Common minimum standards for construction

Office for Infrastructure and Projects

The Infrastructure and Project Authority (IPA) works to ensure the successful delivery of all types of projects in both the government and private sectors; from infrastructure, defense and IT, through transformational programs to improve efficiency and transform the way government interacts with citizens. To ensure the successful completion of all types of projects, IPA: ● oversees the policy on infrastructure delivery, finance and public-private partnerships ● implement professional commercial, financial and delivery support ● track project performance and manage independent project control ● develop useful standards and tools such as how a project initiation map ● supporting the implementation of projects and professions related to project financing ● implement financial programs such as Private Finance 2 and the UK IPA guarantee scheme is led by its CEO, Tony Meggs, and reports to HM Treasury and the Cabinet Cabinet . As the National Infrastructure Commission determines our long-term infrastructure needs, the Office for Infrastructure and Projects ensures that these will be translated into a successful delivery. Together, the two organizations establish the appropriate framework for a comprehensive approach to infrastructure.

Introduction

This document updates the current Common Minimum Government Building Standards for Built Environment, published in 2012, with immediate effect. If the business case for a new program or project contains a design element, departments should ensure that it is done with full reference to the Common Minimum Standards for Construction (CMS) set out in this document. Project team members including investment decision makers, senior responsible owners, project sponsors, and project managers should take steps to understand and implement the CMS for relevant projects and programs. background The government is committed to providing good value to the taxpayer. Procurement decisions should support the delivery of resources of good value for money and can help a wider government to achieve goals Public sector buyers are subject to a range of policy initiatives ranging from sustainability to skills development. A common set of standards that apply to all design projects will support value for money and broader policy objectives along with enabling a coordinated commitment with industry. This document does not introduce additional standards, but summarizes existing government policy and relevant standards to ensure transparency for procurers and industry. Common minimum standards are intended to represent the minimum normal threshold for the application of existing government policies. The CMS applies to central government, including departments, executive agencies and entities other than ministerial public bodies for which they are responsible. Departments are expected to take reasonable measures to ensure that the standards are also adopted by the general public in the sector where responsibility for spending public money has been delegated. It should be noted that the standards do not cover all legal requirements which are mandatory in any case. Compliance with these standards is considered to represent cost-effectiveness, however, their practical application by individual procurers should be considered on a project-by-project basis, within the context of practicality, reachability and cost-effectiveness (defined as the optimal combination of cost and quality over the lifetime to meet user requirements). ). Procuring entities are expected to adhere to these standards, unless it can be clearly demonstrated that one or more of them does not fall within the above criteria. Further Information Any inquiries or requests for additional information should be directed to: Governmentconstructionteam@ipa.gov.uk

General standards

1 Central government departments should continue to improve the construction client's ability to handle a more productive delivery of government construction projects as defined by the government's 2016-20 Construction Strategy.

1.1 The Government's Building Strategy (GCS) for 2016-2020 sets out the principles that enable greater productivity through government construction. GCS assists departments in providing their planned construction projects are more efficient and achieve a £ 1.7 billion in efficiency savings over this Parliament.

1.2 GCS includes measures to improve customer capability, embed the application of digital design technologies, implement collaborative approaches, provide 20,000 construction procurement practices, and develop lifelong approaches.

1.3 Improving the capacity of the construction client is critical to increasing government productivity from construction activities. Building is a complex action that draws from the skills of commercial, project execution, digital and proprietary functions tailored to the wider real estate strategy department.

1.4 The government's construction strategy outlines plans to improve central client capacity by developing measures to evaluate key capability indicators across various government agencies in collaboration with departments. The result of the assessment will be checked by the client. A Capability Working Group, developing specific actions to improve the construction client's capabilities in each department. Measuring a client's ability to build departments and progress will be supported by a standardized approach to benchmarking data and costs by central government.

Project and program procurement standards

2) Procurement options and decisions should be made on the basis of options as well as project evaluation and evaluation techniques taking into account the overall value for money.

2.1 Option valuation techniques are described in HMT Green Book. The Green Paper is a guideline for central government on how publicly funded entities should prepare and analyze proposed policies, programs and projects for the best public value and risk management.

2.2 Project Initiation Routemap provides a framework to help identify and address many common and recurring problems, especially in the early stages of projects. This enables sponsors, clients and project managers to properly align the complexity of the project with the necessary capabilities and other components to support a more successful outcome.

2.3 Assessing procurement options and selecting the preferred project strategy will take into account lifetime value for money 1 (including operating, maintenance and life wheel costs). Such decisions should not be based solely on capital costs. This assessment should justify any decision to purchase new facilities rather than reuse or refurbish existing facilities, and should take into account the likely economic, environmental and social costs and benefits, whenever possible and practicable.

3) Public procurement strategies and contract types should support the development of collaborative relationships, enable early contractor involvement and support innovative approaches.

3.1 Procurement routes should be limited to those that support early involvement of such a contractor in the design and construction phases best contracting approach 2, cost-based procurement, two-tier Open Book, integrated project insurance and GCS compliant framework.

3.2 Early involvement of a counterparty can help to improve team performance and ensure innovation for money. It requires an integrated contractor and design team that are able to consider delivery and operational issues early in the design phase. Early view of customer requirements allows contractors to identify and mitigate risk, develop solution delivery, and plan your resources to support efficient delivery. The client should consider each innovative approach that they wish to apply as early as possible in their procurement strategy to realize the maximum benefit. Innovative approaches may include design for Manufacturing and assembly, lean and technologies such as 3D printing, laser measurement, and virtual and augmented reality.3.3 Approaches that do not enable early contractor engagement should not be used unless they can be clearly demonstrated to offer the best value for money.

4 Purchasing processes should be appropriate to the project, meeting legal obligations and avoiding unnecessary bureaucracy and supplier costs. Prequalification Questionnaires (PQQs) for headquarters government customers should follow the standard wording of the questions in accordance with PAS 91.

4.1 Customers should consider any new and relevant procurement provisions contained in the Public Procurement Policy (PPN) Notice in their practices. PPN are applicable to all general forms of procurement for goods and services. Where applicable, requirements should address sector specific problems such as construction.

4.2 Central government customers are required to follow the Steel Policy Guidelines (PPN 16/15: Sourcing Steel in Large Projects) 3 to remove barriers that may prevent UK steel suppliers from successfully competing for public sector contracts. We help enable British steel suppliers to compete on equal terms, should stimulate competition which leads to better performance for money value.

4.3 Central Government customers must have contracts in excess of £ 10,000 Finder Contracts. The contract finder enables all public sector opportunities above related thresholds to take place in one place, which increases the availability of procurement sectors public ora, especially for smaller companies.

4.4 The standard wording of the core pre-qualification questions should be adopted in accordance with the Publicly Available Specification (PAS) 91. In the pre-qualification phase, construction companies may suffer significant costs by qualifying through custom customer formats that may exceed the legal requirements for this procurement phase. The consistent use of a single public sector a national pre-qualification database has long been a need for the construction industry and has led to the development of an industry standard, PAS 91.

4.5 Customers should use the basic prequalification criteria contained in PAS 91, plus its option that buyers may prequalify suppliers who have been successfully assessed by a member of the Security Schemes in Procurement (SSIP) against a health question. and safety in the PAS 91 A-4 module. PAS 91 contains provisions for projects, insert specific questions if required.

4.6 Public sector customers should ensure that contractors and suppliers are aware of whether there are concerns regarding procurement practices through the Mystery Shopper. Secret Shopper Service is part of the Crown Commercial Service and allows government suppliers and potential government suppliers to anonymously raise concerns about the public sector purchasing practice.

4.7 Clients should comply with applicable Government Trade Standards that govern how departments should operate to conduct strong trading behavior and achieve value for money.

(These guidelines are mandatory for contracts with a capital value of £ 10 million or more and set out how government buyers and their buyers of Tier 1 Contractors should source steel in a more strategic and transparent manner. The guidelines explain how to address various issues in key stages in the procurement life cycle, including taking into account the social impact of competing suppliers as well as environmental and economic factors)

4.8 Clients should use a balanced scorecard approach when designing their orders for large works, infrastructure and capital investment processes in excess of £ 10 million. In procuring a Growth Balanced Scorecard, the Procurement Policy of Note defines an approach to balancing simple issues such as costs with more complex issues such as social and economic broader considerations.

5 Government customers should require Building Information Modeling (BIM) Level 2 in relevant construction projects.

5.1 All new applicable procurement, including framework agreements, should require the use of BIM Level 2 in their terms.

5.2 Customers should consider the PAS 1192 document package which includes: a. code of practice for the joint production of architecture, engineering and construction information (BS 1192: 2007); b. Information Management Specification for capital / delivery phase construction projects using BIM (PAS 1192-2); down. Information Management Specification for the Operational Phase of BIM Resource Use (PAS 1192-3); re. Code of Conduct for Meeting Employer Information Exchange COBie Requirements (BS 1192-4); and me. Specification for Secure BIM, Digital Embedded Environments and Intelligent Resource Management (PAS 1192-5). 5.3 In order to deliver a BIM project according to the standards described in 5.2, the client must do so by creating an Employer Information Requirements document that describes his project needs information. Clients should explore where a digital approach to information can replace or improve traditional information methods to increase cost-effectiveness.

5.4 Clients are advised to review the information requirements in conjunction with the assets and estate management teams, as well as their departmental BIM master or lead-informed collection of relevant data to manage, operate and maintain the assets.

5.5 Clients are able to adapt their approach to BIM taking into account the expected results. Information of this type can be used for many different possibilities and should be tailored and valued according to the needs of the project or program, such as planning permits, visual stakeholder management, quality assurance and project management.

5.6 Customers should consider the competence of personnel and supply chain to implement BIM for their program or project. Existing on-the-spot legislation should therefore be taken into account to help implement the project or program in terms of knowledge and skills

6 Public sector clients should pay all monies due promptly and in any event within the contractual time frame. As part of the public sector customers are required to pay valid and undisputed invoices within 30 days and ensure that these conditions are communicated to the supply chain.

6.1 To the extent that organizations should adhere to the 2015 Public Procurement Regulations, requiring the payment of valid and undisputed invoices within 30 days and meeting these conditions down the supply chain. Central government customers should register with Building Materials Chain Payment Card. The signatories of the Charter agree to fair payment obligations including Level 1 within 14 days, Level 2 within 19 days and Level 3 within 23 days from the due date, which will be 7 days after the joint assessment or valuation date agreed by the client under Level 1 Agreements 4.

6.2 Where possible, mechanisms that support fair payments such as Project Bank Accounts (PBAs) should be selected to realize the benefits offered by an integrated working team. Central government departments are required to implement fair payment principles on all their new projects. A fair payment is now required as a contractual condition. Use PBA in your contracts unless there are compelling reasons not to.

7 Risk potential assessment and appropriate certifying reviews (or a similar process approved by the department) should be undertaken on all programs and projects.

7.1 Certification reviews are intended to provide independent guidance for Senior Responsible Owners, Program and Design Teams and Departments to best ensure that their programs and projects are successful. These reviews examine programs and projects at key decision points in their life cycle and look ahead to ensure they can move successfully to the next stage. Integrated Assurance and Approval Plans (IAAPs) should define how the assurance activities will be measured and coordinated for each program or project.

7.2 Certification reviews are a "peer review" process in which independent external practitioners of a program / project use their experience and expertise to study the progress, risks and challenges of assessing the likelihood of successful delivery. Reviews use a series of interviews and / or workshops, documentation reviews, and the team's experience to provide valuable additional insight into the issues faced by the project team, and an external challenge to the robustness of plans and processes.

7.3A Risk Potential Assessment (RPA) aims to provide a standard set of high-level criteria for assessing the strategic risk potential of programs and projects and new policies and initiatives that the program or project is expected to implement in the future and should be used as appropriate. cases