Increasing the uptake of BIM - New Zealand Approach The Building and Construction Sector Productivity Partnership Chris Kane - Manager
Increasing the uptake of BIM
- New Zealand Approach
The Building and Construction Sector Productivity Partnership
Chris Kane - Manager
Increasing the uptake of BIM
in New Zealand - An Update
1) The Productivity Partnership – why, who, what
2) The Workstreams
3) BIM Acceleration – why and how
4) Barriers – trample or dodge
5) Contributing initiatives
The Productivity Partnership
• Established in February 2011 to address low productivity in the sector
• Collaboration between industry organisations and government
• Four work streams: Skills, Evidence, Procurement and Construction Systems
Construction productivity is lagging
Ian Page, BRANZ
Partnership aims
• Focus is to build the value of New Zealand’s building and construction sector
– Productive, safe and profitable
– Deliver good quality homes and buildings
– Provide a foundation for strong communities and a prosperous economy
• Goal: 20% increase in productivity by 2020
20%/2020 ≈ 2% GDP ≈ $2.6 billion
Mud on the boots approach
Productivity will improve when
we get the right people with the right tools doing the right
stuff
we use a lot of low skill labour, don’t use our capital wisely
and quality isn’t a key driver
Industry leader’s definition, 2011
• Sole Traders • Sub-Contactors
• Franchise Arrangements
• Private companies • Public companies • Commercial J.V’s • PPP’s
One size does not fit all
We’ve got a bit more volatility
than other economies
Data: OECD, Source: Ian Page, BRANZ
Importance to NZ Inc
• 90% of NZ household wealth is held in housing
• 50% of building work ($50k+) results in disagreements or disputes
(DBH Research, 2010)
• Leaky building syndrome has damaged the reputation of the sector
– PwC estimate ≈ $11.3 billion cost to repair
• The collapse of 50 finance companies since 2006 ≈ $6 billion
• Remedial earthquake strengthening of national building stock
• Cabinet estimate ≈ $1.7 billion cost to strengthen
• Christchurch rebuild
• Current estimates between $32 billion and $40 billion
Pipeline of work by major type
of client
0
10
20
30
40
50
60
70
80
0
100
200
300
400
500
600
700
800
900
1000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2012 2013 2014 2015 2016 2017
Nu
mb
er o
f P
roje
cts
per
qu
arte
r
Co
nst
ruct
ion
Exp
end
itu
re p
er Q
uar
ter
($ m
il)
Construction by Project Types
Council as a client Govt as a client Horizontal Infrastructure Other Buildings
Residential Roading Project Count
Historic National Capacity
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Qu
arte
rly
Exp
end
itu
re
Building work put in place per Quarter
Rest of NZ - Non Res
Rest of NZ - Res
Auckland - Non- Res
Auckland - Res
Canterbury - Non Res
Canterbury - Res
Initiatives update
Workstreams Purpose Progress
Ways to improve labour
productivity and skills
• Skills Strategy launched
• Implementation plan being rolled out
Research as a tool to target and
improve productivity • KPIs, targets and statistics
• Research Action Plan implementation
Changes to procurement
processes to improve productivity
and quality
•Auckland Procurement Forum
•Canterbury Procurement Forum
•Centre of expertise
Ways to improve on the
productivity on construction and
system
• National Pipeline
•Segmentation of market/process mapping
• Building Information Modelling
Skills
Evidence
Procurement
Construction
Systems
BIM Acceleration Strategy,
An Update
• Strategy is to support and give profile to early adopters
–Then to build a case/not for government to assist with
incentives
• Primary focus is on large projects
–Target key influencers on client decisions
–QS, PM, Designers, Contractors
–Follow the money!
Change models
• The Partnership is the start of a change
programme
Platform for change
Technical Implementation Issues
• BIM uptake in New Zealand is low
• Shortage of trained BIM practitioners
• Works better when there is a single project BIM provider; so ‘Turnkey’, ‘Design and Build’ and ‘PPP’ commercial project structures are better suited to BIM than design-bid-build
• Different BIM software suites do not necessarily ‘talk’ to each other
Non-technical Implementation
Issues
• Clients are not sure whether to commit $$
–Lack of NZ-specific case studies
• Wall of work
–No need/time to change how things are done
• Procurement practices still discourage forming the team early
–Client instincts are still towards open tender
Partnership forward work
• NZ BIM guide on the way
–For practitioners
–Updated, NZ version of Australian guide
–Produced by NatSpec
• BIM Client Guide on the way
–For clients, answering some of the questions about
“why should I pay for BIM?”
Procurement holds the key
• Significant effort being put into lifting capability in procurement
–Self-assessment tool for clients
–Sharing of critical forward workload information
–Consolidation of government procurement
responsibility in Ministry of Business, Innovation and
Employment
–Creation of Centre of Expertise
Procurement
Construction Procurement
Excellence
Reso
urce
Sharin
g
Best (Better) Practice
Communication Education
Oversight Forward Programme
Industry Structure
Other Regions
Auckland
Canterbury
Defining Better Practice, Benchmarking On-line model for Client and Constructor
Pipeline
Coord. Effort
Proc. Initiatives
Fragmentation Aggregation Standardisation
Minimum, Standards Best Practice Guidelines: Project/proc. Mgt On-line guides for SME builders
Christchurch rebuild
• The largest single construction “project” in
the southern hemisphere
–Have established a procurement forum for clients to
discuss forward work – currently a serious overload is
looming
–Need to change how projects are brought to market,
and how they are to be managed
–Centre of Expertise will grow first within the Canterbury
Earthquake Recovery Authority
Total pipeline – forward and back
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3 Q1 Q3
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Qu
arte
rly
Co
nst
ruct
ino
n ($
mil)
Historic and Projected Quarterly Construction in Canterbury
Historic Non-Residential
Historic Residential
Non-Residential Escalated
Residential Excalated
Projected Horizontal
Projected Non-Residential
Projected Residential
Scheduling of projects
KEY:
DESIGN
TENDER
CONSENT
CONSTRUCTION
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
109 Headline Projects
10 Lead Agencies
Other commentary
• 6 RFPs in a week
• 4 clients on GETS for PM services
• $900m of construction starts within 3 months of each other
• Over $4.1bn of work from inception to start by Q1 2015
• Project phasing provided in isolation
• Appetite for collaboration?
Other Initiaitves
• Three other initiatives will rely on BIM
–GeoBuild
–Better Public Services “Result Area 9”
–Canterbury Forward Works Spatial Coordination
project
GeoBuild STRATEGIC OUTCOMES
A national information exchange framework that
digitises building, geographical and environmental data
and information.
GeoBuild promotes open, standards based and
reusable information:
• within the built environment
• and ultimately the whole environment
Consistent with both Australian and New Zealand
Governments recognition that there is synergy between
building and spatial information, e.g. the Foundation
Spatial Data Framework More information can be found here: http://spatial.gov.au/anzlic/foundation-data-themes
THE GeoBuild PROGRAMME
There are three initial components to GeoBuild:
Implementing a
National Online
Consenting System
Accelerating the use of
Building Information
Modelling
Enhanced local and national location
based information and Building modelling
data – the interoperability layer
BETTER
LOCATION
KNOWLEDGE
BUILDING INFORMATION
MODELLING
Infrastructure Modelling
Building Modelling
Precinct Modelling
Environment Modelling
National Online Consenting System
LOCATION INFORMATION
NATIONAL ONLINE CONSENTING
CONSENTING
• 69 BCAs
• Inconsistency of interpretation and process
• Delays in consent processing
• Burdensome logistics (e.g. hard copy)
• Difficult to monitor and measure BCA activity
• Difficult to collate and analyse national data sets
• Fragmented approach by BCAs in use of IT
• Sector and Applicant demand for Online
• Rate payers demand for Digital
INTEROPERABILITY
Utilities - Water
GeoTech
Utilities – Gas/Electricity
Location I.D
Building Construction Consent Information
Enable layering of datasets linked to individual locations
Shared transaction platforms and processes
through data interoperability
Providing an easily accessible, and more
complete and accurate/reliable, picture
of land-based property information
A cross-government vision for location-based property information.
OTHER PERSPECTIVES
• Certainty and consistency of outcome
• Innovation without undue compliance burden
• Reduced search cost - standards based
• Reduce cost & time for building projects
• Robust framework for sharing information
• More efficient use of scarce resources.
KEY BENEFITS
“Result 9”
• NZ businesses have a one-stop online shop
for all government advice and support
–Target: Business costs from dealing with government will
reduce by 25 per cent by 2017, through a year-on-year
reduction in effort required to work with agencies.
–Target: Government services to business will have similar
key performance ratings as leading private sector firms by
July 2017, and businesses will be able to contribute to this
through an online feedback system from July 2013
–Major cross-government exercise
Forward Works Spatial Co-ordination
Project
• Aims to develop a shared view of horizontal infrastructure repair and built environment construction plans and activities. –Expect to see reduced conflicts, costs, and delays to repair
infrastructure, and repair or rebuild of residential and commercial buildings –meaning a faster economic recovery and enhanced community wellbeing
–Aims to ultimately use BIM data to inform GIS data
already being collected for the city.
Timing Drives Actions
Phase 1
Phase 2
Phase 3
OLC
BIM
Comm BIM
Res
GSI
Process
automation
Process
integration
Common
Digital
Data
use
T
i
m
i
n
g
Interoperability of data underpins GeoBuild optimisation
Conclusion
• Numerous opportunities to benefit from the increased use of BIM
• We will continue to support and profile the early adopters –Provide resources
–Publicise benefits
–Join the dots
• Work inside government to build the evidence base for incentives to use BIM
Thank You
The Partnership’s resources are available online
www.buildingvalue.co.nz