Title: Black Country Waste Partnership
1Black Country Waste Partnership
- West Midlands Highway Alliance
- West Midlands Regional Improvement and
- Efficiency Partnership - RIEP
- Keith Gordon
- Programme Manager
- WM RIEP
2 Key Objectives
- The purpose of the WMHA
- The Commodity Procurement Programme
- The Future
3Current Membership
- County (4) Metropolitan (6)
- Worcestershire Sandwell
- Warwickshire Solihull
- Staffordshire Dudley
- Shropshire Wolverhampton
- Walsall
- Coventry
- Unitary (3)
- Telford
- Herefordshire
- Stoke
- Birmingham still to join (but participated in
Salt)
4- West Midlands Highway Alliance (WMHA)
- History
- Separated from the Midlands Highway Alliance in
June 2007 to have more local focus and
engagement. - Inaugural meeting June 2007 four meetings since
Chaired by John Hobbs and attended by a mix of
Heads of Service and Service Managers - Aims
- To support the fourteen Local Highway Authorities
improve highway related services in the West
Midlands and support efficient delivery of
services and enhance customer satisfaction - Objectives
- Develop and embed best practices principles of
collaboration and partnering throughout the
supply chain, including business process
re-engineering, innovation, capacity and
capability building, contract management and
commodities procurement - Identify and support those local authorities
improve their operational and business
performance commensurate with the national top
quartile performers - Support the development and improvement of
skills, knowledge and awareness within Local
Authorities to deliver best in class
performance.
5- Key Opportunities
- Sharing knowledge, best practice and performance
information that enhances the collective benefits
across the region - Rising to the challenge of CSR07 to deliver
approx. 60 million cashable savings by 20010/11 - Having a realistic programme that makes a
difference yet recognises everyone cant join
at the same time. - Engage all customers so they contribute equally
and therefore gain the shared benefit of
delivering improved services and better value for
money - Co-ordinating the current fragmented procurement
and process environment to gain synergies and
collaborative improvement and efficiency benefits
- Consistent approaches to operations and
measurement, e.g. six forms of patching! - Having adequate leadership, commitment and
resources to deliver a significant programme - Recognise the potentially conflicting issues of
sustainability, e.g trading local and the
environment (recycling and methods)
6The Current Programme - 215k in 2008/9
- Asset Management (20k) Solihull
- Patching (30k) Staffordshire
- Sustainable Procurement (30k) (Shropshire)
- Regional Framework (0k) Staffordshire
- Systems Processes (85k) Three projects in
Stoke, Wolverhampton and Walsall - Case Studies Best Practice (10k)
- Performance Framework (0k) Worcestershire
- Programme Management (40k) WMRIEP
- Total Spend in 2008/9 - 215k
7Working in Partnership
- Early on we agreed to use ESPO as our delivery
partner as they had full time dedicated and
expert staff - ESPO already worked with a number (primarily in
the East Midlands) - 1st phase programme agreed by WMHA consultation
via on-line survey and subsequent discussion at
the Programme Board - Worked in conjunction with the EMHA to explore
potential synergies - Developed a joint approach where possible
- Agreed a programme using the ESPO renewal
programme as the basis
8The 1st Phase Programme 2008 -2010
- Salt
- Street lighting columns and furniture
- Surface dressing, including black top and scrim.
- Specialist treatments, e.g. shell grip surfacing
at black spots - Safety fencing
- White lining
- Street Lighting Energy
- Vehicles (including spot and longer term hire)
- Plus
- Publicise other ESPO contracts directly and via
the WMRIEP hub including concrete, plant hire,
tyres and road stone aggregates. The hub can be
accessed via - http//procurementhub.wmcoe.gov.uk
9How does the partnership work?
- Built on trust and expertise
- Agree the programme in advance
- Agree to provide accurate and comprehensive
information - Plan the timescales well in advance (and allow
for slippage) - Agree who is going to participate
- Regular programme meetings to review progress
- Report back to WMHA on progress
- Celebrate success, i.e. Salt saved 700k over 3
years! - Recognise that without f/t resources nothing
would get done!
10The Salt Procurement Learning Lessons
- Our 1st Success saved 700k. At least 10 out of
14 WMHA participants - See the Case Study
- Built confidence
- Standardisation and collaboration works even in
hard to do sectors - Shows we can work together
- Provides a stepping stone to bigger picture
issues. E.g. MHA Contract 3 framework - Gives a feel good factor
- Last meeting on 27th June everyone attended
with a positive attitude - The WMHA is product focussed not a talking shop!
- Longer term target to deliver 5 million over 3
years
11Contact details
- Keith Gordon West Midlands Regional Improvement
Partnership - Telephone 0121 245 0224
- Email kgordon_at_wmcoe.gov.uk
- www.wmcoe.gov.uk
12- Competitive Dialogue
- A Practitioners View
- By
- Peter Parkes
- Head of Strategic Projects
- Worcestershire County Council
13Background
- EU Directive 2004/18/EC
- UK Law Public Contracts Regulations 2006
- Came into force 1st January 2006
- Seeks to replace Negotiated Procedure for
Particularly Complex Projects - Similar But only limited discussions and
clarifications after selection of Preferred
Bidder.
14Position in 2006
- Limited practical experience
- Regulations provided no Guidance
- No Case Law
- Lots of legal opinion But not the slightest hint
about how you might go about it!.
15The Worcester Library and History Centre
- The Worcester Library and History Centre
(WLHC) will realise a shared vision for a unique
Centre of Knowledge that meets the information
and learning needs of the whole community. - It will be housed in a landmark building and
bring together a set of services never tried
before, setting new and innovative standards for
others to follow. - It will be delivered by a groundbreaking
partnership between the University, the County
Council, the City Council and Advantage West
Midlands. It will provide a once in a lifetime
opportunity of strategic significance, and will
raise the profile of Worcester, both in the UK
and overseas. -
- It will promote life long learning, social
inclusion and raise aspirations in the broadest
sense for the whole community, regardless of age,
background or ability. - And by the way.it will be a PFI project!
16WLHC A Particularly Complex Project
- PFI
- Unique range of services
- Public/Academic Library First in the UK
- Multi-client
- Wide range of Stakeholders
- Includes a commercial element
-
17Business Case
- By working in Partnership, joint savings of NPV
10.85m over 25 year life of the PFI - With PFI credits saving of NPV 33.73m over 25
years - This levered 10m HEFCE funding and 7m from
Advantage West Midlands
18The Procurement Process
Design a process that fits your circumstances
19Market Worries
- That dialogue would lead to inappropriate use of
an individual bidders intellectual property and
commercially sensitive information - That the costs of CD would prove prohibitive
20Pre OJEU Notice
- Be clear about your ambitions objectives
- Understand design quality standards Vs
affordability - Soft Market Testing and stay on message
- Know what you want and build confidence
- Do not underestimate resources
- Joint Project Team 15 People
- Development budget m
21OJEU Notice
- Similar to other forms of procurement
- Think about de-selection along the way
- Most Economically Advantageous Tender (Mandatory)
- Be prepared for expressions of interest
- Bidders Open Day
- Send out PQQs
22Bidders Open Day
23Selection of Participants
- PQQ
- Twin tracked PQQ and RTPICD
- Six consortiums formally submitted
- Pass/fail PQQ
- Relatively simple evaluation of RTPICD
- Used this to shortlist down to three
24Doing Things Differently
- Allow Stakeholders to influence through
consultation - Staff engagement
- Public Presentations and events
- Commissioned market research
- Themed workshops
- Redefining Library Services
- Local Distinctiveness
- Children Young People
- Arts
25Preparation for CD is the Key
- Full engagement of service Heads
- Tested our ideas so we could answer questions
- Prepared a Detailed Design Statement new under
PFI - Understand what you want to evaluate
- Wrote manual and provided training
- Issue ITPCD
26Managing the Competitive Dialogue
- Bid Period Pre-planned series of managed
interactions - 4 days per bidder
- 2 ad-hoc days each
- Legal sessions
- Financial sessions
- Formal RFI and Clarification logs
27Initial Submission
- Wide and complex evaluation
- Internal teams
- External Advisors
- Local and National Groups
- Stakeholders
- Use of AWARD
- Potential for de-selection
28Further Dialogue
- Initial feedback
- Shared Issues Logs
- Further managed sessions to address these issues
- Updated submissions against these items alone
- Updated evaluation
- Potential for de-selection
- OGC/HMT guidance on using the procedure 2008
29Request Final Tenders
- Dialogue ends - no further negotiation
- Final submission requirements - build on initial
submission, not a completely new one - Submission to respond to Logs
- Final update of evaluation
- Selection of Preferred Bidder
30Overall Timing
- OBC Sept 06
- OJEU Dec 06
- Bidders Day Jan 07
- Pre-Qualification Mar 07
- Short-list June 07
- Issue ITPCD Oct 07
- Initial Submissions Feb 08
- Initial Evaluation May 08
- Final Tenders Nov 08
- Preferred Bidder Jan 09
- Cont Close July 09
31Lessons Learnt
- Seek legal advice.but!
- Preparation is vital
- Have realistic resources in place
- Get the right advisors
- Be clear about what you need!
- Be clear about de-selection
- Face the reality of negotiation
- And Good Luck!
32- Competitive Dialogue
- A Practitioners View
- By
- Peter Parkes
- Head of Strategic Projects
- Worcestershire County Council
33 Construction Framework Partnerships Worcestershire
County Councils Approach
Peter Lines. RIBA. Design Unit Manager.
34WCC Property Services..
- Team of 160 property professionals and support
staff based at County Hall, Worcester. - Capital programme value 45 / 50M.
- Maintenance programme value 8 / 9M.
- Strategy and Policy Unit.
- Design Unit.
- Client support Unit.
- Consultant framework / all professionals.
- Recognised for the design of high quality
buildings and excellent asset management. -
35..issues driving Frameworks
- Traditional procurement methods. need to move
on ! - Latham / Egan philosophy.
- Maintaining cost control. tender to handover.
- Achieve cost savings via suppliers .
- Increase quality of construction via
collaboration. - Efficient construction programmes. accurate
timescales. - Efficient delivery via collaboration.
-
36.....other drivers for Frameworks
- Local and National
- Local
- The need for Worcestershire County Council to
make the very best use of its assets. - Property Services having a key role in guiding
and supporting a truly Corporate asset management
strategy which uses buildings, finance and people
in the most cost effective way.
37 - National
- The modernisation agenda is being driven
nationally by the Constructing Excellence
initiative which seeks to bring about significant
change in the way in which construction projects
are delivered driving down cost while at the same
time improving market efficiency.
38 To achieve this we need to
- Have processes which ensure we invest in
the right assets investment decisions
linked to Council priorities, directed by the
latest thinking on service delivery. - To make decisions based on strong business
grounds proposals being supported by a business
case with full evaluation of the options, issues
and risks.
39to
- Introduce new and innovative procurement
practices. Collaborative construction method for
the delivery of projects. - Change the role of our Property Services staff
- Setting design standards.
- Championing sustainability in the built
environment. - Acting as project managers of the design /
delivery team and engaging with contractors at a
very early stage.
40to
- Evaluate the performance of the team to date.
- Cost Monitoring and Benchmarking
- Determine the construction range for projects.
- Workload and project range
- Examine potential providers of Frameworks.
- Research existing Frameworks.
- Examine potential partners to join Framework.
41Cost Monitoring and Benchmarking
- Property Services carry out the monitoring of
project costs against external national
benchmarks. - Figures for 2005/06 were audited by and agreed
with Franklin and Andrews (consultants appointed
to review Property Services in this area). - The analysis for 2006/07 is based on a total of
114 projects tendered in the financial year with
a total value of 23 million. The figures
include the full diversity of projects managed by
Property Services with a range of values from
1,050 to 3.75 million.
42The analysis is split into the following
performance areas and is compared with audited
figures for 2005/06.
a. Percentage variance Net Build Cost / m2
compare to external Benchmark Cost / m2
(Building Cost Information Service.
BCIS) New Build Projects
Alteration Projects 2006/07 1.8
-18.7 2005/06 2.2 -20.9
43- Construction fee benchmarks - Fees as a
percentage of construction cost. - Actual External Benchmark (BCIS)
- 2006/07 11.8 11.5
- 2005/06 11.7 11.51
- The fee of indicated is the total fee charged
by Property Services including costs associated
with consultants employed on the projects, for
all schemes in the stated financial year,
compared with the total construction out-turn
costs for projects in that year. The excludes
the cost of building control charges.
44Workload and project range.
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52Expected outcomes.
- Early contractor involvement in design.
- A reduction in mission creep / spend.
- A significant reduction in tendering costs.
- Contracts operate on principle of actual costs
(open book) and fixed elements for overheads and
profits.
- Predicted cash savings of 4.5 on construction
costs each year via smarter supply chain.
- Development of framework for supply chains.
- Greater certainty for time, cost and quality.
53What Next...
- Worcestershire County Council are to pursuing a
Construction Framework. This will be undertaken
irrespective of regional take-up. - Beginning of the journey.team appointed to lead
project. - Undertaking an analysis of existing Frameworks
to determine best option. - Examining our own standing orders to enable
changes to be introduced and ensuring political
support. - Setting time frame for the Framework to be in
place ( 18mths.) - Ensure that OJEU is constructed in such a way
that others can join once they have seen the
product. - Exploring interest / response from potential
partners.
54Contact details Peter Lines. RIBA. Design
Unit Manager plines_at_worcestershire.gov.uk
Questions...
55BARGAIN HUNT II 4th July 2008 Ian Humphreys -
NISP West Midlands Associate Director
The Business Opportunity
56What is Industrial Symbiosis ?
- Modified from Chertow, Yale 2000
- Industrial symbiosis engages traditionally
separate industries and other organisations in a
collective approach to competitive advantage
involving physical exchanges of materials,
energy, water and/or by products together with
collaboration on the shared use of assets,
logistics, experts and knowledge transfer. - Connecting Industry Creating Opportunity
57Industrial Symbiosis for a circular economy
58- Use of Virgin resources
- Use of potable water
- Hazardous waste
- CO2 emissions
- Transport
- Pollution
- Landfill
- Costs
- Risk
NISP REDUCES
59- Jobs
- Sales
- Learning
- Bottom line
- Innovation
- New business
- Inward investment
- Knowledge transfer
- Utilisation of assets
NISP INCREASES
60What is NISP?
Regionally Delivered, Nationally Coordinated
- 12 regional offices across the UK - England,
Wales, Scotland, N. Ireland - 12 Business led Programme Advisory Groups
(Michelin, Veolia, Lafarge, BMW, Bombardier etc) - Benefits of national programme
- Funding from UK Govt. (Defra) but business
initiative
61Who are we working with?
- NISP has over eight thousand members across the
UK - Membership includes individual entrepreneurs
through to major corporations from - a wide range of sectors including
- Chemical
- Pharmaceuticals
- Waste Management
- Universities
- Construction Demolition
- Aggregates Minerals
- Engineering
- Transport
- Logistics
- Facilitates knowledge transfer
- Automotive
- Public Services
- Local Authorities
- Food Drink
- Manufacturing
62Who are NISP 10,000 Members
- Premier Automotive Group
- BOC
- IKEA
- Johnson Matthey
- Wedgwood
- Sainsburys
- Rentokil
- Millennium Chemicals
- Lafarge Cement
- Coors Brewers
- Severn Trent
- Veolia
- Tarmac
- SMEs
- B.C.R Company
- GP Batteries
- Overtone Recycling
- Premier Waste
- Renewable Energy Growers
- Pennine Fibre Industries
- Firth Rixson Castings
- Country Chef
- The Cheese Co.
- Green BioDiesel
- Alutrade
- Betts
- Kingpin
- Auto Waste Solutions
- Micros
- Link Waste
- Arrow Environmental
- Marches Wood Energy Network
- Akristos
- Kito Engineering Solutions
- Facility Water Management
- Enviro (Grimsby)
- Clarkson Enterprises
- Sustainable Resources
- Advantage Waste Brokers
- UK Recycling
- Analytichem
- Corporates
- Marley Eternit
- NEC Ltd
- ConocoPhillips
- Anglian Water Services Ltd
- Associated British Ports
- SITA
- Scottish Newcastle
- Shell
- Peel Investments
- Foster Yeoman
- Bombardier
- Michelin
- Corus
- KEY POINTS
- Business led
- 10,000 members (May 2008)
- All sizes Multi-nationals, SMEs, Micros,
Entrepreneurs - All sectors dealing with all resources
63Business led Testimonials
- NISP goes beyond the traditional waste/process
source approach, looking to allow its member
companies to take advantage of a range of
matching opportunities, from surplus space to
good business practices. - EP Laws, President for Safety, Health and
Environment, Texaco - Marley Eternit believes in NISP as the ideal
vehicle for promoting and spreading the message
of sustainability in a practical way. - Ian Aspley, Manufacturing Director of Marley
Eternit Ltd - "From just one NISP workshop I believe we will
make actual environmental improvements and reduce
our site costs." - Catherine Dent, Environment Leader, Unilever
-
64NISP Current Figures
65The Carbon Agenda
- NISP has reduced the UKs CO2 emissions by 3M
tonnes in 3 years. - Over a 5 year horizon this will increase to 20M
tonnes. - Cost of reduction 12.8p per tonne of CO2
reduced. - Potential to deliver 5 of UK commitment to Kyoto
agreement by 2011.
66NISP West Midlands Case Studies
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68Animal by-products to fuel cement kilns (John
Pointon Sons Ltd, Castle Cement)
- 150,000 tonnes animal by-products diverted from
landfill - 10 jobs created
- 277,000 tonnes CO2 reduction
- Best practice solution to aid IPPC application
- Compliant with Animal By-products Regulations
- Reduced disposal and raw fuel costs benefiting
both companies
69Case Study Bone to Bricks
70NISP Current West Midlands Opportunities
71Anaerobic Digestion
- Severn Trent Capacity Opportunity
- 143,000 tonnes of treatment capacity in West
Midlands - Ideal feed stocks include food and drink waste
streams - Capacity available now throughout the region
- Low gate fee 15/tonne
- Full suite of acceptable EWC codes available on
request. - Severn Trent have requested NISP act as conduit
for interested parties.
72- Location of
- AD Plants
- Minworth
- Coventry
- Stoke on Trent
- Shrewsbury
- Gloucester
3
4
1
2
5
73Anaerobic Digestion
- Animal Rendering Opportunity
- John Pointon Sons
- Building an energy park in the Stoke area
- Investigating composting opportunities
- Waste depackaging and anaerobic digestion
opportunities. - Looking to identify resource supply in region
74Cement Manufacturer
- Resource Supply Opportunity
- CEMEX looking for 230,000te of Climafuel in the
region. - Climafuel is solid commercial, industrial and
Municipal Waste (lt10 moisture) - Currently in discussion with Warwickshire
- Looking to form relationship with local authority
to supply materials. - 30,000 tonne of waste oil/solvents required for
kiln firing.
75Pyrolysis Plant Opportunities
- Raw Material Bio diesel Supply Opportunity
- Investor looking to build gasification/bio fuel
plant in Telford - NISP currently helping to validate technology
with Birmingham University. - Will require 150,000te of Municipal Waste
feedstock per annum. - Biodiesel available as end product.
- Bioethanol plant in Oldbury (BHR Biofeuls)
- NISP assisting with grant funding
- Plant to be operational in 2008
- Requires 33,000te per annum waste oil feed stock
- Biofeuls
- Looking to collect vegetable oil in West Midlands
Region
76Gulley Wastes Plastics
- FM Conway looking to build reprocessing plant off
Jn6 of M6 - Fully operational plant in London
- Screen clean waste to aggregate materials
- Looking for supplies in the West Midlands
- Gulf Star Oil
- Turning mixed plastics to oils
- Ideally in partnership with MERF
- Looking for opportunities nationwide
- 500te/wk plus throughput
- Revaluetech
- Mixed plastics to kerb stones gt construction
77NISP West Midlands Regional Contacts
- 0845 094 9515
- www.nisp.org.uk
- Ian Humphreys ian.humphreys_at_nisp.org.uk