Government Soft Landings â Departmental ... - BIM Task Group

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UNCLASSIFIEDPerformance ManagementPerformance Management is intrinsically built in to Government Soft Landings through acombination of the process being fundamentally outcome driven, the establishment ofobjectives across the key focus areas and the requirement for post occupancy evaluation;set objectives and measure the results.The drive for continuous improvement, through evaluation and knowledge share, is alsosupported by the collaborative principles established in the document. This is integralthroughout the process.The policy establishes the need to set performance targets, validate throughout the designstages and evaluate post occupancy as the buildings come into use. Such evaluation shouldbe continued during the first 3 years of occupancy. The core purpose is to ensure thebuildings are optimised to meet the needs of the End Users. Clearly, the survey resultsshould also be used to provide feedback, to enable informed design decisions on futureprojects and assess the performance of the project team in delivering the objectives of thebriefThere are two aspects to evaluate through Performance Management:1. The quality of the finished product2. The performance of the team in managing and delivering the project.The first element is built in to the process through the occupancy survey requirements. Thishas been covered in the previous section; Aftercare and Post Occupancy Evaluation. It isbuilt into all of the process mapsDirections around performance management of the team are less specific, there is moreflexibility to vary the requirements to suit the individual needs of each project. This is bydesign; the prime objective of Government Soft Landings is to deliver the right solution andmeet the needs of the End Users.Success in delivering Government Soft Landings needs a base of Contractors and Consultantswho can work to the guiding principles. Clearly, Government Soft Landings gives clearobjectives and performance targets on which the supplier base can be measured. These area combination of hard measures; meeting environmental targets, delivering fully populatedasset registers and softer targets; engagement and collaboration.In summary, each project should have a performance measurement built in; the actual detailshould be project specific.Performance analysis should feedback into Departmental procurement processes. Rewardgood teams through recognition and the potential for increased opportunity. Engage with,and seek improvement from, poor performing suppliers.UNCLASSIFIED17 th February 2013
UNCLASSIFIEDContracts and ProcurementGovernment Soft Landings does not significantly affect standard procurement processes andcontract conditions.As with all contracts, specific Departmental or project requirements are built into thecontracts. Government Soft Landings is just part of this procurement process. The need todesign for the project specific requirements is built into the early stages of each of theprocess maps. It is a simple concept, based around defining the needs prior to procurement,embedding targets and support requirements into the scope of works, specifications andplan of works.Typical examples are:1. Aftercare. Specific requirements for attendance and support for the Aftercare period areto be designed by the Project Manager and then embedded into procurement documents.This is likely to seek engagement beyond Practical Completion and standard Defects LiabilityPeriods.2. Asset Registers. The requirement for supply of Asset Register information, issued directlyinto the project database, should be built into the scope of works and specifications for allsuppliers.3. Environmental. Evaluation and monitoring against the design targets should be identifiedas a contract requirement for relevant consultants and suppliers.Probably the most important requirement is to engage in collaborative behaviour. This canbe set as a performance objective; it can be measured and evaluated.In summary, the procurement of Government Soft Landings is inherent and built in throughworking with the process maps and guidance documents.Defects liability periods and Warranty provisions can be extended to support the principles ifrequired, possibly focussed on critical areas. Any such decision needs to be made inconjunction with a review of retention provision.Government Soft Landings does not at this stage predetermine how this should be managedwithin each Department. There are examples, such as Procure21+ where two year defectsliability periods supported by zero retention provision appear successful.GSL StewardshipThe Government Soft Landings Stewardship Group will be established to provide a route forfeedback on how the policy has been implemented, sharing lessons learnt acrossDepartments and, initially, to be the central base for continued improvement anddevelopment of the Implementation Plan; processes maps and guidance notes.Initially, the Stewardship Group will be focussed on working with a series of trial projectsacross various Government Departments.UNCLASSIFIED17 th February 2013
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