Government Construction Strategy 2016-20 -- Action PlanThe Action Plan is a "living" document that is subject to discussion by the Working Groups, the Strategic Delivery Group, and the Government Construction Board. The Working Groups are comprised of representatives from central government departments, the wider public sector, and industry. They will lead on the present GCS 2016-20 work streams of: Client Capability, Data and Cost Benchmarking, BIM, Government Soft Landings, Trial Projects, Fair Payment, and Pipeline. The Strategic Delivery Group will coordinate the activity of the Working Groups and report progress to the Government Construction Board, which will oversee the implementation and any amendment of the Strategy.Infrastructure and Projects AuthorityIPA_fa30b40e-c474-11e6-a56a-338d3366cb4bReporting to HM Treasury and Cabinet OfficeLord BridgesParliamentary Secretary, Cabinet Office_fa30b558-c474-11e6-a56a-338d3366cb4bTo improve our nation's infrastructure._fa30b5ee-c474-11e6-a56a-338d3366cb4bCoordination & LeadershipImprove coordination and collaboration between the core government construction clients to ensure coherence and consistency of approach to construction procurement and delivery across government._fa30b67a-c474-11e6-a56a-338d3366cb4b1Role, Objectives & MembershipReview role, objectives and membership of the Government Construction Board (GCB) and agree Terms of Reference._fa30b706-c474-11e6-a56a-338d3366cb4b1.1Government Construction Board (GCB)Timescale 2015/16 Measures: * Publication of GCS 2016-20. * Progress against key GCS 2016-20 targets including £1.7 billion in efficiency savings and delivery of 20,000 apprenticeships. * Improvement in image of government as a construction client across industry. Strategic Delivery GroupEstablish Strategic Delivery Group (SDG) to coordinate activity of Working Groups and report progress against GCS 2016-20 objectives to GCB. _fa30b792-c474-11e6-a56a-338d3366cb4b1.2Strategic Delivery Group (SDG)Timescale 2015/16 Measures: * Agreed Terms of References and governance structure to coordinate implementation of GCS 2016-20. * Improvement in sharing of best practice, process and procedures across government.Governance StructureRatify and publish governance structure to deliver GCS 2016-20._fa30b814-c474-11e6-a56a-338d3366cb4b1.3GCBTimescale 2015/16Implementation OversightConduct quarterly GCB meetings to oversee implementation of GCS 2016-20._fa30b8aa-c474-11e6-a56a-338d3366cb4b1.4GCBTimescale 2016 - 2020Monitoring & CoordinationConduct quarterly meetings of SDG to monitor and coordinate activity of the Working Groups._fa30b936-c474-11e6-a56a-338d3366cb4b1.5SDGWorking GroupsConduct quarterly meetings of the Working Groups to progress GCS 2016- 20 objectives. _fa30b9c2-c474-11e6-a56a-338d3366cb4b1.6Client Capability_fa30ba58-c474-11e6-a56a-338d3366cb4b2LinkageDetermine link between client capability and construction procurement and delivery efficiency and effectiveness._fa30bb98-c474-11e6-a56a-338d3366cb4b2.1Client Capability Working GroupEstablish Client Capability Working Group (CCWG) to define client capability and coordinate client capability work stream._fa30bc2e-c474-11e6-a56a-338d3366cb4b2.1.1Client Capability Working Group (CCWG)GCB DepartmentsSome GCB departments are developing an improved capability to measure and analyse whole-life costs and carbon reduction. A consistent cross-government approach is most likely to facilitate common standards to data collection and analysis.IPA Construction TeamThe IPA construction team will work with the wider IPA to improve central capability of digital data collection and analysis for construction. The output of this activity will inform the work of the Client Capability Working Group.Timescale 2015/16Improved client capability to measure and analyse data is required to drive further efficiencies in the construction and operation of built assets. This would encompass functional benchmarks on the upfront and whole-life costs of built assets, which would be aligned to the collaborative, standardised approaches to storing and sharing data facilitated by BIM.Metrics DevelopmentDevelop matrix to measure how improvements in client capability translate into improved construction delivery._fa30bcf6-c474-11e6-a56a-338d3366cb4b2.1.2Timescale 2016/17Metrics CompletionDepartments complete matrix to determine links between client capability and construction delivery._fa30bd8c-c474-11e6-a56a-338d3366cb4b2.1.3Timescale 2016/17PrioritisationFindings from matrix inform prioritisation of client capability work going forward._fa30be22-c474-11e6-a56a-338d3366cb4b2.1.4Timescale 2016/17MechanismsDevelop mechanism to determine link between client capability and operational efficiency and effectiveness._fa30becc-c474-11e6-a56a-338d3366cb4b2.1.5Timescale 2017-20 Measure: Demonstrable links between areas of client capability and construction delivery and emerging findings of link between client capability and operational efficiency and effectiveness. IdentificationMeasure Client Capability to identify areas for development._fa30bf62-c474-11e6-a56a-338d3366cb4b2.2Meetings & MeasurementCCWG meet quarterly to coordinate development mechanism to measure of client capability._fa30c002-c474-11e6-a56a-338d3366cb4b2.2.1Timescale 2015/16 Measures: * Agreed measures for client capability. * Client capability review completedReviewConduct review of client capability across government._fa30c0ac-c474-11e6-a56a-338d3366cb4b2.2.2Timescale 2016/17BenchmarksCCWG determine benchmarks for client capability/_fa30c14c-c474-11e6-a56a-338d3366cb4b2.2.3Timescale 2016/17CapabilityImprove central government construction client capability._fa30c1ec-c474-11e6-a56a-338d3366cb4b2.3Improvement PlansEstablish departmental client capability improvement plans to address gaps identified in the client capability review._fa30c2aa-c474-11e6-a56a-338d3366cb4b2.3.1Timescale 2016/17 Measure: Establish benchmarks for departmental client capability and demonstrate year on year improvement.ImplementationDepartmental implementation of client capability improvement plans._fa30c354-c474-11e6-a56a-338d3366cb4b2.3.2Timescale 2017-20Monitoring & CoordinationCCWG monitor and coordinate delivery of plans, report progress, review benchmarks, and refresh as required._fa30c3fe-c474-11e6-a56a-338d3366cb4b2.3.3Timescale 2017-20Soft LandingsGovernment Soft Landings_fa30c4b2-c474-11e6-a56a-338d3366cb4b2.4Soft Landings Working GroupGovernment Soft Landings (GSL) Working Group to be incorporated into formal GCS-2016-20 governance structure._fa30c55c-c474-11e6-a56a-338d3366cb4b2.4.1Government Soft Landings (GSL) Working GroupTimescale 2015/16 Measure: GSL further embedded in appropriate central government projects.ImplementationGSL Working Group review and report departmental progress in implementing GSL._fa30c606-c474-11e6-a56a-338d3366cb4b2.4.2Timescale 2016/17Case StudiesDevelop GSL best practice case studies._fa30c6c4-c474-11e6-a56a-338d3366cb4b2.4.3Timescale 2016/17GuidanceReview GSL guidance and update, if needed, to align with agreed GSL policy._fa30c778-c474-11e6-a56a-338d3366cb4b2.4.4Timescale 2016/17BenchmarkingReport any agreed benchmarking to the Data and Cost Benchmarking Working Group._fa30c82c-c474-11e6-a56a-338d3366cb4b2.4.5Data and Cost Benchmarking Working GroupTimescale 2016/17Action PlanDepartmental action plan to develop GSL processes and procedures based on recommendations from the GSL Working Group review and best practice case studies._fa30c8ea-c474-11e6-a56a-338d3366cb4b2.4.6Timescale 2017-20Data_2dbf960e-c494-11e6-bdc2-d9d73366cb4b3IPA Construction TeamThe IPA construction team annually publishes the Government Construction: Cost Reduction, Cost Benchmark Data and Cost Reduction Trajectories report, which outlines construction cost benchmarks and efficiency savings delivered by departments. This helps the government to understand better construction costs; to drive innovation and value; to improve client capability; and to reduce waste. Data Cost and Benchmarking Working GroupThe Data Cost and Benchmarking Working Group will build on the success of benchmarking and explore the potential for whole-life cost and carbon reductions. Similar granular comparisons with the wider public sector, and leading private sector bodies will be explored for like for like projects. The Data and Cost Benchmarking Working Group will co-ordinate the development of cost and carbon reduction reporting in the context of a whole-life approach.ProgressMeasure progress of GCS 2016-20 objectives._2dbf99ba-c494-11e6-bdc2-d9d73366cb4b3.1Measure: Agreed Baseline for all objectives and tool to track progress and identify and mitigate risks.BaselineEstablish baseline against which measure progress against GCS 2016-20 objectives._2dbf9b4a-c494-11e6-bdc2-d9d73366cb4b3.1.1DepartmentsData and Cost Benchmarking Working GroupTimescale 2015/16MeasurementMeasure departmental progress against agreed baselines, where appropriate._2dbf9c80-c494-11e6-bdc2-d9d73366cb4b3.1.2Data and Cost Benchmarking Working GroupTimescale 2016 - 2020ValidationUndertake validation to confirm robustness of data._2dbf9dca-c494-11e6-bdc2-d9d73366cb4b3.1.3Data and Cost Benchmarking Working GroupTimescale 2016 - 2020Measure: Data collected is of sufficient quality to undertake cross government evaluation and develop action plan to address issues.SavingsReport against construction efficiency savings targets for GCS 2016-20._2dbf9f00-c494-11e6-bdc2-d9d73366cb4b3.2Measure: Confirmed departmental savings targets for this Parliament.MethodologyAgree methodology to measure construction efficiency savings against baseline._2dbfa036-c494-11e6-bdc2-d9d73366cb4b3.2.1Timescale 2015/16Reporting LinesEstablish formal reporting lines to measure savings._2dbfa180-c494-11e6-bdc2-d9d73366cb4b3.2.2Timescale 2015/16Reporting & ValidationDepartmental savings reported quarterly and validated_2dbfa2b6-c494-11e6-bdc2-d9d73366cb4b3.2.3Timescale 2016 - 2020ApprenticeshipsMeasure creation of apprenticeships through central government construction procurement._2dbfa3f6-c494-11e6-bdc2-d9d73366cb4b3.3Construction Leadership CouncilTo support this initiative, the Construction Leadership Council is developing a guide on what good skills investment looks like, which will aid both Government Procurers and the industry when bidding for future Government Contracts.Infrastructure UKInfrastructure UK, now part of IPA, published its National Infrastructure Plan for skills on the 29 September 2015 and is developing a tool to help clients utilise pipeline data to model current and future skills requirements.GCB DepartmentsGCB departments identified developing future skills capacity, in a rising market, as a major challenge facing government construction clients.Government ClientsCommercial capability from government clients is required to identify and mitigate risks resulting from skills shortages such as wage inflation.Client Capability Working GroupThe Client Capability Working Group can address this by sharing market intelligence.IPA Construction TeamBuilding on these approaches, the IPA construction team will work with GCB members, wider IPA, BIS and the Construction Leadership Council (CLC) to take actions to mitigate the risk of future skills shortages and the ensuing costincreases.Measure: Departmental targets met for apprenticeships from central governmentconstruction procurement. -- The Government published Procurement Policy Note -- Supporting Apprenticeships and Skills through Public Procurement in August 2015, which states that public procurement of contracts over 12 months in duration and worth £10 million or more should support skills development and the apprenticeship commitment.TargetsAgree departmental apprenticeship targets from central government constructionprocurement._2dbfa5ea-c494-11e6-bdc2-d9d73366cb4b3.3.1Timescale 2015/16(Update: overall target of 20,000 agreed).Reporting & ValidationDepartmental apprenticeship starts from construction procurement reportedquarterly and validated._2dbfa73e-c494-11e6-bdc2-d9d73366cb4b3.3.2Timescale 2016 - 2020TrackingTrack performance against apprenticeship targets and develop actions to mitigate issues._2dbfa87e-c494-11e6-bdc2-d9d73366cb4b3.3.3Data and Cost Benchmarking Working GroupTimescale 2016/17Reporting & SharingIncrease efficiency of cross government data reporting and sharing._2dbfa9e6-c494-11e6-bdc2-d9d73366cb4b3.4Data CollectionUtilise wider government platform to develop web based data collection tool for direct departmental data input to increase efficiency of data collection._2dbfab30-c494-11e6-bdc2-d9d73366cb4b3.4.1Timescale 2015/16Measure: Web based data reporting tool developed and in use by all departments.Accuracy & EfficacyEstablish and monitor tool to assess accuracy and efficacy. _2dbfac7a-c494-11e6-bdc2-d9d73366cb4b3.4.2Timescale 2016/17AdjustmentAdjust tool subject to assessment._2dbfade2-c494-11e6-bdc2-d9d73366cb4b3.4.3Timescale 2017-20Best PracticesUtilise data to identify and establish best practice._2dbfaf36-c494-11e6-bdc2-d9d73366cb4b3.5Expenditures & EfficienciesRecommend approaches to capturing standard Capital expenditure benchmarks and efficiency trajectories for GCB and departments to agree and establish. _2dbfb080-c494-11e6-bdc2-d9d73366cb4b3.5.1Data and Cost Benchmarking Working GroupTimescale 2015/16Measure: Common standards established that can be used to assess performance across government and drive efficiency.Environmental & Regional FactorsDevelop process to incorporate environmental and regional factors into Capex benchmarks._2dbfb224-c494-11e6-bdc2-d9d73366cb4b3.5.1.1Timescale 2016/17OperationsDevelop outline of Operational expenditure common measures to facilitate benchmarking._2dbfb382-c494-11e6-bdc2-d9d73366cb4b3.5.1.2Timescale 2016/17AssessmentAssess departmental performance against benchmarks and disseminate best practice._2dbfb4f4-c494-11e6-bdc2-d9d73366cb4b3.5.1.3Timescale 2017-20KPIsEstablish KPIs to measure fair payment across government._2dbfb652-c494-11e6-bdc2-d9d73366cb4b3.5.2Government DepartmentsPBAs are recognised as an effective mechanism for facilitating fair payment to the construction supply chain. Government departments have committed to use PBAs on their projects unless there are compelling reasons not to do so.SMEsImproving the financial position of construction SMEs, reduces the risk of insolvency which can in turn limit the capacity of the market to deliver good value. It can also help to improve the standing of government clients and foster collaborative relationships across the supply chain, leading to increased value for money across programmes of work.Highways EnglandPBA usage is not consistent across all government departments so there is considerable potential for departments to learn from the exemplar users such as Highways England who have successfully implement PBAs.IPA Construction TeamThe IPA construction team will continue to work with the Fair Payment Working Group to support departments realise the full benefits of PBAs, unblock any barriers to uptake, and monitor usage. The reporting of PBA usage will be part of an overarching approach to centralised data collection and analysis, which would reduce the burden on departments and mitigate the risk of inefficient, isolated processes.Timescale 2015/16Measure: Fair payment performance measured across government and action plan to drive improvement. -- Fair payment and Project Bank Accounts (PBAs) -- Government is leading by example in fair payment practices. The Public Contract Regulations 2015 requires all public sector organisations to pay undisputed invoices in 30 days and ensure this payment term is passed down the supply chain.Development & GapsIdentify areas to be developed and produce action plan to address gaps._2dbfb7b0-c494-11e6-bdc2-d9d73366cb4b3.5.3Timescale 2017-20Data Requirements & BenchmarksDevelop data requirements and benchmarks for measurement of whole-life cost and whole-life carbon (embodied and operational)._2dbfb904-c494-11e6-bdc2-d9d73366cb4b3.6Government DepartmentsAs major construction clients, government departments must demonstrate clear leadership in the areas of whole-life cost and wholelife carbon. The Construction 2025 industrial strategy targets a 50% reduction in greenhouse gas emissions in the built environment.Infrastructure Carbon ReviewThe Infrastructure Carbon Review has established how increased resource efficiency and a reduced carbon footprint can facilitate reduced cost, both upfront and during the whole-life of the built asset. Data and Cost Benchmarking Working GroupA robust approach to the measurement and analysis of sustainability indicators will help improve the efficiency of the public sector estate. This would encompass the full lifecycle of built assets, including: construction, operation, refurbishment, demolition and/or re-commission for alternate use. The data captured as part of this process would be part of an integrated approach conducted by the Data and Cost Benchmarking Working Group.Strategic Delivery GroupMeeting sustainability objectives and driving the uptake of innovative approaches to improving sustainability would be considered by the Strategic Delivery Group.Green Construction BoardThis would be coordinated with the Green Construction Board and the ongoing outputs of the Infrastructure Carbon Review. Government contracts will encourage innovative sustainability solutions on carbon reduction where value can be demonstrated. Measure: Common standards established that can be used to assess whole-life cost and whole-life carbonData RequirementsEstablish what data is currently captured by departments and industry and what needs to be captured to support development of wholelife approach._2dbfbad0-c494-11e6-bdc2-d9d73366cb4b3.6.1Timescale 2015/16KPIsAgree KPIs to be collected in support of whole-life cost and whole-life carbon approach linked to GSL. _2dbfbbfc-c494-11e6-bdc2-d9d73366cb4b3.6.2Timescale 2016/17Collection CapabilityDevelop web based ability to collect wholelife cost. _2dbfbd64-c494-11e6-bdc2-d9d73366cb4b3.6.3Timescale 2016/17KPI CollectionCollect KPIs to measure whole-life cost and whole-life carbon. _2dbfbefe-c494-11e6-bdc2-d9d73366cb4b3.6.4Timescale 2017-20Conclusions & RecommendationsDraw early conclusions and form recommendations for future approach if possible. _2dbfc07a-c494-11e6-bdc2-d9d73366cb4b3.6.5Timescale 2017-20PublicationPublication of the Government Construction Pipeline._2dbfc1ec-c494-11e6-bdc2-d9d73366cb4b3.7Measure: A more accurate Pipeline and increased visibility to enable industry to plan accordingly.Action PlanDevelop action plan to develop the Pipeline._2dbfc386-c494-11e6-bdc2-d9d73366cb4b3.7.1Timeline 2015/16Presentation & Analytic CapabilityDevelop presentational and analytical capability relating to the Pipeline._2dbfc4f8-c494-11e6-bdc2-d9d73366cb4b3.7.2Timeline 2015/16PublicationBiannual Pipeline publication._2dbfc674-c494-11e6-bdc2-d9d73366cb4b3.7.3Timeline 2015/16PublicationBiannual Pipeline publication._2dbfc818-c494-11e6-bdc2-d9d73366cb4b3.7.4Timeline 2016 - 2020Quality & UtilityAssess quality and utility of the Pipeline and develop actions to improve where necessary. _2dbfc994-c494-11e6-bdc2-d9d73366cb4b3.7.5Timescale 2016/17Communications_2dbfcb06-c494-11e6-bdc2-d9d73366cb4b4IPA Construction TeamThe IPA construction team publishes the Government Construction Pipeline biannually, which provides details of planned government funded construction projects. The Government Construction Pipeline provides greater transparency of government's future investment in construction, which improves market knowledge. This transparency is designed to give businesses the confidence to make strategic decisions, develop and allocate resources effectively. The IPA also publishes the National Infrastructure Pipeline, which identifies the level of public and private infrastructure investment. The most recent National Infrastructure Pipeline, published in spring 2016, identified planned projects worth £425 billion. The IPA construction team will continue the biannual publication of the Government Construction Pipeline. In addition, the Pipeline Working Group will work with the wider IPA and industry to develop options for improving the quality, presentation and utility of the Construction and Infrastructure Pipelines. AwarenessRaise awareness of GCS 2016-20 objectives across industry and disseminate best practice._2dbfcd5e-c494-11e6-bdc2-d9d73366cb4b4.1Measure: Strong awareness of GCS 2016-20 throughout the contracting and consultancy supply chains.SessionsPresent sessions at industry events that outline latest thinking and disseminate good practice. _2dbfceee-c494-11e6-bdc2-d9d73366cb4b4.1.1Construction TeamTimescale 2015 - 2020Local Government ConferencePresent session at Construction in Local Government Conference the outlines GCS 2016-20 links to people and skills._2dbfd074-c494-11e6-bdc2-d9d73366cb4b4.1.2IPA Construction TeamLocal GovernmentsTimescale 2015/16Measure: Local government and their supply chains positively engage with GCS 2016-20 objectives.AwardSponsorship of the Prime Minister's Better Public Building Award_2dbfd240-c494-11e6-bdc2-d9d73366cb4b4.2Prime MinisterMeasure: Support of Prime Minister’s Better Public Building Award in line with GCS 2016-20 priorities.AlignmentSponsor the Prime Minister's Better Public Building Award and bring in line with GCS 2016-20 priorities where appropriate._2dbfd3e4-c494-11e6-bdc2-d9d73366cb4b4.2.1Timescale 2015/16ReviewReview sponsorship of the Prime Minister's Better Public Building Award._2dbfd592-c494-11e6-bdc2-d9d73366cb4b4.2.2Timescale 2016 - 2020Building Information Modelling (BIM)Facilitate early contractor involvement._2dbfd772-c494-11e6-bdc2-d9d73366cb4b5BIM Working GroupTo realise the full benefits of BIM Level 2 departments need to develop the skills, experience and capability around BIM. The BIM Working Group will support this by developing a more ambitious set of measures to enable departments to derive further benefits from BIM. Sustained leadership from central government is crucial to maintain industry commitment to invest in BIM capability.BIM is a collaborative way of working that facilitates early contractor involvement, underpinned by the digital technologies which unlock more efficient methods of designing, creating and maintaining our assets. It supports the digitisation of construction and uses information relating to the asset to build a three dimensional model. BIM Level 2 requires all project and asset information, documentation and data to be electronic, which supports efficient delivery at the design and construction phases of the project. At the design stage, designers, clients and end users can work together to develop the most suited design and test it on the computer before it is built. During construction BIM enables the supply chain to efficiently share precise information about components which reduces the risk of errors and waste.MandateBIM Level 2 mandate_2dbfd920-c494-11e6-bdc2-d9d73366cb4b5.1Measure: BIM Level 2 mandated on all appropriate centrally funded government construction projects. (2016)PreparationsEnsure all preparations for BIM Level 2 mandate are complete._2dbfdaba-c494-11e6-bdc2-d9d73366cb4b5.1.1BIM Working GroupTimescale 2015/16EvaluationDevelop mechanism to evaluate impact of BIM Level 2._2dbfdcfe-c494-11e6-bdc2-d9d73366cb4b5.1.2Timescale 2016/17Communications & GuidanceBIM Level 2 communications and best practice guidance_2dbfdeca-c494-11e6-bdc2-d9d73366cb4b5.2BIM Working GroupThe BIM Working Group will coordinate departments to embed BIM Level 2 and realise its benefits. Ongoing development and implementation of guidance such as the Publicly Available Specification (PAS) 1192-5 will facilitate a security minded approach to the delivery of the built asset. This will sit alongside other security minded measures outside of this strategy, including the development of standardised terms and conditions for procurement.Measure: BIM Level 2 best practice case studies disseminated to departments and incorporated into Action Plan to support improvement.IdentificationIdentify projects for BIM Level 2 best practice case studies._2dbfe06e-c494-11e6-bdc2-d9d73366cb4b5.2.1Timescale 2015-16DevelopmentDevelop BIM Level 2 best practice case studies._2dbfe244-c494-11e6-bdc2-d9d73366cb4b5.2.2Timescale 2016-17DisseminationDisseminate best practice and case studies of BIM Level 2 and extract lessons learnt to drive continuous improvement. _2dbfe3f2-c494-11e6-bdc2-d9d73366cb4b5.2.3Timescale 2017-20MaturityMaturity of BIM Level 2 implementation_2dbfe58c-c494-11e6-bdc2-d9d73366cb4b5.3Measures:* Agreed BIM Level 2 maturity measures.* Demonstrable departmental attainment against the maturity measures.MetricsDevelop a set of BIM Level 2 maturity measures. _2dbfe76c-c494-11e6-bdc2-d9d73366cb4b5.3.1Timescale 2015/16Reporting & SupportDepartments report against the BIM Level 2 maturity measures and BIM Working Group to support departments to deliver against these._2dbfe91a-c494-11e6-bdc2-d9d73366cb4b5.3.2DepartmentsBIM Working GroupTimescale 2016/17ImprovementIncrease maturity of BIM Level 2 implementation across government to a point that supports development of BIM Level 3 with a view to government adoption at a later date._2dbfeac8-c494-11e6-bdc2-d9d73366cb4b5.3.3DepartmentsIncreasing BIM Level 2 maturity across government will enable departments to gradually move to BIM Level 3, which would support a fully integrated and collaborative process.All disciplines and contributors to a project would be able to access and modify a single, shared project model, held centrally, which would remove the remaining risks of conflicting information and support the development of whole-life approaches.CitiesThis has the potential to realise further improvements in construction, operation and maintenance, paving the way for smarter, better connected cities.IndustryThe Government in conjunction with industry will develop the next generation of digital standards to enable BIM Level 3 adoption under the remit of the Digital Built Britain Strategy. The continued embedding of BIM Level 2 is crucial to support government adoption of BIM Level 3 at a later date.IPA Construction TeamThe IPA construction team will work with GCB departments and the BIM Working Group to support this development process and adoption of BIM Level 3 products as appropriate. Early adopter departments will seek to understand the full potential benefits of BIM Level 3, including increased capability for wholelife cost measurements.BIM Working GroupTimescale 2017 - 2020ProcurementCollaborative procurement_2dbfecbc-c494-11e6-bdc2-d9d73366cb4b6Project Bank AccountsSupport adoption of Project Bank Accounts (PBAs)._2dbfee88-c494-11e6-bdc2-d9d73366cb4b6.1Measure: Updated PBA guidance published and departments able to use PBAs more effectively. Best PracticesDisseminate PBA best practice across government. _2dbff04a-c494-11e6-bdc2-d9d73366cb4b6.1.1Fair Payment Working GroupTimescale 2015/16GuidancePublish updated PBA guidance._2dbff252-c494-11e6-bdc2-d9d73366cb4b6.1.2Timescale 2016/17MasterclassHold PBA masterclass to disseminate best practice across government and industry. _2dbff4fa-c494-11e6-bdc2-d9d73366cb4b6.1.3Timescale 2016/17MonitoringMonitor PBA usage across government._2dbff6c6-c494-11e6-bdc2-d9d73366cb4b6.2Measure: Continued six-monthly reporting of PBA usage across government.UsageContinued six-monthly monitoring of central government PBA usage._2dbff8ba-c494-11e6-bdc2-d9d73366cb4b6.2.1Timescale 2015 - 2020Construction ProcurementNew Models of Construction Procurement (NMCP)_2dbffa72-c494-11e6-bdc2-d9d73366cb4b6.3Measure: Evidence base established to recommend on the suitability of NMCP to government construction.Trial ProjectsContinue to establish and monitor trial projects to contribute to evidence base to inform adoption of NMCP._2dbffc2a-c494-11e6-bdc2-d9d73366cb4b6.3.1Timescale 2015/16PublicationAnnual publication of NMCP trial project case studies and disseminate any lessons learned._2dc00058-c494-11e6-bdc2-d9d73366cb4b6.3.2Timescale 2015 - 2017Review & ImplementationReview evidence base and make recommendations on the use and implementation of NMCP._2dc00224-c494-11e6-bdc2-d9d73366cb4b6.3.3Trial Projects Working GroupTimescale 2016/17Models & TrialsReview potential additional models of construction procurement and torecommend trialling, where appropriate._2dc003e6-c494-11e6-bdc2-d9d73366cb4b6.3.4Trial Projects Working GroupTimescale 2017 - 2020CoordinationDrive a coordinated approach towards collaborative procurement, including framework development, operation and best practice._2dc005ee-c494-11e6-bdc2-d9d73366cb4b6.4Measure: A more standardised approach to procurement across central government.EngagementEngage with industry and local government to coordinate approaches and drive good practice._2dc007b0-c494-11e6-bdc2-d9d73366cb4b6.4.1IndustryLocal GovernmentsTimescale 2015 - 2020Common StandardsUpdate Government Construction: Common Minimum Standards for the procurement of the built environments in the public sector to align with GCS 2016-20 and wider government policy._2dc00986-c494-11e6-bdc2-d9d73366cb4b6.4.2Timescale 2016/172016-03-312016-12-17https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/510354/Government_Construction_Strategy_2016-20.pdfOwenAmburOwen.Ambur@verizon.net