional Construction Fora.
Finally the strategy seeks to outline the progress to date whilst also recognising that
such a complicated task will require actions in the medium and long term to ensure
that true change is embedded and the temptation to “Turn Back” is avoided. The
following actions have therefore been completed:

Collation and publication of the first all encompassing local authority works
capital programme for 2012/13 with further recommendations for 2013/14 and
beyond;

Adoption and increased use of standardised pre-qualification qualification via
SQuID with sign up from all 22 local authority’s via the Local Government
compact, NHS Wales and a range of education institutions;

Agreement of Welsh Fair payment clauses to embed suitable payment
provisions throughout the supply chain to improve reliability and timeliness of
contractor and sub-contractor payments;

Completion and agreement to adopt the Welsh Government Community
Benefits approach and measurement tool for all projects over £2m;

Agreement to reintroduce programme of procurement capability assessments
across public sector organisations;

Development of a Commitment Charter covering both “client side” and
“industry” commitments to set out clearly what each respective party
(Appendix 1). Cardiff Metropolitan University have agreed to adopt the
Charter as the pilot organisation;

Improved consistency of approach through application of regional
frameworks;

Embedding the use of SQuID, Community Benefits and Fair Payment clauses
as part of future major projects delivered through Welsh Government grant
funding; and

Completion of the CEW best practice club’s “How2” guide, aimed at getting
added value form construction via a live interactive website and database
developed by the Welsh best practice clubs and accessible via
http://h2guide.co.uk/wp/.
These actions complement delivery of the Procurement Policy Statement
published by the Finance Minister on 6 December 2012.
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Construction Procurement Strategy Steering Group
In addition to the progress to date there is a clear need to an ongoing action plan to
maintain the momentum of the Steering Group and the industry. This is included in
Appendix 2 with a brief summary of the key objectives and milestones as follows:
Simplification and consistency
 Publish guidance on the recommended appropriate use of forms of contract by
end March 2013.
 Produce on-line guidance to support clients to procure construction and services
requirements, with first content being made available by March 2013.
 Develop guidance that supports clients’ decision making in selecting the most
appropriate procurement route (national, regional or local) by September 2013;
 Pilot the electronic use of SQuID on 10-12 projects through xchangewales’ esourcing suite of tools by September 2013.
 Increase the use of xchangewales e-tendering tools, running 12 further
procurements via this approach by March 2014.
 Secure adoption of the Construction Commitment Charter from the Welsh
Government, NHS Wales, local authorities in Wales and key industry stakeholders,
by September 2013.
 Modernise approaches to take account of opportunities presented by the new EU
Procurement Directives – ongoing from 2013.
 Alignment with the UK Government Building Information Modelling (BIM) strategy,
with all Welsh Government funded projects at level 2 by 2016 and all Welsh
Government Department projects to lead at level 2 by 2015.
 Develop a culture of simplicity, consistency and proportionality in the procurement
process
SMEs in Wales
 Ongoing data collection and analysis of contract awards in Wales to be produced
on a quarterly basis, illustrating a breakdown of awards to both indigenous and
Wales-based contractors.
 Pilot use of SQuID with north Wales based contractors by March 2013.
 Analyse outcomes from adoption of Community Benefits approach and
measurement tool to determine proportion of supply-chain business secured by
indigenous contractors and SMEs.
 Increase the value of construction sub-contracts advertised via
www.sell2wales.co.uk by 50% by March 2014, and a further 50% by March 2015.
 Ensure that procurement policy adoption covers all aspects of the construction
sector, including contactors, suppliers and consultants
Visibility of construction projects
 Further refine the data collection for capital spend across the public sector by
building on the pilot work carried out for 12/13 and embed information in the Wales
Infrastructure Investment Plan (WIIP) for projects and programmes and provide an
annual update.
 The Sub-group to take responsibility for collating and publishing data relating to
projects that fall below the £15m WIIP threshold and consider opportunities for
feeding into the WIIP.
 Identify planned and current projects using the Community Benefits pipeline on a
quarterly basis.
 Benchmark total value of Welsh construction work available.
 Work with all public bodies and Welsh Local Government Association to make
more data available in a suitable format.
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Construction Procurement Strategy Steering Group
 Require that all construction contracts requiring competition are advertised on
sell2wales – produce guidance to support by September 2013.
Capability and capacity of procurement in Wales
 Public bodies to commit to undertaking Procurement Capability Assessments to
include construction activity taking account of the Construction Procurement
Strategy; to commence during 2013/14.
 Develop a training plan for construction procurement professionals for 2013/14
onward.
Payment of contractors
 Promote the Fair Payment policy via the Commitment Charter and through
adoption of the Community Benefits approach with immediate effect.
 Contractors will be encouraged to report examples of non-adherence to the
Steering Group.
 Develop in conjunction with the supply chain via construction fora appropriate
mechanisms to ascertain practices ‘on the ground’.
 Ensure fair payment is adopted as a core criterion in SQuID – with immediate
effect.
 Ensure build up to the longer term aspiration of using Project Bank Accounts, and
introduce the use of PBA s as a pilot by September 2013.
 Pilot the use of Integrated Project Insurance on 2 projects by March 2014.
Use of clear guidelines on quality/value in practice
 Benchmark data on weighting quality / cost criteria on major projects.
 Survey to determine how cost and quality are currently weighted, what decision
making processes drove this, what support is available to clients internally.
 Establish level of support available across public sector, and what the drivers are
in each area for decisions on price/quality, with particular emphasis on whole life
costing.
 Commission discrete work on the guidance available with a view to augmenting
this by mid 2013.
 Develop policy guidance to determine the approach to setting quality/value ratios
for construction and professional services contracts.
Community Benefits
 Embed Community Benefits clauses within all projects where such benefits may
be realised by December 2013.
 Extend the work being done by Value Wales in monitoring the use of Community
Benefits approach with all public bodies in Wales using the policy where possible
and using the measurement tool for all projects over £2m.
 Benchmark data by Quarter, geographical areas, works type, approach, return on
investment produced by March 2013 and quarterly thereafter.
 Deliver 10 CB training courses to construction project teams by the end of
December 2013.
Monitoring of Action Plan
These actions will be subject of ongoing bi-monthly monitoring and review via the
Steering Group with national members invited or seconded where necessary to deal
with each activity.
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Construction Procurement Strategy Steering Group
Annex 1
Construction Procurement Strategy Steering Group Membership
Martin Nicholls, City and County of Swansea Council (Chair)
David Benson, Cardiff Metropolitan University
Chris Chapman, WLGA
Delyth Davies, R L Davies
Dawn Davies, Anthony A Davies
Mike Edmonds, Constructing Excellence in Wales
Donna Griffiths, ConstructionSkills Wales
Vince Hanly, Rhondda Cynon Taf Council
David Harries, Cowlin Construction
Jeanette Hawrot, Leadbitter
Jenny Hudson, G M Jones
Dafydd Hughes, Welsh Government
Rhodri-Gwynn Jones, CECA Wales
Milica Kitson, Constructing Excellence in Wales
Stephen Lawrence, Mott MacDonald
Ian Mowatt, Gwynedd Council
Ann-Marie Smale, Powell Dobson
Nick Sullivan, Welsh Government
Malcolm Thomas, Hale Construction
Mark Thomson, HM Building Services
Sean Tristham, Rhondda Housing Association
Andrew Waddington, NHS Wales
Huw Williams, Gwynedd Council
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Construction Procurement Strategy Steering Group
Appendix 1
The Construction Commitment Charter for Wales
Introduction
In 2010 the Construction Procurement Strategy Steering Group was
established to implement the recommendations of No Turning Back, a report
on public construction in Wales, produced by Constructing Excellence in
Wales.
The Group commissioned a specific Construction Commitment Charter for
Wales, along the lines of the UK-wide charter produced by the Strategic
Forum for Construction.
The purpose of this charter is to establish a set of commitments that both
public sector clients and the construction industry will adopt to support
delivery of construction projects.
The individual commitments fall within six broad areas:

Procurement & Integration

Commitment to People

Client Leadership

Sustainability

Design Quality

Health & Safety
These areas encompass principles that will ensure continuous improvement
for the industry and integrate best practice into public clients’ approach to
procuring projects.
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Construction Procurement Strategy Steering Group
1. Procurement & Integration
Clients will form a procurement policy that uses ethical sourcing,
enables best value to be achieved and encourages the early involvement
of the supply chain. Integrated project teams will be used to work
together to achieve the best possible solution in terms of design,
buildability, environmental performance and sustainable development
Client side commitments
• Procurement decisions will be transparent, made on best value rather
than lowest cost, use evaluation criteria and where appropriate, specialist
advisors.
• Clients will adopt common processes as endorsed and developed by the
Construction Procurement Strategy Steering Group.
• All members of the construction team will be identified and involved at an
early stage, particularly during the design process and will be encouraged to
work collaboratively.
• The duties of each project team member will be identified and shared at
the outset of the project and appropriate insurance policies, such as
project insurance, put in place.
• Risks will be clearly identified, financially quantified and allocated in line
with each party’s ownership and ability to manage the risk.
• All contracts will have an informal and non-confrontational mechanism to
manage-out disputes.
• Clients will make use of the Planned Construction Project Database to
provide advance notice of projects over £750,000.
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Construction Procurement Strategy Steering Group
• Clients will use the Supplier Qualification Information Database (SQuID) for
the prequalification stage of their projects.
• Clients will reduce the amount of administration needed to tender –
simplifying documents, producing clear briefs identifying, their requirements
and use plain language.
Clients will above all follow the core principles of consistency and
proportionality wherever possible within all aspects of the procurement
process.
Supplier side commitments
• Supply chain partners will be required to demonstrate their competency
and commitment to integrated working, innovation, and to
a culture of trust and transparency.
• Suppliers and contractors will support integrated working by contributing to
project risk registers.
• Suppliers will actively seek tender opportunities, including registering on the
National Procurement Website - www.sell2wales.co.uk.
• Suppliers will ensure that they know what is required of them to meet their
requirements, and be realistic in assessing their capability to deliver each
contract.
Shared commitments
• To ensure effective and equitable cash flow for all those involved in the
supply chain, all contracts will incorporate fair payment practices (as set out in
the Welsh Fair Payment Policy), no unfair withholding of retentions, project
bank accounts where practicable and cost effective, and will include
mechanisms to encourage defects-free construction.
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Construction Procurement Strategy Steering Group
• Both clients and supply chain partners will actively mitigate against
abnormally low tenders by discouraging and investigating them.
• Prime contractors will be required to use the Tier 1 sub-contract portal on the
National Procurement Website and work with the Supplier Development Service to
open up opportunities for Wales-based suppliers.
• The employment practices of all organisations, including sub-contractors
and the self-employed, may be scrutinised by the client and the supply
chain to avoid abuses.
2. Commitment to People
All parties will use an approach that values people, which will lead to a
more productive and engaged workforce, facilitate recruitment and
retention of staff and engage local communities positively in
construction projects
Client side commitments
• Clients will adopt a Community Benefits approach wherever possible and
practical and in any event on all projects over £2m.
• Clients will encourage and support their supply chain partners’ membership
of the Considerate Constructors Scheme.
Supplier side commitments
• Where possible, project specific agreements will be established between
unions and employers to encourage better employment practices, including
training, as well as health and safety and occupational health.
• Construction sites will be clean, tidy and provide good quality facilities,
including catering, appropriate to the diverse needs of the workforce.
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Construction Procurement Strategy Steering Group
• Sites will be run considerately without causing nuisance to local
communities, and in a way that will mitigate the effect that their projects have
on the environment. At a minimum, contractors will adhere to the principles of
the Considerate Constructors Scheme, and wherever possible will register
with the Scheme.
Shared commitments
• Clients and contractors will ensure their projects are utilised as a lever for
recruitment and training of economically inactive people.
• Projects will contribute to local community in terms of education,
regeneration and community engagement.
• Clients and contractors will give consideration to opening up opportunities to
enable small businesses and disadvantaged groups to be represented
through the supply chain.
• Training and development will be offered to all staff, including the client,
to meet individual, project and company needs.
• A policy of equal opportunities will be adopted to encourage a diverse
workforce.
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Construction Procurement Strategy Steering Group
3. Client Leadership
Clients will provide the leadership that is vital to the success of any
project and enables the construction industry to perform at its best
Client side commitments
• The client structure and responsibilities will be clearly identified and
adequately resourced to ensure continuity in leadership for the duration
of the project.
• There will be client commitment to best practice guidelines and
engendering cooperation with all organisations involved in the project.
• A clearly expressed and well researched vision and business case for
the construction project will be developed by the client.
• A detailed brief with clear financial objectives, programme and definition
of what is meant by success will be developed by the client before the
design stage for all projects and this will be shared at the outset with all
those involved.
• The client will champion best practice in design, team working,
innovation, health and safety and sustainability and demand an
appropriately trained and qualified workforce.
• A clear, collaborative and flexible procurement policy will be developed
by the client, together with a clearly expressed industrial relations’
framework.
• The client will work within the project team from the outset of the project
to identify and manage risks.
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Construction Procurement Strategy Steering Group
• Projects will be properly commissioned before handover.
• Clients will provide constructive feedback on performance and behaviour
and encourage dialogue between all parties.
• Clients will make use of Value Wales’ Construction Quality Assurance
Template wherever possible, in order to ensure that the principles of the
Achieving Excellence in Construction are embedded into their projects.
Shared commitments
• Contractors and suppliers will engage with the leadership shown by clients
by participating and contributing to their initiatives and actions.
• Contractors and suppliers will commit to continuing this ethos by taking the
same approach with their supply chains.
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Construction Procurement Strategy Steering Group
4. Sustainability
Sustainability lies at the heart of design and construction. All parties will
take a sustainable approach that will bring full and lasting
environmental, social and economic benefits
Client side commitments
• Clients will, where possible, use construction as a lever for delivering
sustainable benefits, covering all three strands of sustainability.
• Development plans will seek to enhance, create and protect the local
natural environment.
• Targets, including the business case, will be set within all contracts and
performance will be monitored and appraised regularly.
• Clients will use the Sustainability Risk Assessment for all projects.
• Clients will use the Community Benefits approach on all possible projects,
and will use the Community Benefits Measurement Tool on all projects over
£2m.
• Clients will wherever possible consider reserving some of their contracts, or
providing that part of them be carried out by, supported businesses.
Supplier side commitments
• Suppliers and contractors will seek to ensure that design, component and
process solutions align with or enhance aesthetics and performance but
improve sustainability in terms of availability, life cycle costs, whilst supporting
the sustainability of industry, commerce and the environment.
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Construction Procurement Strategy Steering Group
Shared commitments
• The overarching government and industry outputs produced by the
Construction Procurement Strategy Steering Group provide the framework for
future construction projects.
• Each project will develop a specific Sustainability Action Plan which will
address environmental, social and economic aspects and aim to exceed
the highest levels within relevant standards and include all aspects of the
supply chain.
• Projects will incorporate best practice approaches to resource use,
waste minimisation, low-carbon performance, employment, training and
community engagement.
• Projects will actively aim to enhance the vitality and viability of local
communities.
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Construction Procurement Strategy Steering Group
5. Design Quality
The design will be creative, imaginative, sustainable and capable of
meeting delivery objectives, and take the whole life of projects into
account. Quality in design and construction utilising the best of modern
methods will ensure that the project meets the needs of all stakeholders,
both functionally and architecturally
Client side commitments
• The client will produce a clear brief before design commences.
• Designers will be selected according to ability and quality, together with
other criteria appropriate to the scale and complexity of the project.
• Project briefs will specify performance criteria to encourage innovation
in order to deliver cost-effective solutions, taking advantage of
opportunities for standardisation, prefabrication, off-site manufacture
and adopting modern logistics principles.
Supplier side commitments
• The design will be tested using third party design reviews and other
tools for assessing design quality.
• Design risk assessments will be carried out throughout the life cycle of the
project.
• Suppliers and contractors will ensure that the design meets the sustainability
objectives of the client are met, including an approach toward a carbon
neutral goal.
• Architects and designers will be encouraged to give consideration to the use
of indigenous materials and products where appropriate to the project.
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Construction Procurement Strategy Steering Group
Shared commitments
• Every opportunity will be taken to encourage visionary designs,
including art sculpture and to provide opportunities for emerging
designers and artists.
• The design must suit the practical, functional and operational
requirements of the project and meet both the client’s and users’
needs, to ensure that whole-life value is delivered by addressing
buildability, maintainability and usability, whilst driving health and safety
throughout.
• IT-based collaborative tools and communication technologies will be
exploited.
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Construction Procurement Strategy Steering Group
6. Health & Safety
Health and safety is integral to the success of any project, from design
and construction to subsequent operation and maintenance. All parties
will ensure that they integrate clear, robust, best practice into their
projects
Client side commitments
• All clients will ensure that site safety is communicated as a high priority for
their construction projects and that all their projects adhere to CDM
legislation.
Supplier side commitments
•Health and safety must be of the highest priority for suppliers and
contractors.
• Construction projects will aspire to be injury and incident-free.
• Every project will have a strategy to deal with occupational health and
provide medically trained staff on site.
• All professional and site staff will hold Construction Skills Certification
Scheme (CSCS) cards or equivalent.
Shared commitments
• All designs will address health and safety issues and all projects will
maintain a health and safety risk register.
• All health and safety risks, including those relating to occupational
health, will be assessed, managed, action taken and communicated from
inception to design.
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Construction Procurement Strategy Steering Group
The Construction Procurement Strategy Steering Group
The Construction Procurement Strategy Steering Group represents both
industry and client side in public construction matters in Wales.
For more information about these Commitments, the Group, or any of its
work, please contact:
Construction Procurement Strategy Steering Group
Policy Team
Value Wales, Welsh Government
1st floor, North Core
Rhydycar Business Park
Merthyr Tydfil CF48 1UZ
Email: vwpolicy@wales.gsi.gov.uk
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Construction Procurement Strategy Steering Group
Agreement to Adopt the Construction Commitment Charter
We, the undersigned, agree to adopt and seek to apply the
principles and individual commitments in this Charter in the
delivery of construction projects in Wales.
We acknowledge that the Construction Procurement Strategy
Steering Group will be responsible for receiving and responding to
client and industry feedback regarding the application of the
principles and commitments of the Charter.
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Name
Date
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Organisation
Date
Appendix 2
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Construction Procurement Strategy Steering Group
Action Plan
Action
Number
1
What?
By When?
By whom?
Publish guidance on the
recommended appropriate
use of forms of contract.
Produce on-line guidance
to support clients to
procure construction and
services requirements
Develop guidance that
supports clients’ decision
making in selecting the
most appropriate
procurement route
(national, regional or local).
Pilot the electronic use of
SQuID on 10-12 projects
through xchangewales esourcing suite of tools.
March 2013
Value Wales
First content
available by
March 2013
Value Wales
September
2013
Value Wales
September
2013
3b
Increase the use of
xchangewales e-tendering
tools, running 12 further
procurements via this
approach.
March 2014
3c
Pilot use of SQuID with
north Wales based
contractors.
March 2013
Steering Group public
sector representatives and
local government
Collaborative Works
Group to nominate
candidate projects, with
Value Wales’
xchangewales eprocurement programme
facilitating training and use
of the tools.
Steering Group public
sector representatives and
local government
Collaborative Works
Group to nominate
candidate projects, with
Value Wales
xchangewales eprocurement programme
facilitating training and use
of the tools.
Welsh Government BETS
department and North
Wales Construction Forum
Steering Group
representatives.
4
Secure adoption of the
Construction Commitment
Charter from the Welsh
Government, NHS Wales,
local authorities in Wales
and key industry
stakeholders.
Modernise approaches to
take account of
September
2013
Value Wales and Steering
Group industry
representatives.
September
2013 ongoing.
Value Wales in
collaboration with Steering
2a
2b
3a
5
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Construction Procurement Strategy Steering Group
6
7
8
9
10
opportunities presented by
the new EU Procurement
Directives in line with
emerging strategy –
ongoing from 2013.
Alignment with the UK
Government Building
Information Modelling (BIM)
strategy, with all Welsh
Government funded
projects at level 2 by 2016
and all Welsh Government
Department projects to lead
at level 2 by 2015.
Increase the value of
construction sub-contracts
advertised via
www.sell2wales.co.uk by
50% by March 2014, and a
further 50% by March
2015.
Further refine the data
collection for capital spend
across the public sector by
building on the pilot work
carried out for 12/13 and
embed information in the
Wales Infrastructure
Investment Plan (WIIP) for
projects and programmes
and provide an annual
update.
Require that all
construction contracts
(goods, services and
works) requiring
competition are advertised
on sell2wales – produce
guidance to support.
Public bodies to commit to
undertaking Procurement
Capability Assessments to
include construction activity
taking account of the
Construction Procurement
Strategy; to commence
Group.
2015
Wales BIM Hub, BIM Task
Group (Task Group to be
established by CEW) and
CLAW.
March 2014
and March
2015
Public sector Steering
Group representatives and
local government
Collaborative Works
Group.
December
2013
Sub-Group led by
Constructing Excellence in
Wales
September
2013
Value Wales to produce
guidance to cover both
below and above OJEU
threshold contracts. Public
sector Steering Group
representatives and
Collaborative Works
Group to lead on
embedding this approach
within their sectors.
Industry representatives
and Welsh Government
BETS department to
promote registration on
sell2wales.
Value Wales to develop
procurement maturity
model and associated
Commencing
2013/14
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Construction Procurement Strategy Steering Group
11
12
during 2013/14.
Develop a procurement
training plan for
construction professionals
for 2014/15 onward.
Ensure build up to the
longer term aspiration of
using Project Bank
Accounts, and introduce
the use of PBA s as a pilot
by September 2013.
March 2014
September
2013
13
Pilot the use of Integrated
Project Insurance by March
2014.
March 2014
14
Commission discrete work
on the quality/price
guidance available with a
view to augmenting this by
December 2013.
December
2013
15
Deliver 10 CB training
courses to construction
project teams by the end of
December 2013.
December
2013
24
Constructing Excellence in
Wales to lead sub-group
to establish training
programme.
Public sector Steering
Group representatives to
nominate candidate
project, with Welsh
Government Heads of the
Valleys identified as a
potential early adaptor.
Public sector Steering
Group representatives to
nominate candidate
project.
Collaborative Wrks Group
to undertake survey to
determine current practice
in local government
sector.
Value Wales to
commission work package
to produce guidance.
Value Wales and Steering
group public sector
representatives.