Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Introduction
We have been undertaking Procurement and Commercial Management services for you
since 1995 and have gained a full understanding of your needs and requirements. We have
the necessary skills, resources and processes to help you solve your procurement needs
efficiently and help drive best value through your supply chain.
In addition to our Procurement and Commercial Management services, we are currently
undertaking a broad range of services for you across your directorates, encompassing
project delivery as Designers and Employer’s Agent on new build, widening and technology
schemes, specialist consultancy services and Dispute Resolution advice. Through this work
we have developed a full understanding of your operations, requirements and ways of
working.
We are currently working for you on your Technical Consultancy Framework (TCF) and
Professional Services Framework (PSF). Through the TCF we are leading the Highways
Agency’s initiative to develop strategy and guidance for the implementation of Lean efficiency
improvements across the Agency. We recently completed a Draft Framework for
Mainstreaming Sustainability in the Agency and are integrally involved in other key areas of
developing best practice, notably Asset Management and Value Management. We are also
giving advice on the development of category management for the procurement of gantries
across the network.
Redacted under Sec 43 of the FOIA Exemptions ‘Commercially sensitive’.
Navigating our Quality Statement
We understand that this Framework requires different skills from major project delivery and
will require rapid, specialist input. Using our experience of the TCF we have tailored our
Jacobs work processes to the specific needs of this Framework. The processes are
summarised in the flow charts in the following sections with the accompanying narrative
providing greater detail. These have been designed specifically for this Framework using our
experience of the TCF and in depth knowledge of the HA.
We have an intranet based Knowledge Pool that captures Lessons Learnt from across our
business including the PSF and TCF. This is at the heart of our Continuous Improvement
strategy which is implemented across all our Highways Agency commissions by our
Continuous Improvement Group (CIG). We take a proactive approach to managing risk on
our projects as demonstrated in the following sections.
Framework Management
We have identified two key roles for the management of this Framework.
The Framework Manager will take overall responsibility for the Framework, ensuring
consistency and quality of delivery across all Work Packages. He will attend Framework
meetings with you, capture your expectations and levels of satisfaction and implement our
Continuous Improvement processes. In addition the Framework Manager will

Define Work Package requirements, ensuring understanding of objectives

Identify and resolve any conflicts of interest

Identify major risks to delivery and propose mitigation measures

Identify innovative approaches and solutions

Identify areas for value saving
1
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Our nominated Framework Manager is Allan Thomas FRICS, FICES. Allan has over 40
years experience of Commercial Management. He has been involved extensively with
administration of contracts for construction works, operations and maintenance and
consultancy services. As a member of the Association for Consultancy and Engineering’s
Legal and Commercial Group Allan was part of the drafting committee of the new CIC major
projects consultancy services contract. Currently Chair of the Group he has a continuing
involvement with the review and updating of the ACE’s suite of agreements and maintaining
an oversight on legal and contractual developments in the construction industry including
responding to consultations from government and other bodies.
The Procurement Manager will lead the delivery of Work Package under Lot 3 to time,
quality and budgetary constraints. He will form the main point of contact with you and will be
responsible for the application of all the processes described in this Quality Statement. In
addition he will:

Resource Work Packages from Jacobs resource pool, including our Subject Matter
Experts

Delegate activities throughout the team and provide guidance and support to junior
team members

Identify and manage risks

At the end of the Work Package review and identify improvement actions
Redacted under Sec 43 of the FOIA Exemptions ‘Commercially sensitive’.
On this Framework we will:

Use our in depth knowledge of the HA, its processes and procedures gained through
our experience of working with the HA to provide advice and services that align with
the HA’s strategic goals, thereby delivering value for money and reducing risk.

Use our specialist knowledge of Lean and innovative procurement such as category
management, competitively priced ECIs and ideas from other sectors worldwide to
deliver efficient, best value solutions to the HA.

Utilise our national and international pool of experts and experience gained across a
variety of disciplines to deliver specialist advice and services to the HA through our
Subject Matter Experts.

Deploy our high standards of ethics (including information assurance) in accordance
with our corporate policy on Business Conduct and Integrity in discharging our duties.

Remain committed to learning, innovation and flexibility, bringing best practice and
innovation from across our markets and geographical boundaries ensuring benefit
from lessons learned globally.
2
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
A1
PRODUCT
A1.1 Identification of Key HA Objectives
Understanding of Objectives
Your objectives for identification of key Work Packages include:
 To ensure that HA’s core objectives of safety, sustainability, value for money and certainty
of delivery are achieved.
 To ensure that we fully understand your brief for individual work packages so that your
objectives are realised.
 To provide resources who have the right experience, qualifications and expertise.
 To be proactive and innovative in our approach in meeting Work Package objectives.
 To identify any conflict of interest at an early stage and to devise an alternative plan to
mitigate against it.
 To have the required processes in place in order to inform HA of any Early Warnings as
soon as they are identified and to ensure that any changes to the work packages are dealt
with in accordance with the Framework Contract in a timely manner.
Tailored Approach
The flow chart above details our general process, which will be tailored specifically to this
Framework, as set out below, to deliver success and manage risks associated with meeting
the objectives of the work packages.
Define Scope: At the start of the commission we will carry out a Framework Expectation
Survey to help us understand the overall HA’s requirements and expectations for the
Framework.
For each individual Work Package, our Framework Manager will discuss the brief with the
HA’s Project Manager, in order to fully ascertain its requirements and to understand its
objectives. Depending on the nature of the Work Packages, including their size and
timescale, it is envisaged that most of these discussions will be via telephone, or video
conferencing.
Prior to the above discussion, our Framework Manager and Procurement Manager will
review the associated risks and identify any potential conflict of interest. In case of any
conflicts, they would put together a mitigation proposal. The conflict together with the
alternative proposal will form part of our initial discussion with your Project Manager. No
works will be undertaken prior to approval of the alternative proposal by the HA. The
Framework and the Procurement Manager will continuously review the Work Package
development through regular discussions and the possibility of any conflict will be assessed
and addressed when they become apparent.
3
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
We will also review the lessons learnt, ideas logs and process maps contained within the
Knowledge Pool on our company intranet to assist us with the provision of the right
resources and identify any innovative approaches that were used on projects of similar
nature.
Our approach to Quality Management and achieving key objectives will be outlined in the
Framework Project Execution Plan (PEP) and Work Package Method Statements. The PEP
will be an overarching document covering our general approach to the framework and will
identify the key players including the Framework Manager and Procurement Manager. It will
be produced at the start of the framework commission and will also include our approach to
Early Warning Notices (EWN) and Change Control.
Project Planning: The Method Statements, which will be produced following Framework
Manager’s discussion with the HA’s Project Manager, will be a short document functioning
under the umbrella of the Framework PEP. It will be addressing specific requirements of the
Work Package and will incorporate tailored procedures to ensure that the objectives of
individual packages are realised.
Based on the Work Package brief and our understanding of the package objectives, we will
allocate the required resources and expertise to ensure the delivery of high quality work and
timely completion of Work Packages. The resources allocated will have a wide ranging
experience and will be providing optimum solutions through conventional and innovative
approaches.
At the start of the Work Package a risk assessment will be undertaken. The finding of the risk
assessment will be presented in a risk register, which will be updated regularly as the project
develops. The risks will be communicated to HA. We would also develop standard
procedures, based on the Framework Contract, for submitting EWNs and Change Notices
(CN). Our staff will be fully briefed on the framework requirements and the procedures for
EWN and CN submission.
Project Control: The progress of the works will continuously be monitored by the
Procurement Manager and Framework Manager. Any issues that can potentially be a risk to
programme and cost of the work package will be discussed. If necessary, EWNs will be
discussed and issued to the HA outlining the background and the circumstances that has
given rise to them. The EWNs, if possible, will also provide an estimate of the cost as well as
effect on the programme. Our risk register will be updated accordingly.
In case of any changes to the brief, we will inform the client through our Change Notice (CN)
procedures, which will be outlined at the start of the commission. The CN’s will be issued in
accordance with the Framework contract.
Continuous Improvement: We will prepare monthly progress reports for our Work
Packages which will include KPI scores for the month’s performance. Our Framework
Manager will review the KPI scores across the Framework to ensure consistency of delivery,
identify trends and where necessary, implement improvement actions. We will be proactive
and suggest additional KPIs, if required, in order to allow a better assessment of our
performance and hence helping us to further improve our products and services.
We will continuously review our performance and identify any measures that could improve
the quality of deliverables. Our Framework Manager and Procurement Managers will be in
constant contact with you to seek feedback in order to implement further improvements to
our products and services.
Under our procedures we will be undertaking Client Satisfaction Surveys for the Framework
on a regular basis, identifying any of your concerns. These will be converted into
Performance Improvement Notices (PINs) that will be incorporated into our processes and
approach to ensure that you are fully satisfied with us.
4
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
At Jacobs we also use Lean best practices to continually improve performance on our
projects. As part of this process the progress of the work is discussed on a weekly basis,
collaborative work plans produced and actions reviewed. Members are encouraged to
continuously review our processes and to propose innovative approached to reduce cost and
improve efficiency.
A1.2 Selection and Provision of Resources
Understanding of Objectives
Your objectives for the selection and provision of resources include:
 Providing appropriate resources for successful Work Package delivery
 Access to a wide group of Subject Matter Experts
 Access to a specialist supply chain where in house skills are not available
 Ensuring staff have the right skills training and experience for the Work Package
Tailored Approach
The flow chart above details our process, which will be tailored specifically to this
Framework, as set out below, to deliver success and manage risks associated with the
selection and provision of resources.
Staff Development: At Jacobs we are committed to hiring, developing and retaining the best
staff, as we recognise that it is our people who deliver success to our Clients. Our intranet
based Talent Management System (TMS) provides a platform for all staff to develop their
careers through an integrated training, development, appraisal and resourcing system. The
system supports individual progression and also allows resource managers to identify
individuals with specialist skills enabling rapid deployment of expertise on projects.
We identify gaps in our capabilities through the TMS and recruit staff as necessary through
iRecruit, our web based recruitment portal.
Define Scope: Following the acceptance of our proposal, our Framework Manager will
discuss your Work Package with you. He will confirm your needs and expectations for the
Work Package and the options for delivery to ensure we fully understand the Work Package
scope and the necessary skills and resources required.
Our Procurement Manager will review the lessons learnt, ideas logs and process maps
contained within the Knowledge Pool on our company intranet to assist with the selection of
the right resources for the Work Package.
Our Procurement Manager will develop a fully resourced programme prior to project initiation
to deliver work packages to meet your objectives. The nature of the programme will be
dictated by the complexity and duration of the Work Package.
5
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Resource Provision: We will assign resources appropriate to project delivery and ensure
optimum resource utilisation, achieved through the application of resource-levelling across
programmes with cognisance to overall Framework commitments. We will plan for the need
for flexibility in the face of workload variation to maintain appropriate levels of staff whilst
achieving the required levels of service performance, particularly during peak periods.
We will anticipate your needs and validate these with you through our Client Expectation
Surveys. If additional or specialist resources are required we will draw on our large and
diverse internal resource pool, augmented by our Supply Chain and, where necessary,
pursue recruitment of individual expertise.
In addition to those resources available locally within our organisation, you will also have
immediate access to our “Jacobs Community”. This comprises our own staff in over 160
offices worldwide as well as carefully selected sub-consultants and academic institutions.
Our specialist partners are nationally and internationally renowned in relevant technical
disciplines and are aligned with Jacobs’ approach to delivery.
Where we use external suppliers, we will continue to subject all prospective suppliers to
formal assessments based on their capability, previous experience and past performance
prior to appointment. These assessments will be held on our established Supply Chain
Database. Suppliers’ performance will be monitored with assessment being fed back into the
system.
Consistent Team: In recognising the importance of staff continuity to project success, we
prioritise staff retention. We target reduced staff turnover rates and work hard to ensure that
we retain our staff by looking after their welfare and development – see A2.3.
We will prioritise staff continuity and ensure provision of Succession Management Plans at
both Framework and Work Package level to capture both management and technical
continuity. All Work Package Managers and key team members will have nominated
deputies, selected on their competence to deputise or take over.
Continuous Improvement: In addition to monitoring and improving our performance
through KPIs, Lean approach and Client Satisfaction Surveys (refer to section A1.1), our
Framework Manager and Procurement Manager will continually seek feedback from you on
the quality of the resources provided. Based on your feedback and development of the Work
Package they will ascertain any required changes to the resources and identify any
additional training that might be required to improve our deliverables.
We also continually review our supply chain and will improve the capability pool based on
client requirements. We will also be constantly reviewing roles and responsibilities and will
adjust them in a way to best suite the objectives of the Work Packages.
A1.3 Meeting Work Package Objectives
6
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Understanding of Objectives
Your objectives for meeting work packages include:
 Preparation of quality statements that are aligned with the requirements of individual
Procurement Work Packages.
 Ensuring that all the requirements of quality statements are adhered to and we deliver the
quality of work that we promise.
 To work ethically and maintain confidentiality
 To provide all facilities required to ensure delivery of Work Package objectives.
Tailored Approach
The flow chart above details our process, which will be tailored specifically to this
Framework, as set out below, to deliver success and manage risks associated with meeting
the objectives of the work packages.
Define Scope: Following the acceptance of our proposal, our Framework Manager will
discuss the Work Package with you. He will confirm your needs and expectations for the
package and the options for delivery to ensure we fully understand the package scope and
your requirements. Any confidentiality issues will be discussed with you at this stage and will
be incorporated into our approach to undertaking the Work Package.
Our Procurement Manager together with the Framework Manager will then plan and identify
risks based on our discussion with your Project Manager, our previous experience, lessons
learnt and ideas logs contained within the Knowledge Pool on our company intranet.
Our approach to Quality Management and achieving key objectives will be outlined in the
Framework Project Execution Plan (PEP) and Work Package Method Statements as
discussed in Section A1.1.
Confidentiality will be of the upmost importance and this will be addressed by the Method
Statements for individual Work Packages. The Method Statements will identify those who
can access sensitive information, storage requirements for documents and files and
appropriate lines of communication. Unless we are asked to do otherwise, all our
communication with stakeholders or third parties will be via the Highways Agency. The PEP
and Method Statements will be circulated to all staff working on the Work Package.
Project Planning: Once the project is set up, the Procurement Manager will translate your
needs and requirements into a Methodology comprising a Method Statement, Required
Resources, Risk Register and Programme for the Work Package.
The Method Statement will include identification of Work Package objectives and the
required delivery approach as well as identification of stakeholders, the level of confidentiality
required and any specialist knowledge (contractual or technical) needed. It will also highlight
any possible conflict of interest. The resources required to fulfil the works described in the
Method Statement will be identified and secured by the Framework Director following the
procedures described in section 1.2.
The Methodology will form the first milestone of each Work Package. It will be prepared by
the Jacobs’ Procurement Manager, reviewed by the Framework Manager and issued to you
for approval within 2 weeks of award of contract. No further work will be undertaken until the
Methodology is approved. Major issues such as conflicts of interest together with an
alternative approach to manage them will be discussed with the HA as soon as they are
identified.
Project Deliverables: Once the Methodology has been approved the Procurement Manager
will deploy the resources necessary for undertaking the works and producing the project
7
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
deliverables as identified in the Methodology. The Procurement Manager will ensure that all
the facilities required for efficient completion of the Work Package such as meeting rooms,
tele and video conferencing, business collaboration systems etc, are available for Jacobs
and HA staff as necessary.
All our deliverables will go through our Check, Review, Approve and Verify (CRAV) process
to ensure that our quality procedures are maintained and our quality promises are met. The
verification part of CRAV process will be undertaken by an independent senior member of
Jacobs staff, who will ensure that the deliverables meet the HA’s brief and that all work
undertaken is aligned with your requirements. For smaller work packages with limited
budget, we would review our checking procedures to offer a more streamlined and efficient
process.
Project Control: The progress of the works against time and cost forecasts will be
monitored continuously by the Procurement Manager. Our Procurement Manager will be in
regular contact with the HA’s Project Manager to provide an accurate update on the progress
of the work. The Framework Manager will ensure the work is delivered in accordance with
our ISO accredited Quality Management system and procedures through regular discussions
with the Procurement Manager. For Work packages with longer duration there will be
monthly Operational Project Reviews (OPRs) which will be attended by the key members of
the Procurement team.
We manage and control all changes in accordance with our Design Change Control
procedure. The purpose of change control and management is to control changes so that the
Client’s brief is met, or is amended with their approval and that changes are properly
incorporated in the Work Package. Notification of all changes would be submitted to your
Project Manager via means of a Project Change Notice, describing the change and providing
a reason for making the change (including the consequences of doing nothing). The changes
are also verified in terms of knock on effects on other disciplines and ensuring that the
overall impact on scope is understood and controlled. Change control is a mandatory
requirement of our business process and is vital in delivering a ‘no surprises’, right first time
solution.
Continuous Improvement: In addition to monitoring and improving our performance
through KPIs and Client Satisfaction Surveys, (refer to Section A1.1), we will continuously
review our CRAV procedures to reflect the nature and the size of the Work Package. Any
new lessons learnt will also be incorporated into our procedures and will be communicated to
the team including the client. Any feedback from you will be incorporated into our approach
and this will be communicated to the team including the HA.
Our Lean best practices also encourage innovative approaches hence improving our
efficiency in achieving your objectives.
8
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
A2
SERVICE
A2.1 Management of External Relationships
Understanding of Objectives
Your objectives for management of external relationships are:
 To ensure that all external parties are identified and clear lines of communication are
established.
 To organise a clear and concise communication strategy between all parties.
 To make sure that a stakeholder management strategy is implemented.
 To work efficiently with all parties involved to ensure high quality deliverables and timely
completion of Work Packages.
Tailored Approach
The flow chart above details our process, which will be tailored specifically to this
Framework, as set out below, to ensure communication with all external parties in a clear,
efficient and concise manner. The process will also enable us to implement an efficient
stakeholder management strategy.
Initiation: At the outset of our project, in addition to undertaking a Framework Expectation
Survey (as discussed in Section A1.1), we will review the lessons learnt, ideas logs and
process maps contained within the Knowledge Pool on our company intranet to assist with
implementing efficient communication plans and identifying any risks associated with the
work packages.
Our approach to Quality Management and achieving key objectives will be outlined in the
Framework Project Execution Plan (PEP) and Work Packages Method Statements as
detailed in Section A1.1.
Our Procurement Managers will discuss the individual Work Packages with their HA
counterpart and ascertain the parties involved and the level of services required. Key players
within each party including the HA, stakeholders and third parties will be identified and a
Communication Plan will be developed, which will ensure efficient communication and reflect
any confidentiality issues. This plan will form part of the Method Statement for the Work
Package and will be communicated to all parties involved.
HA Relationship: We understand that successful completion of the work packages is highly
dependent on the relationship that is formed between Jacobs and HA staff. The Expectation
Survey that was discussed above will form the foundation of our approach to the provision of
our services for this Framework. This approach will be modified for each work package to
reflect its specific requirements and the preferred approach of individual HA Project
Managers. We will provide all required facilities to enable regular discussions between our
Procurement Manager and your staff and ensure that we keep HA fully informed on progress
of the works, possible issues and potential risks. Our team will promote a culture of
9
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
teamwork to provide confidence that we represent the Highways Agency in a professional
and consistent manner.
Stakeholder Relationship: We understand that engaging stakeholders early on in the life of
the Work Package and developing clear lines of communication will be key to reducing the
risk of delays whilst assisting with the quality of the end products, their accuracy and the
timely supply of relevant information. Our Procurement Manager will agree a list of all key
stakeholders influencing the Work Package with the HA at the start of the work. We will
organise a procurement interactive planning session enabling us to identify and priorotise
aims and objectives together with risks and opportunities, . We will also obtain agreement
and understandings from all the stakeholders. We will then prepare a Procurement Options
Report setting out stakeholders objections and how we will communicate development of the
preferred options. In addition, We will prepare a Stakeholder Management Strategy setting
out how we will communicate with each stakeholder, to best meet their requirements whilst
ensuring the Work Package remains on course.
Third Parties Relationship: As for stakeholders, we will identify third parties involved at the
start of the project and our Procurement Manager will agree and develop a strategy for
engaging them effectively. This will minimise the risk of delay as well as ensuring that all
queries will be dealt with in a timely, clear and concise manner. The third parties
communication strategy will form part of the Communication Plan discussed above. As with
Stakeholders, the third parties’ strategy will be continuously reviewed and developed to
improve the efficiency of our approach and to reflect the requirement of the work package.
Continuous Improvement: In addition to monitoring and improving our performance
through KPIs, lessons learnt and our Lean approach, we will be undertaking Client
Satisfaction Surveys and discussing our performance with you. Our findings will be
communicated to our team members. Improvement actions will be put in place to improve
our services and to help achieve the successful delivery of the Work Package and overall
Framework.
We will be taking a proactive approach to ensure that the Stakeholder Management Strategy
is implemented and continuously reviewed and the Communication Plan updated so that
they incorporate any lessons learnt and reflect your feedback and the requirements of the
Work Package at a specific time.
A2.2 Management of Internal Relationships
Understanding of Objectives
Your objectives for management of internal relationships include:
 To understand the scope of the work and to have a management plan that clearly defines
the responsibilities of the individual members.
10
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
 To have a communication plan to ensure clear and concise communication between team
members as well as ensuring they are informed in a timely manner of all Framework and
Work Package developments.
 To have a clear succession plan that identifies individuals who can replace key players.
 To ensure that the continuity of our services is not disrupted due to key players leaving,
going on long term absence or having other demands on their time.
Tailored Approach
The flow chart above details our process, which will be tailored specifically to this
Framework, as set out below, to ensure that we successfully manage our internal
relationships
Define Scope: Following the acceptance our proposal, our Framework Manager will discuss
and confirm with you the scope of work and your expectations.
Our Procurement Managers will also review the lessons learnt, ideas logs and process maps
contained within the Knowledge Pool on our company intranet to assist them with planning
for the Work Package and identification of any risks associated with the package.
Internal Relationships including key players will be generally defined by the Framework
Project Execution Plan (PEP) and Work Package Method Statements. The PEP will be an
overarching document covering our approach to the Framework and will identify the key
players including Framework Manager and the Procurement Manager. It will also outline their
responsibilities together with the lines and methods of communication.
The Work Package Method Statement will be a document tailored to each individual Work
Package and will operate under the umbrella of the Framework PEP. It will be prepared
following our Procurement Manager’s meeting with you and once the scope of the work is
ascertained. This document will further identify the individual staff to be involved with the
work package and their responsibilities. It will also include a Communication Plan which will
be an essential part of managing the internal relationships efficiently.
Individuals will be allocated to the tasks in hand based on their experience, qualifications,
ability and availability. The probable duration of the Work Package together with demand on
the time of team members from other projects will be taken into account when allocating
resources to individual work packages. This will ensure efficient running of the Work
Packages as well as assisting with maintaining uninterrupted service provision and
minimising the risk of delay.
We will undertake risk assessments for the overall Framework and individual work packages.
The risk assessment will identify strategic, commercial and operational risks. Succession
planning will be assessed as part of the operational risk. Mitigation measures will be put in
place to ensure continuous provision of services in case of key players leaving or taking
prolonged absence. Mitigations will include identifying the right resource within the project
team ensuring that they are up to date with the Work Package development. It will also
include provision of adequate training and continuous development of individuals.
As part of Jacobs’ approach to any project we undertake OPRs, which will be carried out by
the Framework Manager on a monthly basis. Key players including Procurement Manager
will attend these reviews. The reviews will be essentially at Framework level with individual
Work Package progress also being discussed. Resources and required training are also
assessed at OPRs and any potential loss of key players or their possible future long term
absence will be discussed and replacements will be considered at an early stage.
Supply Chain Relationship: In case of a request by the HA or a need by the Work Package
to use experts outside Jacobs, we appoint companies that meet stringent criteria for inclusion
11
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
on our supplier database and manage them through effective engagement rather than markup. Our assessment process has been developed to minimise the risk of employing a
company that may potentially be a ‘weak link’ in the project team. The key to this process is
the assessment of supplier responses to pre-qualification questionnaires that cover a variety
of issues including their financial stability, available resources, quality systems, safety,
environmental and sustainability policies and cultural compatibility and include verification
from any previous working relationship with the supplier.
Continuous Improvement: In addition to monitoring and improving our performance
through KPIs, lessons learnt, our Lean approach and Client Satisfaction Surveys we will be
continuously reviewing and improving our internal communication plan.
We will also review available resources and provide training to our staff to ensure that they
are up to date with the recent industry development as well ensuring a viable succession
plan.
Our regular monthly OPRs are also a source of continuous improvement as they act as a tool
to review and analyse our progress with the Framework Manager and identify any actions
that will be needed in order to achieve your brief and expectations.
We also continually review our supply chain and will improve the capability pool based on
your requirements.
A2.3 Health, Welfare and Development of Staff
Understanding of Objectives
Your objectives for health, welfare and development of staff include:
 Provision of procurement staff who have the relevant qualifications and experience and
who maintain current knowledge in their fields through continuous training.
 Excellent management of health, safety and welfare of Jacobs’ staff in all environments.
 Knowledge sharing with the Highways Agency to drive best practice and continuous
improvement.
Tailored Approach
The flow chart above details our process to deliver success and manage risks associated
with staff health, welfare and development. This process will be tailored specifically to this
Framework as set out below.
Lessons Learnt: At the outset of a Work Package our Procurement Manager will review the
lessons learnt, ideas logs and process maps contained within the Knowledge Pool on our
company intranet to see where we can improve the Health, Safety and Welfare of our staff or
provide training opportunities. The knowledge pool is a key driver of Continuous
12
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Improvement within Jacobs and throughout the Framework we will generate ideas to add to
the pool to facilitate the success of future commissions.
Our approach to Quality Management and achieving key objectives will be outlined in the
Framework Project Execution Plan (PEP) and Work Packages Method Statements as
discussed in Section A1.1.
Training and Development: We use our interactive Talent Management System to review
our staff’s performance, set targets for their development and identify training needs. On this
Framework we will use the Talent Management System to keep our employees up to date
with new developments in their areas of expertise and with health and safety requirements.
We will provide ongoing support and mentoring to ensure each of our staff members
performs to their full potential enabling us to deliver continuous improvement of our services.
We offer a range of training programmes aimed at all levels of staff, including the Graduate,
Technician and Management Development programmes and encourage our staff to pursue
professional accreditation. We provide opportunities for Continuous Professional
Development (CPD) including in-house training and talks.
We will use Jacobs’ tools and processes to maintain Project Succession Plans, ensuring
continuity of skills, knowledge and delivery whilst minimising the risk of disruption to the
contract.
Welfare: We conduct a bi-annual, company wide “people metrics” survey where all
employees have the opportunity to provide confidential feedback on their working
environment, the style of their managers and development opportunities. General themes for
improvement are extracted from the completed surveys and the results given to the
Continuous Improvement Group CIG, to review and identify how improvements can be
implemented.
Our commitment to improve the health, safety and welfare of our staff will continue to be our
highest priority using our safety based cultural change programme “Beyond Zero”. We will
challenge all team members and suppliers to provide ideas for Beyond Zero initiatives.
These ideas will be reviewed by our (CIG) on a monthly basis and where possible
implemented across the contract and wider business.
Health and Safety: In order to achieve our aim of zero incidents, we provide mandatory
health and safety training to all our staff including our in-house, 4-hour mandatory Incident
and Injury Free course. This provides information, instruction and training in our Safety
Philosophies and Systems and teaches staff how they can fulfil their safety responsibilities
within our organisation, when on site and within the office. As part of our aim to transfer
knowledge to external parties, we offer this training as well as a 2 day session freely to both
our clients, including Highways Agency, and suppliers.
We will prepare a Health, Safety and Environment (HSE) Plan for this Framework setting out
a clear assessment of HSE issues and any risks to our employees or third parties as
required by our HSE policy. HSE plans are also in place for each of our offices. We actively
encourage our employees to report any safety observations (SOR) and incidents. The SORs
and incident reports are reviewed at senior management level. The findings of the
assessment are communicated to all employees and any improvement actions are
implemented.
Continuous Improvement: In addition to monitoring and improving our performance
through KPIs, lessons learnt, our Lean approach and Client Satisfaction Surveys (as outlined
in Section A1.1), we believe the key measure of continuous improvement for this indicator
will be the development of our staff over the course of the Framework. As described above
we are committed to hiring, training and retaining the best staff whose skills and experience
will drive our mutual success.
13
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
A3
RIGHT FIRST TIME
A3.1 Avoiding Defective Work
Understanding of Objectives
We understand the importance of delivering error free work and your objectives of avoiding
defective works include:
 To eliminate rework and improve efficiency of production.
 To ensure deliverables meet the agreed quality and standards.
 To understand Highways Agency processes and requirements In order to provide services
that fit the Agency’s processes
 To produce works that meets the expectations of key stakeholders.
Tailored Approach
The flow chart above details our process, which will be tailored specifically to this
Framework, as set out below, to ensure that we deliver error free works.
Define Scope: At the outset of the work package, our Framework Manager will discuss with
you the required level of services and any specific requirements of the Work Package. This
will allow us to tailor our approach so it will fit in with your processes and will ensure that
documents produced will reflect the format that you require. At this stage, we will also
ascertain and discuss with you the relevant stakeholders and key players.
Our Procurement Manager will review the lessons learnt, ideas logs and process maps
contained within the Knowledge Pool on our company intranet to assist them with
implementing efficient approach to undertaking the required tasks and assessing the risks
associated with each individual Work Package.
In order to achieve a consistent approach to the Framework an overarching Project
Execution Plan (PEP) will be developed, which will address the requirements of the
Framework.
Following the discussion with the HA’s Project Manager, a tailored Method Statement
addressing specific requirements of each work package will be produced. The Method
Statement will identify the most efficient way of engaging stakeholders. The procedures
outlined in the method statement will be carefully considered to reflect the size of the Work
Package as well as the required time scale.
Resources: Following our initial discussion with you and based on the brief and our
experience of previous similar tasks, our Procurement Manager will identify resources to
ensure provision of expertise required as well as timely completion of the deliverables within
the required budget. The resources identified will include those for our checking and approval
process to ensure that error free and well considered documents are produced for the work
packages.
14
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Input Statements: For work packages involving specialist teams, Technical Specialists will
prepare Input Statements for their specific activities in-line with the requirements of PEP and
the Method Statement. All Input Statements will be reviewed and approved by the
Procurement Manager. The input statement will include items such as approach to the
required services, identification of stakeholders, resources required and timescale.
CRAV Procedure: Under our general procedures no deliverables will be issued to you
without having first proceeded through our CRAV (Check, Review, Approve and Verify)
procedure in accordance with our ISO 9001 certified Quality Management System.
Checking - Detailed line by line checking followed by agreement with the originator on the
corrections required.
Reviewing - High level review by experienced professional looking for overall adequacy of
product to maximise value to you.
Approving - Consideration will be given by the Procurement Manager of the overall situation
and how that may impact on the deliverable.
Verification - Check against Work Package objectives to ensure it matches agreed objectives
in PEP.
However, we understand that the size and nature of the project could dictate the level of
checking procedures that would need to be implemented. For smaller work packages with
limited budget, we would review our checking procedures to offer a more streamlined and
efficient process. Also, for those work packages requiring high level of confidentiality, we will
implement checking procedures that will suit the requirement for limited access to the
documents and materials. Those involved with handling of confidential materials will also
sign an undertaking not to divulge any information to any other parties except for those that
are identified by you.
Continuous Improvement: In addition to monitoring and improving our performance
through KPIs, lessons learnt, our Lean approach and Client Satisfaction Surveys (as outlined
in Section A1.1), we will review Quality Management procedures continuously to ensure that
they would be executed efficiently without hindering the progress of the works or resulting in
excessive cost.
As part of Jacobs’ procedures, our internal audit division will also be undertaking random
checks, which might result in Project Improvement Notices being raised.
The Framework Manager and Procurement Manager will investigate the cause of any
defective work and would modify the procedures to improve and avoid future errors. We will
also adjust our approach based on the feedback that we receive from you.
15
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
A3.2 Correcting Defective Work
Understanding of Objectives
Your objectives for Correcting Defective Work are:
 To allocate the right resources from the outset of the work to ensure on time delivery as
well as achieving the required quality of work.
 To ensure that a system is in place so that all works are reviewed and any errors removed
prior to submission of the documents.
 To have a management team who will deal with any concerns and implement corrective
actions immediately.
 To have a continuous improvement system in place to capture any quality failures or
defective work, analysing the cause and implementing new measures to eliminate errors
and improve our quality of work.
Tailored Approach
The flow chart above details our process, which will be tailored specifically to this
Framework, as set out below, to ensure that we deliver high quality work and respond rapidly
to any deviation from the high standards we set ourselves and that you expect.
Define Scope: At the outset of the work package, our Framework Manager will discuss with
you the required level of services and ascertain the scope of the works. This will ensure that
quality of services provided will be to your required standard. He will also discuss with you a
proposed communication plan, which will include procedures for raising concerns and
dealing with them.
Our Procurement Manager will review the lessons learnt, ideas logs and process maps
contained within the Knowledge Pool on our company intranet to assist us with
understanding the nature and causes of any clients’ concern in previous projects. To
minimise the risk of providing below expectation services our Procurement Manager will
incorporate lessons learnt from previous projects into procedures for individual work
packages.
In order to achieve a consistent approach to the framework an overarching Project Execution
Plan (PEP) will be developed, which will address the requirements of the framework. At the
heart of the PEP there will be procedures to ensure that the required quality of services is
maintained through the life of the Framework.
Following the discussion with the HA’s Project Manager, a tailored Method Statement
addressing specific requirements of each work package will be produced. The procedures
16
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
outlined in this method statement will include provisions to ensure any initial concerns by the
HA’s Project Manager are addressed and incorporated into our approach to the works.
Resources: Our policy of allocating the right resources to individual work packages, based
on our understanding of the scope of the work, will help us to ensure high quality of
deliverables and avoid poor performance. Adequate resources will also be allocated to
check and review the deliverables prior to issuing them to HA in order to maintain error free
services. The resources are continuously reviewed in order to ensure that they have the right
qualifications and training. It will also help us with assessing the risks to the quality of
deliverable and our agreed programme and hence allow us to implement corrective actions if
required.
CRAV Procedure: Under our general procedures no deliverables will be issued to you
without having first passed through our CRAV (Check, Review, Approve and Verify)
procedure in accordance with our ISO 9001 certified Quality Management System (QMS).
These procedures will continuously be reviewed for individual work packages to reflect their
nature and size as well as any continuous improvements that will be required to minimise
risks of errors.
Client’s Concerns: Under our QMS all our client’s concerns need to be recorded. The
Procurement Manager will discuss your concerns with you and propose measures to address
them. These concerns will also be visible to the Framework Manager, who will review the
proposal and if considered necessary will propose further improvements and/or escalate to
our Senior Management.
As part of our procedures, we also undertake Client Satisfaction Surveys. These surveys are
carried out by a Jacobs Director, who will be independent of the Work Package, at frequent
intervals throughout the commission. The findings of the survey are communicated to the
team and any concerns raised will be dealt with through Project Improvement Notices (PIN).
Client Survey scores are one of our key performance measures and are scrutinised at the
highest management levels within Jacobs.
Continuous Improvement: Our approach to continuous improvement for this indicator will
be similar to Section 3.2. It will be a combination of seeking continuous feedback, reviewing
our KPIs, implementing Lean best practice, Client Satisfaction Surveys and implementing
lessons learnt.
A4
COST
A4.1 Cost Control
Understanding of Objectives
Your objectives for cost control include:
 Delivering to agreed budget
17
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
 Delivering Work Packages in line with the quotation information within this submission
 Delivering cost savings and efficiencies, for example through Lean working practises.
Tailored Approach
The flow chart above details our process, which will be tailored specifically to this
Framework, as set out below to deliver success and manage risks associated with cost
control.
Define Scope: Following the acceptance of our proposal, our Framework Manager will
discuss with you the Work Package. The discussion will confirm your needs and
expectations for the Work Package and the options for delivery to ensure we fully understand
the Work Package scope, your requirements and the timeframe for delivery.
Our Procurement Manager will review the lessons learnt, ideas logs and process maps
contained within the Knowledge Pool on our company intranet to assist with the planning of
the Work Package and early identification of risks to its delivery.
Estimating and Forecasting: Following the definition of the scope our Procurement
Manager will develop the scheme requirements into a Programme taking account of your
needs and timescales, our Knowledge Pool and (where necessary) our Specialist’s expert
input. This will be a fully resourced programme so as to minimise the risks of cost overrun
and late delivery. This will then be used to form the cost estimate and spend profile for the
Work Package. The Framework Manager will review the estimate to ensure its robustness
and secure the resources necessary to meet the Work Package needs.
The Procurement Manager will also prepare the Risk Register with the help of specialist input
where necessary. This will record any significant risks to the delivery of the Work Package
against the agreed cost and proposed mitigation measures.
Delivery: Following approval of the Methodology, including the Programme and Risk
Register, work will commence. Where appropriate a Risk Workshop will be undertaken with
the Jacobs team, yourselves and any other stakeholders to further identify and mitigate risks
to Work Package programme and delivery.
The Procurement Manager will be responsible for delivering the works to the budget and for
updating the Programme and the Risk Register on a regular basis. The frequency of the
updates will be dependent on the timeframe and progress of the Work Packages. The
Procurement Manager will fully brief all members of the team on their required inputs and
timeframes for delivery.
Monitoring and Control: The Procurement Manager will monitor actual costs against
forecast on a weekly basis and will report progress to your Project Manager on a regular
basis. The frequency of this reporting will be agreed with your Project Manager for individual
Work Packages. For smaller Work Packages we will use excel based tools for reporting
purposes. For larger ones that require multiple inputs we will consider the use of specialist
reporting techniques such as Earned Value Analysis (EVA) to monitor progress against
budget and programme. Where appropriate for use, Procurement Manager will be supported
by Project Controllers in the application of EVA. Where progress deviates from plan the
Procurement Manager will report this to the Framework Manager who will investigate and
take corrective action, including the use of additional resources where necessary.
We recognise that requirements and objectives may change throughout the course of a Work
Package, and we therefore have a robust system to capture change. The identification of
change will be achieved by open and frequent dialogue between our Procurement Manager
and your Project Manager. Our Procurement Manager will speak to your Project Manager as
a minimum weekly, and we will include ‘Change’ as an item on Progress Meeting agendas.
18
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Change will be formally captured on a change register which will record the change and
identify effects on programme and budget. Confirmation of the change and its impact will
require your formal approval. We will then communicate the change register to all members
of the team via team briefings. In order to save on time and cost, we will endeavour to use
tele or videoconferencing as much as possible.
Continuous Improvement: We will continually improve our performance through review of
our KPIs, lessons learnt and feedbacks as outlined in Section 1.1.
At Jacobs we use Lean best practices to continually improve performance on our projects.
We are supporting the Highways Agency initiative to drive Lean Principles throughout your
working practices. We invest in training and development of highways sector Lean
Practitioners to help our teams to improve how we control time and reduce waste. Other
benefits we will achieve through Lean are:


Improving time efficiency
Eliminating defective work


Improving cost efficiency
Improving cost reliability
At a task level all of our operational staff have been briefed in the potential benefits of Lean
and for this Framework they will identify and report possible opportunities for Lean
Interventions throughout their day-to- day working. Lean ideas will be captured and reviewed
by our Continuous Improvement Group (CIG). If the CIG consider an idea has merit they will
instigate the project and provide appropriate resources to ensure the project can succeed.
Positive results will be shared with the wider Jacobs Community via our Knowledge Pool and
with yourselves through your Project Manager.
A5
TIME
A5.1 Time Control
Understanding of Objectives
Your objectives for time control include:
 Delivering when we say we will, recognising that the HA has a Statutory requirement to
respond to certain matters.
 Delivering key project milestones on time, recognising the wider impact late delivery may
have on Statutory Procedures
 Maintaining an agreed programme for the works which is monitored and regularly
updated.
Tailored Approach
The flow chart above details our process, which has been tailored specifically to this
Framework, as set out below to deliver success and manage risks associated with time
control.
19
Dispute Resolution, Insurance and Procurement Framework 2011
Lot 3 – Quality Statement Part A
Define Scope: Following the acceptance of our proposal, our Framework Manager will
discuss with you the Work Package. The discussion will confirm your needs and
expectations for the Work Package and the options for delivery to ensure we fully understand
the Work Package scope, your requirements and the timeframe for delivery.
Our Procurement Manager will review the lessons learnt, ideas logs and process maps
contained within the Knowledge Pool on our company intranet to assist with the planning of
the Work Package and early identification of risks to its delivery.
Forecasting: Following the definition of the scope our Procurement Manager will develop
the scheme requirements into a Programme taking account of your needs and timescales,
our Knowledge Pool and (where necessary) our Specialist’s expert input. This will be a fully
resourced programme so as to minimise the risks of cost overrun and late delivery. The
Framework Manager will then secure the resources necessary to meet the programme
needs.
The Procurement Manager will also prepare the Risk Register with the help of specialist input
where necessary. This will record any significant risks to the delivery of the Work Package
against the baseline programme and proposed mitigation measures.
Delivery: Following approval of the Methodology, including the Programme and Risk
Register work will commence. Where appropriate a Risk Workshop will be undertaken with
the Jacobs team, yourselves and any other stakeholders to further identify and mitigate risks
to Work Package programme and delivery.
The Procurement Manager will be responsible for delivering the works to the agreed
programme and for updating the Programme and the Risk Register on a monthly basis. He
will fully brief all members of the team on their required inputs and timeframes for delivery.
Monitoring and Control: The Procurement Manager will monitor delivery against the agreed
programme on a weekly basis and will report progress to your Project Manager on regular
basis. The frequency of this reporting will be agreed with your Project Manager for individual
Work Packages. For smaller Work Packages we will use MS Project and excel based tools
for reporting purposes. For larger ones that require multiple inputs we will consider the use of
specialist reporting techniques such as Earned Value Analysis (EVA) to monitor progress
against budget and programme. Where appropriate for use, Procurement Managers will be
supported by Project Controllers in the application of EVA. Where progress deviates from
plan the Procurement Manager will report this to the Framework Manager who will
investigate and take corrective action, including the use of additional resources where
necessary.
We recognise that requirements and objectives may change throughout the course of a Work
Package, and we therefore have a robust system to capture change. The identification of
change will be achieved by open and frequent dialogue between our Procurement Manager
and your Project Manager. Our Procurement Manager will speak to your Project Manager as
a minimum weekly, and we will include ‘Change’ as an item on Progress Meeting agendas.
Change will be formally captured on a change register which will record the change and
identify effects on programme and budget. Confirmation of the change and its impact will
require your formal approval. We will then communicate the change register to all members
of the team via team briefings. In order to save on time and cost, we will endeavour to use
tele or video Conferencing as much as possible.
Continuous Improvement: For our approach to continuous improvement for this indicator
please refer to section A4.1.
20