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PROGRAMME HIGHLIGHTS

* Understand the evolution of PPPs in the defence sector in the UK – assess success and value for money, learn about new developments, discover the future of partnering in the MoD

* Review the latest legislation from the European Defence Agency and hear about the creation of a more common European Defence Equipment Market

* Benefit from key case studies: Colchester Garrison PFI – lessons learnt; Project MoDEL – delivering major estate projects and the use of Prime Plus Contracting

* Raise your awareness of key financing issues – risk, funding competitions, what is the market’s capacity?

* Gain knowledge on developing and future PPP in defence markets such as France and Germany

BENEFIT FROM PRESENTATIONS BY LEADING EXPERTS INCLUDING:

Ulf Hammarström, Director of Industry and Market, European Defence Agency

Tim Banfield, Director, Defence Acquisition Studies, National Audit Office

Paul Martin, Assistant Director, Partnering Support Group, Ministry of Defence, UK

Richard Nelson, IPT Leader, Project MoDEL, Defence Estates, Ministry of Defence, UK

Ian Dex, Project Manager, DPA, Ministry of Defence, UK

Rt. Hon. Bruce George MP, Member of Parliament for Walsall South (former Chairman of the House of Commons Defence Committee), House of Commons

Alexandre Jevakhoff, Minister’s Economic and Financial Advisor, Ministry of Defence, France

Ed Visser, Project Manager PPP Kromhout Barracks, Ministry of Defence, The Netherlands

Paul Millington, Business Development Director, Paradigm Secure Communications

John Seale MBE, BT Director, DFTS, BT

Hamish Henderson-Begg, Head of PFI and PPP, Babcock International Group

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

Lt Col Edward Waite-Roberts

Lt Col Edward Waite-Roberts, Director (former PPP Advisor, Partnering Support Group, Ministry of Defence, UK), Chandelle

9:10 DRIVING THE SUCCESSFUL DELIVERY OF MAJOR DEFENCE PROJECTS

Tim Banfield

Tim Banfield, Director, Defence Acquisition Studies, National Audit Office

  • The National Audit Office
  • Why we are developing a "gold standard"
  • Effective project control
  • Using the contract to underpin success
  • The future:
  • Studies
  • How you can be involved
  • 9:50 THE EVOLUTION OF PPP IN DEFENCE

    Rt. Hon. Bruce George

    Rt. Hon. Bruce George, Member of Parliament (former Chairman of the House of Commons Defence Committee), House of Commons

  • What has the MoD achieved by going down this route?
  • Parliamentary scrutiny and observation: the role of the Defence and Public Accounts Committees
  • 10:30 Morning Coffee

    11:00 PARTNERING IN THE MoD

    Paul Martin

    Paul Martin, Assistant Director, Partnering Support Group, UK MoD

  • Organisation update
  • Project update
  • Current situation
  • Defence Industrial Strategy
  • 11:40 PANEL DISCUSSION

    12:20 Networking Lunch

    13:50 A COMMON EUROPEAN DEFENCE EQUIPMENT MARKET

    Ulf Hammarström

    Ulf Hammarström, Director of Industry and Market, European Defence Agency

  • New Code of Conduct on Defence Procurement within Art. 296 from 1 July 2006
  • New Code of Best Practice for the Supply Chain from 1 July 2006
  • Further work by EDA on Security on Supply, Security of Information and Offsets towards a more common European Defence Equipment Market
  • 14:30 CASE STUDY - THE NETHERLANDS

    Ed Visser

    Ed Visser, Project Manager PPP Kromhout Barracks, Ministry of Defence, The Netherlands

  • Challenges and opportunities
  • Current defence PPP projects
  • Evaluation and outlook
  • 15:10 PRIVATE SECTOR PERSPECTIVE ON RECENT DEVELOPMENTS IN THE UK PPP DEFENCE MARKET

    Hamish Henderson-Begg

    Hamish Henderson-Begg, Head of PFI and PPP, Babcock International Group

  • What is PPP in the UK defence sector?
  • Ramming a PPP peg into a PFI hole
  • Is there a pipeline?
  • Winner takes all!
  • 15:40 IMPLEMENTING EFFECTIVE SOLUTIONS TO MANAGE THE RELATIONSHIP WITH CONSULTANTS IN DEFENCE PPPs

    Ian Dex

    Ian Dex, Project Manager, DPA, Ministry of Defence, UK

  • Understanding under what circumstances they are most appropriate on projects
  • Determining the selection criteria for consultants
  • Implementing effective solutions to overcome the cultural divide
  • Achieving excellent communication in order to guarantee the very best and timely delivery of results
  • 16:20 CASE STUDY: COLCHESTER GARRISON PFI

  • Background to the PFI Project
  • Design - a successful approach
  • Construction – project controls to deliver cost and programme certainty
  • Phase 1 highlights
  • Key lessons learned
  • Terence Starr

    Terence Starr, Project Manager, Sir Robert McAlpine

    Valerie Evans

    Valerie Evans, Director and Project Manager for Colchester Garrison PFI, Atkins, Design and Engineering Solutions

    17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Registration & Coffee

    9:00 Chairman's Opening Remarks

    Nigel May

    Nigel May, Business Development, Serco Defence & Aerospace Business Development, Serco Defence & Aerospace (formerly part of Whole Fleet Management IPT, Ministry of Defence, UK)

    9:10 PFI - BUILDING IN FLEXIBILITY AND INNOVATION

    Paul Millington

    Paul Millington, Business Development Director, Paradigm Secure Communications

  • Developing flexibility in complex contractual frameworks
  • Encouraging and planning innovation
  • Practical examples in Skynet 5
  • 9:50 THE FIRST TWO PPP PROJECTS IN FRANCE – PROGRESS & LESSONS LEARNT

  • Detailed overview of the core financing issues of these projects
  • Assessing the legal challenges to implement new PPP funding solutions
  • Understanding the steps that will be taken for future projects
  • Alexandre Jevakhoff

    Alexandre Jevakhoff, Minister's Economic and Financial Advisor, Ministry of Defence, France

    Philippe Genoux

    Philippe Genoux, Head of Smart Acquisition, Ministry of Defence, France

    10:30 Morning Coffee

    11:00 PPP AND DEFENCE PROCUREMENT

    Philippe Genoux

    Philippe Genoux, Head of Smart Acquisition, Ministry of Defence, France

  • Where do we stand?
  • Living with the French legal environment for PPP
  • Evaluation phase
  • Consolidation or non–consolidation?
  • Contractualisation phase
  • On-going developments…
  • 11:40 PRIVATE SECTOR PERSPECTIVE ON RECENT DEVELOPMENTS IN THE UK PPP DEFENCE MARKET

    Hamish Henderson-Begg

    Hamish Henderson-Begg, Head of PFI and PPP, Babcock International Group

  • What is PPP in the UK defence sector?
  • Ramming a PPP peg into a PFI hole
  • Is there a pipeline?
  • Winner takes all!
  • 12:20 Networking Lunch

    14:00 PROJECT MoDEL: PRIME PLUS CONTRACTING METHODOLOGY

    Richard Nelson

    Richard Nelson, IPT Leader, Project MoDEL, Defence Estates, Ministry of Defence, UK

  • Developments in the use of Private Finance to deliver major estate projects
  • Prime Plus Contracting (PPC) – MoD’s procurement methodology for achieving the integration of construction of new facilities, the relocation of personnel and the disposal of surplus sites into a single context
  • MoDEL as a case study of PPC:
  • Illustrating the benefits achieved
  • Setting out the range of incentives created in this contracting structure
  • Future developments of PPC
  • 14:40 DELIVERING SUCCESS IN PPP

    John Seale MBE

    John Seale MBE, BT Director, DFTS, BT

  • A brief overview of DFTS
  • The Core Governance underpinning success
  • Working with partners
  • 15:20 "WHO WANTS TO BE A CONTRACT MANAGER?"

  • What are available financing instruments and the pros and cons?
  • What risks are banks prepared to take?
  • Does a funding competition add more benefits or costs?
  • What is the market’s capacity? (are defence PPPs competing with other PPPs?)
  • Mike Robinson

    Mike Robinson, Director, Berkshire Consultancy Limited

    Allen Knight

    Allen Knight, Director, Berkshire Consultancy Limited

    16:00 Chairman’s Closing Remarks followed by Afternoon Tea

    +

    Workshops

    Managing Supplier Relationships
    Workshop

    Managing Supplier Relationships

    The Hatton, at etc. venues
    20th September 2006
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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