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Proposed Annexes [not included]*
* Annex C is included as part of the consultation package. Papers on whole life issues and perceived technology research requirements will be separately supplied to those in the relevant breakout groups beforehand, and will be available on the day to others. 1. Introduction The DETR’s Construction Innovation and Research Programme provides support to the Industry. We want it to provide a catalyst for improvements in UK construction.
In support of these aims the Department invests some £22m each year in a Programme of construction related innovation and research. The Programme underpins all that we are doing to help the industry change – providing rigour and new ideas. The Programme needs to be relevant to the industry, helping it to use new and better knowledge to help improve performance, profitability and competitiveness, and to help the industry towards a more sustainable future. It also underpins changes to the Building Regulations, which promote healthier, safer and more sustainable buildings, taking account of the needs of disabled people. After considerable consultation with the industry, in particular the Construction Research and Innovation Strategy Panel (CRISP), we have undertaken a comprehensive review of the Programme, and developed a revised structure which is less prescriptive but which, we hope, will encourage more innovative and creative solutions. Why change? In recent years we have pursued these aims by focusing the Programme on a number of areas of strategic importance, rather than spreading resources thinly across a wider canvas. Within those strategic areas, priorities have been defined, sometimes in detail, in order to steer research proposals to what appear to be the gaps in knowledge and to the issues of most relevance. Industry and the research community have made the point that this approach has sometimes proved unduly constraining on collaborative research which must bring together the priorities as perceived by government with those of the individual industry partners. Where priorities are too tightly defined it has proved difficult to reconcile these pressures. In trying to address both government and industry perceptions of need, research proposals often fail to satisfy either. A looser fit would give more scope for innovative and creative ideas to develop and apply new knowledge and produce results which will be of genuine benefit to industry and the furtherance of research. "Loose fit" does not however preclude detailed specifications where particular gaps or priorities are identified. Under the previous framework we had 5 Business Plans: Sustainable Construction, Technology and Performance, Process, Safety and Health and Best Practice. They generally served us well in providing a framework for commissioning and managing research. But inevitably in breaking down a large Programme for management purposes, the divisions have resulted in some gaps and overlaps. We felt that it was time to review the structure of the Plan to see if it could be made to reflect better the strategic drivers of change within the industry and the way in which industry problems are perceived. We also wanted to see if, by restructuring the research themes, we might better capture some of the crosscutting issues.
These drivers underpin the whole of the construction research and innovation agenda. All research proposals should be able to demonstrate relevance to them. It is this principle which has influenced the way in which we have approached the review of the Plan and in particular the need to embed sustainability rather than treating it as a separate and self-contained theme. The Front Cover of this document has been designed to fold out so that when reading the document you have an illustration of the full structure of the Programme to hand. Scope of the Programme The Programme includes research and innovation which is of general relevance for building and civil engineering, including new build, refurbishment and maintenance. The Government separately supports other research activity relevant to specific sectors of construction – for example, roads and bridge research supported by the Highways Agency and planning and minerals research supported by DETR’s Planning Directorate. We work closely with other research programmes to ensure complementarity and avoid any wasteful duplication. For example, we work with the HSE in research on issues which overlap their statutory functions for health and safety on construction sites, in areas such as the safety of buildings in use, the safety of new construction processes and health and safety in the indoor environment. Further information on these wider research activities is available from the research pages of the DETR website and linked sites. 2 Structure of the programme Strategic focus – rethinking construction and sustainability You will see from the fold out front cover that the structure of the programme is a matrix within an overall umbrella that encompasses Rethinking Construction and Sustainable Development . Every project that receives funding under the Programme will need to demonstrate how it will contribute to these congruent agendas. We will monitor the relative emphases placed within the 3 headings (economic, social, environmental) to help gauge the direction of the Programme. We would expect that, in general, the projects we fund will be able to show how and to what extent they are taking forward each of the strategic aims. Themes There are two sets of themes.
Projects can reflect one or more cross cutting themes, in combination with industry themes. The key cross cutting themes could apply more widely than construction. They are key drivers of change for many businesses. We will welcome projects that tackle these themes for broad sections of the construction industry, as well as projects that point these themes at more specific issues. The industry themes represent the industry’s own process – from conception and design through to actual construction and deconstruction. There is also a new emphasis on the social impacts of construction – both on clients and on the community. The structure of the programme is designed to give greater flexibility than in the past. We have avoided being too prescriptive, although clear priorities have been identified in a limited number of areas. Pages [9 to 16] set out in more detail the scope of each theme, giving some examples of the sort of work we would welcome. The examples have been confirmed as important during our wide consultation exercise, and some specific areas for new research we identified . We would also welcome proposals that promise genuine impact outside the examples given. To be really successful, the Programme must maximise its positive impact on the industry. For this to be genuine, and to justify investment by the Government and our partners, research outputs need to get to those who can benefit from them. Our dissemination strategy has been developed further with this in mind (see section 5: Publicity Strategy) Management of the Programme The Programme is managed by DETR’s Construction Innovation and Research Management Division (CIRM), headed by John Stambollouian. We are supported by Research Management Contractors, who provide day to day portfolio management as well as expert advice. The Programme is overseen by Ministers and by John Hobson – the Director of Construction. He is in turn advised by the Construction Research Advisory Group (key members of the industry research community), which has a particular role in helping to steer the evaluation and impact assessment of the Programme. Members of CIRM act as ‘champions’ for the various parts of the Programme. Bruce Sharpe is in the lead on the Sustainable Construction policy, and has an overall responsibility for embedding social and environmental aspects of sustainability in all parts of the Programme. Liz Liston Jones looks after the structure and adminstrative aspects of the Programme, and is responsible for research publicity and evaluation More detailed portfolio management is as follows
What is sustainable development? Sustainable development means meeting needs in ways which deliver social progress, protection of the environment, better resource use, economic growth and employment. It requires a stable and competitive economy. Amongst the priorities set out in A better quality of life – the Government’s Strategy for sustainable development published in May 1999 are:
The importance of Construction Construction, building materials and associated professional services together account for some 10% of Gross Domestic Product and provide employment for around 1.5 million people. Buildings and structures change the nature, function and appearance of our towns and countryside. Their construction, use, repair and maintenance and demolition consume energy and resources and generate waste on a scale which dwarfs most other industrial sectors. Construction also provides the delivery mechanism for many aspects of Government policy aimed at the provision and modernisation of the nation’s built environment. The economic, social and environmental benefits which can flow from a more efficient and sustainable construction industry are potentially immense. A more sustainable construction industry will provide huge impetus for the overarching sustainability agenda. By putting the issue at the heart of the innovation and research programme we aim to help and guide the industry towards the ideal win-win scenario where economic, social and environmental benefits are maximised for the construction industry and other stakeholders. Rethinking Construction complements sustainability Rethinking Construction has become the banner under which Government, industry and its clients are working together for radical change and improvement in UK construction performance. The vision of a modernised industry offered by Rethinking Construction embraces challenging targets for year on year improvements in efficiency and quality. It will result in an industry which:
Building a better quality of life The Government has published a strategy – Building a better quality of life – which aims to provide a catalyst for a more sustainable construction industry (see Annex XXX). It identifies priority areas for action, and suggests indicators and targets to measure progress. We will use the Strategy as a framework to guide policies towards construction, and will encourage everyone involved in construction to do the same. The objectives of this strategy are:
Meet the challenge Within the various themes set out in section 4 of this document there are priorities relating to sustainability. These are areas where we hope to attract good quality projects to move the agenda forward. But proposers of all projects should bear in mind that every single project will be judged against the twin policy aims of sustainability and rethinking construction.
4.1 New and improved technologies and techniques in support of key industry themes SCOPE New and improved technologies and techniques underpin the rest of the Programme. This theme is about getting better technological solutions to the problems faced by construction businesses. Within this, codes and standards work formalises best practice and helps set the standards for industry as a basis for fair competition. Examples [DEPENDING ON CONSULTATION] Following detailed consultation with industry, the following topics illustrate well the sort of projects we will welcome under this theme. In many ways this cross cutting theme points to industry process themes for its focus. Today’s ‘new’ technologies should, if they are proven, become embedded in best practice and processes of the future, helping to move the industry forward. New and improved tools and techniques Support for codes and standards (see also safety and health – Annex XXX)
Within these, consultees are invited to suggest particular areas of priority. To help with this consideration the Department is preparing a paper setting out our perception of the needs of the various industry sectors for technological research in the Programme. This will be available to the technology breakout group members before the workshop. A B C
4.2 Business improvement: tools and techniques SCOPE This theme is about how to improve construction businesses. It covers new and improved tools and techniques for effecting change, and for embedding environmental and social considerations in business strategy and operations. It asks for evidence about how the new ways of working really do improve businesses. Within these ideas there are 2 specific ‘champion’ roles for DETR:
Examples [DEPENDING ON CONSULTATION] Following detailed consultation with industry, the following topics illustrate well the sort of projects we will welcome under this theme: Tools and techniques
Evidence, measurement and case studies
Within these, consultees are invited to suggest particular areas of priority, and to review the DETR suggestions below: A Whole life issues (specific aspects?) B Project and site communications.
4.3 Promoting innovation and culture change SCOPE This theme is about encouraging the industry to take up innovation and culture change. We are looking for proposals that maximise the positive impact of ideas coming out of the whole Programme. Examples [DEPENDING ON CONSULTATION] Following detailed consultation with industry, the following topics illustrate well the sort of projects we will welcome under this theme: Addressing particular target audiences
Understanding and managing change
Unlocking knowledge from research findings
Within these, consultees are invited to suggest particular areas of priority (and to review the DETR suggestions below): A cost effective methods of getting messages out to small firms. B skills and competences for the future: multiskilling; continous learning; IT skills. C changing roles and structures within the industry: alliances and partnerships D learning organisations [see outputs of CRISP motivation and communication theme group, available on CRISP website] E unlocking knowledge – see section 5 4.4 Improving the construction process SCOPE This theme covers the whole process of building and construction, including project development and design, production (on and off site), supply chain management and efficiency of the processes . Many of the key ideas set out in Rethinking Construction are embedded in this theme. We want to empower clients so that they are able to specify more exactly what they want. We want design to reflect client needs. And we want both client and designer to buy in to the sustainability imperative. Improving the supply chain and relationships within it is an important strand. We also wish to promote standardisation and preassembly, improve productivity and performance on site, and minimise waste and pollution. Examples [DEPENDING ON CONSULTATION] Following detailed consultation with industry, and work undertaken over the past year by CCF and CRISP, the following topics illustrate well the sort of projects we will welcome under this theme: Product development and design
Efficiency of the construction process
Within these, consultees are invited to suggest particular areas of priority (and to review the DETR suggestions below):
A Design for sustainability B Design for future flexibility 4.5 Treating stakeholders fairly SCOPE This theme is about making sure that people within the industry are treated fairly and given the opportunities to develop their full potential. This will benefit the industry as a whole. The theme is equally about helping to ensure that the product of the industry – the built environment – has positive impact on the wider community. In particular, we are concerned with safety and health in buildings, and research under that strand helps to provide scientifically rigorous underpinning for the building regulations. Examples [DEPENDING ON CONSULTATION] Following detailed consultation with industry the following topics illustrate well the sort of projects we will welcome under this theme: Respect for people in the industry
Impact on the wider community
A B C
A safe and healthy built environment
Some consultation has already taken place with an industry group. The results are attached in Annex XXX[C]. Consultees are invited to review this and suggest any particular areas of priority not already covered. 5 Publicity strategy Research is wasted if it does not reach those that can make best use of it. We are continuing to seek improvements in the way that the outputs of the programme are disseminated. In reviewing our arrangements the work of the CRISP Motivation and Communication Theme Group has been extremely valuable. The Construction Best Practice Programme remains the prime dissemination mechanism for ensuring that the industry is aware of, and is able to apply, management best practice. We will expect the CBPP to be used fully to promote business improvement ideas emerging from the Programme. To quote the CRISP work: "Communications must stop being seen just as a mad burst of dissemination at the end of the project, but as an important activity throughout the project". To this end, we need to ensure that each project has a properly thought through and integral plan for communication and dissemination. And dissemination must be relevant to the audience. In particular, it should set out the business benefits (and costs) of adoption – better business performance is the most persuasive carrot for getting take up of innovative solutions. Communication Plans Communication of R&I findings should be integral to each project, with robust dissemination mechanisms built in from the outset. This ‘Communications Plan’ will ensure that projects that are developed with a genuine target audience in mind, and with a clear route to that audience. Projects which do not address the issue of ‘what happens next’ (be it dissemination to a target audience, or more specialised follow up) are unlikely to be successful. A good communication plan will add considerable weight to a proposal at project approval stage.
As part of the application process we will be asking for milestones within the communications plan, to run in parallel with the research effort of the project. Further investment in excellent projects We are very keen to build on the best that the Programme offers, by facilitating additional communication effort. There are two new proposals for doing this:
This scheme is described in more detail under ‘financial arrangements’ but one of its aims is that it should provide a mechanism for excellent outputs to be further refined and given additional publicity – it will have a very strong emphasis on dissemination of results.
This is a subtheme within our cross cutting theme ‘Promoting innovation and culture change’. It will place emphasis on ‘user friendly dissemination’. It is about investing further effort in promoting results, about getting real impact. We believe that good individual outputs could usefully be repackaged along with other information, to suit wider or different audiences (particular sectors for example). Sometimes this could be done by intermediaries. Projects under this new subtheme would have potential to hasten positive change in the industry, and make a geniune difference. We would expect a full ‘impact assessment’ plan as part of these projects.
6 Monitoring and evaluation Monitoring and evaluation of the Programme is overseen by the Construction Research Advisory Group, under John Hobson’s chairmanship. During the past year a study has been underway to develop and apply a methodology to evaluate the portfolio of projects which support development of codes and standards and associated research. It will help us to prioritise the support we give to codes and standards work. We are deciding how to implement the findings of the project in consultation with industry. Two other pilot evaluation studies are underway. One is looking at the impact of projects under the Technology and Performance business plan area, getting the views of industry. Another is using a different approach to look at Process plan projects – trying to predict success factors by looking at changes in behaviour of direct stakeholders (for example industry partners) as a result of a research project. Lessons learned from these studies will be used in setting up a rolling programme of evaluation across all the projects we fund. Both pilot studies have at their heart the following fundamental questions:
The evaluation programme we envisage would probably have 3 distinct phases:
A key consideration will be how best to ensure continuous feedback from evaluation into new projects.
7 Resources, and how to apply for funding The methods used to commission work within the Programme are as follows:
The Government also wishes to encourage participation in construction-related research projects under the European Union’s 5th Framework Programme (FP5). DETR has established an advisory service to assist those interested in applying for funding under FP5. Further information can be found on the web at www.npl.co.uk/npl/fp5/eucri. Resources The pie chart below shows how funding was allocated in 1999-00 across the main funding mechanisms. The proportions are expected to be broadly similar in 2000-01 except for a slight reduction in the size of the BRE framework.
The previous Business Plan was divided into 5 Business Plan Areas. The graph below illustrates the distribution of resources across the Business Plan areas in the last FY 1999-2000.
The net total budget over this period is expected to remain at around £22 million/year. 8. Continuity with previous plans The figures below give a general indication as to how the theme areas in previous CIRM business plans can be mapped onto this year’s prospectus. An illustration of how resources, based on 1999-00 priorities, would be distributed across the new main and cross cutting themes is set out below:
The percentage figures above have been determined using the following proportions which give a broad illustration of funding levels under the previous Business Plan Published 20 April 2000 Return to Research , Innovation and Best Practice Index
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