Hover your cursor over the text Permanent , and select the gray paint can icon that pops up. Under More icons , select the man icon. You should now see those icons on your map. Hover your cursor over the text Temporary , and select the gray paint can icon that pops up.
Under More icons , select the walking man icon. You should now see those icons on your map:. Tip: You can create and add your own icons to the map. Learn more in the Help Center. Select a thumbnail to change the base map style. For this example, select the thumbnail in the bottom left for Light Landmass. You can easily make changes to your map data at any point in the map-making process. You may want to do this if you notice a typo or want to add extra information to your info windows.
Alternately, you can make changes to your data from within the data table view. In the Shark Spotter Beaches layer, click the layer menu pulldown, indicated by three dots. Select Open data table , and the data table view will appear:.
The table and infowindows for your map locations are synchronized, so any changes you make will be reflected in both places. You can also add rows to your table if you want to display additional information, or delete an existing row.
Tip: If you change the content within a location column, it will automatically attempt to correct the location according to your changes on the map. The label of your feature will be taken from a column in your data that you specify. Now you should see the points in your Shark Spotter Beaches data labeled with its corresponding Beach Name:.
You have many options when you want to share your map with others. All maps are private by default — only you as the creator of the map can view or edit it. Click the Share button in the map menu. Tip: Sharing your map with a person who has a non-Google account?
You can select whether the people you invite can edit the map or just view it. Tip: You can quickly add multiple collaborators to your map by sharing your map with a Google Group. First, make sure your map is Public on the web. Go back to your map and select the map menu pulldown, indicated by three dots next to the Share button.
Select Embed on my site. Copy the HTML and paste it into the source code of your website. Note that you can customize the height and width of your map. Tip: You can set a default view for the map. This gives you extra control over what portion of the map will be on display when a viewer first visits your map. To support this approach policymakers, project sponsors and asset owners need to define clearly the required strategic outcomes, translate those outcomes into long term delivery strategies; balancing the impact of creating additional new built assets with the potential to maintain, renew or enhance existing ones, and measure the performance of the networks during construction and in operation to help inform future decision making.
The UN Sustainable Development Goals provide a basis upon which societal outcomes can be identified which address the real world problems of people and nature, providing an explicit rationale for the policies we set and the interventions that we may decide to make.
Drawing the direct line between those goals and the delivery of projects and programmes on the ground requires us to collaborate digitally, to overcome cultural barriers, and to adopt more enduring delivery models and different ways of thinking about value and reward.
Central to our success is using the advances in technology that are now available to drive improved productivity and efficiency across the board, not only in the way in which assets are designed, built and operated but also to ensure that the goals of net zero and environmental gain can be effectively addressed. It is anchored in government policy, supporting the work that has culminated in the 25 Year Environmental Plan, [footnote 3] National Infrastructure Strategy, and Plan for Growth.
The principles that we set out in TIP remain valid and have driven positive changes in delivery performance, including:. Driving modern methods of construction. Highlights include:. This was delivered, with departments achieving improvements in efficiency and capability. It will end what is seen as an artificial separation between infrastructure and construction and articulate a consistent shared vision for the future of the built environment, including the role that the government plays through its construction projects.
The Construction Playbook will transform how the government assesses, procures and manages public works projects and programmes. It mandates 14 policies that, taken together, support: setting clear outcome-based specifications, developing new commercial models with industry, driving innovation and Modern Methods of Construction and increasing the end-to-end speed of delivery. Implementation of the Playbook is essential to enabling a more efficient and innovative industry, and to driving important improvements in client capability.
It will create an environment where building and workplace safety is improved, significant progress is made towards our net zero by commitment and social value is maximised. This will be a key focus for the IPA and government over the coming years and central to achieving the vision set out in the TIP Roadmap.
Industry and the public sector have started to use Building Information Modelling more consistently in the delivery of infrastructure and are beginning to incorporate more categories of data, such as time and cost, into our information models. However, there are technical capabilities that are not yet being asked for or applied on government projects.
Technology infrastructure and capabilities, from 5G networks to Artificial Intelligence, can increasingly support far greater use of digital solutions such as sensor, monitoring and wireless technologies, robotics and augmented reality in the delivery and operation of our built environment.
Effective and more productive delivery and operations will require us to improve and accelerate our adoption of available technologies. The Roadmap to does this by bringing together diverse expertise to articulate a vision for and the changes required to achieve it. Drawing on best practice in futures thinking, the IPA has started to explore the trends and drivers that could shape infrastructure and major project delivery in the UK over the coming decades, and brought these back to A critical driver of infrastructure performance during this period will be climate impacts and the need for adaptive capacity to be embedded in our infrastructure networks and systems.
We must also work to align infrastructure and housing delivery if we are to create beautiful and sustainable communities for the long term. The challenge is to use this foresight to make decisions and plans that build resilience and flexibility, and where possible, allow us to shape and adapt to the dynamic external environment.
Uncertainty is a key feature of our operating environment, and our strategies, policies, frameworks and interventions must recognise that.
The IPA will lead the implementation of TIP as a cross-government change programme, in partnership with departments, industry and academia, iterating our approach as we go and championing adaptive policy making and delivery across government.
This will complement cross-government efforts to improve infrastructure delivery led by HM Treasury via Project Speed. To bring the vision to life and ensure it lands in practice and not just on paper, we have chosen five focus areas which illustrate the most significant opportunities and required transformations for how we intervene in the built environment.
The focus areas are interconnected and aligned to the built environment model. By clicking on the links in the paragraph below you can see how connections work.
Outcomes: The starting point for all of our interventions in the built environment should be defining and incorporating strategic outcomes that address a range of societal challenges — from changing patterns of use to the need for adaptation and resilience, particularly within the context of climate change into longer term collaborative delivery models in which industry partners are incentivised to deliver them.
Focus area 1: Delivering new economic infrastructure to drive improved outcomes for people and nature. Place-based decisions: Strategic outcomes should be rooted in an understanding of local context and enabled by data and decision making structures that enable and support interventions that are joined-up across departmental, national, regional, and local silos.
Focus area 2: Place-based regeneration and delivery. Platform approaches to construction: Through platform approaches the government will generate greater societal outcomes from its pipeline, by enabling a disaggregated manufacturing industry that addresses aggregated demand, and creates stable and inclusive employment in appropriate place based contexts. Focus area 3: Addressing the need for social infrastructure using a platform approach. Retrofitting existing assets: Through public sector leadership and public-private collaboration and risk sharing, the government will support the creation of a self-sustaining retrofit market with the means to adapt our buildings to address sustainability and climate change requirements, create green jobs through improvements in circular economy approaches, and respond to varying regional needs.
Optimisation: Given finite resources, adding to the built environment cannot be our primary means of improving the outcomes we derive from it. Trusted information that allows cross-sector insight into a dynamic system must underpin the rationale for interventions that we make into our existing built environment. The effectiveness of the interventions in achieving the desired strategic outcomes must be monitored, with the relevant stakeholders incentivised to adapt the approach to achieve the optimum outcomes.
Focus area 5: Optimising the performance of our existing built environment. Each of these focus areas is a major transformation in its own right, however all five of them require common themes to be addressed to enable the TIP vision to be realised. These common themes will be addressed through collective effort, and are set out in the form of a single Action Plan , describing who will do what and by when.
The TIP Action Plan sets out measures and actions that will be required over the course of the next decade. We have organised the actions under 5 cross-cutting themes, delivery of which will involve public and private sector organisations across the industry, operating locally and nationally. Details of the action plan are set out here and key elements are summarised in the table below. The TIP: Roadmap to sets out a ten year Action Plan, but we are conscious that uncertainty will remain a feature of the operating environment and we will therefore need to be able to flex, adapt and respond.
We must not rush to short term solutions, but build the frameworks, tools and expertise that will together create an environment in which transformation is possible. Delivering the Roadmap will entail major and systemic change across the project and asset lifecycle, and this cannot be done without addressing behaviours and cultures.
Our challenge is to combine shorter term interventions to improve delivery performance now, with the longer term system change required. The country has a significant pipeline of infrastructure investment to deliver, and a huge opportunity to drive better productivity, efficiency and ultimately outcomes for citizens. We will need to bring all available technologies, capability and capacity to bear if we are to succeed.
For the IPA, success by the mid-point of the decade will mean progress across all of the Focus Areas and:. The starting point for all of our interventions in the built environment should be defining and incorporating strategic outcomes that address a range of societal challenges — from changing patterns of use to the need for adaptation and climate resilience into longer term collaborative delivery models in which industry partners are incentivised to deliver them.
Too often when investing in new infrastructure, completion of the project is perceived as an end in itself. The built environment is seen as a series of unconnected construction projects, divorced from the wider system and their explicit purpose to deliver services that improve the lives of people and the natural environment in which we all live.
Relationships with industry are often based on a narrow scope with predefined outputs rather than giving them the opportunity to offer more effective and innovative solutions. It also prevents us from learning from innovations successfully adopted on other projects, thus missing opportunities to improve project delivery.
Government will need to explore ways to give industry the opportunity to offer more effective and innovative solutions and to incentivise the delivery of outcomes rather than outputs.
Government will also need to leverage data more effectively, as an enabler to more effective delivery, and also as the means of determining whether the desired outcomes have been achieved. Figure 2 - Delivering new economic infrastructure to drive improved outcomes for people and nature.
Government and industry would have the means to define and understand the outcomes required from new assets, and to understand the integration of and interactions between new assets and the existing system.
They would leverage common metrics and benchmarks to compare performance and make robust decisions on affordability. Further, government would bring these elements together to enable the formation of longer term relationships with the supply chain that incentivised the delivery of outcomes. These approaches would be supported by a mature project leadership skills base, with a digitally enabled industry becoming an increasingly attractive career pathway. Currently, delivery is primarily led by traditionally trained engineers, but anticipating a future of complex, technology-driven project environments will require a broader range of more adaptable leaders.
Project leadership: The government is already investing in building the capability of its leaders through project delivery leadership programmes such as the Major Projects Leadership Academy. IPA is also injecting capacity into project leadership with the recruitment of an expert leaders pool drawing in skills and experience from the private sector to support the delivery of major projects.
Workforce and succession planning: Greater application of workforce and succession planning within departments, facilitated and supported by the IPA, will support better deployment of resources and skills, and also help broaden skills across the project delivery profession. Greater understanding and application of capability planning at project stage gates will see a matching of skill to the need of the project at temporal points.
Strong governance and succession planning should allow project leadership to transition at agreed points whilst ensuring knowledge is not lost. The breadth of skills and expertise across the sponsor and delivery team will be considered as part of assurance reviews. To support the sustained shift in roles and responsibilities, the ICE will develop new career development pathways for leaders of complex infrastructure projects, complementing the work also underway within government, and offering potential for cross-sector collaboration on developing the future leaders of major infrastructure projects.
Future skills: A fundamental shift in the culture and makeup of the construction sector is required to make it a top choice for school leavers. It is critical this is forward looking and focuses on filling future skill needs in areas such as digital, automation, and sustainability, rather than simply filling current gaps.
This starts by requiring leaders to be highly visible champions of diversity at all levels in their organisations. New delivery approaches, including platforms and MMC offer wider benefits than just improving project delivery. They open up the construction sector to a more diverse workforce by providing a safer and more controlled working environment than traditional building sites, particularly for women and people with disabilities, who have historically been underrepresented in the sector.
With more work occurring in fixed factory and manufacturing facilities, fewer workers will experience the stress of leaving their families to travel around the country to work on building sites. This can provide a more stable working environment, regular income and employment, and reduce the stress and mental health issues associated with traditional construction site working which have been serious issues for the sector. Establishing clear outcomes for assets and projects - that are aligned from strategic national priorities through to user requirements - should determine the focus for all stages of the delivery process and the way government establishes relationships with delivery partners.
Performance at the project, asset, network, and system level needs to be captured, quantified and openly shared, creating a virtuous circle as benefits are realised, or lessons are learnt and fed back into decision-making to support continuous improvement. Aligned outcomes and corresponding incentives: Greater impact from investment, at the societal level as a direct result of outcome-led and value-based decisions.
Greater realisation of benefits that industry can bring through innovation. Adopters of Project 13 are demonstrating how engaging partners to deliver the required outcomes and aligning reward models accordingly, enables a broader system perspective, for example opening up opportunities to incorporate the optimisation of existing assets alongside the delivery of new assets and also enabling modern methods of construction.
Improved understanding and ability to model the impact of interventions: The role of data and digital twins in enabling us to move beyond the constraints of individuals, or single systems, to begin to understand the interactions of multiple systems similar to how models which predict short term weather and longer term climate change consider the interactions of multiple different systems.
More attractive career pathway, an industry that is a great place to work, with clear routes of entry and progression to attract and retain talented people.
The new technology and innovations in the construction sector, through far greater use of data, modelling and robotics, make it a more attractive career prospect, especially for young people.
Strategic outcomes should be rooted in an understanding of local context and enabled by data and decision making structures that enable and support interventions that are joined-up across departmental, national, regional, and local silos.
Our places, be they villages, towns, cities or regions, are diverse and unique. They are shaped by their location, connections, natural surroundings, history, culture, economies, and the people who live, visit and work in them. The built environment is responsive to this local context and complexity, both supporting and shaping the lives of citizens and in turn being adapted, used and reshaped by them.
However, our interventions in the built environment do not sufficiently recognise the importance of local context, or the complexity of interconnected built and natural systems and the changing needs of the people that use them. The transformational potential of aligning decision-making to local assets and desired outcomes can all too easily be overlooked. By being unresponsive to the needs or unique features of places, we risk unintended consequences or counterproductive outcomes.
We can collectively invest too little in places because we lack the analytical and policy tools to understand them properly, whilst disproportionate investment can exacerbate regional inequalities.
Government, civic society, businesses and communities are grappling with complex challenges that have been a long time in the making. Levelling up across the UK, achieving net zero carbon emissions by and building back better, greener and fairer from COVID; [footnote 7] our policy priorities have never been so complex, nor more important to achieve. Ensuring finite resources are deployed efficiently and effectively is always a priority, and this will be even more pronounced over the coming years as we build back from COVID More effective use of data, better engagement with local stakeholders, enhanced decision making expertise, and a reformed planning system can form the foundation for better decision-making.
This foundation, when paired with integrated funding and financing, can create a system for more impactful and meaningful place-based interventions and regeneration, fit for the 21st century. A holistic and data-enabled understanding of place and space, bringing together robust and accessible data on the local population, economy and environment, with insights and priorities from local stakeholders, to create the foundation for better decision-making and more impactful interventions.
Matrix working, across organisations, government departments and specialisms, breaks down silos and creates an environment where data and insight can be effectively translated into interventions and outcomes. Decision-makers are presented with robust business cases upon which to make investment decisions, supported by analytical frameworks that can accommodate dynamic and transformational benefits at the sub-national level.
Interventions are developed and delivered by the parties with the most appropriate mix of authority, expertise, capacity and capability. Value for money and outcomes are prioritised and maximised through far greater coordination at all levels, leveraging opportunities to simplify funding and delivery structures.
Public and private investment flows into balanced portfolios of interventions, aided by an improved understanding of local assets, needs and priority outcomes. This supports policy objectives around levelling up, net zero carbon by and the 25 Year Environmental Plan, and reduces the risk of imbalanced and poorly performing portfolios.
The sophisticated and coordinated use of data, combined with inclusive decision-making structures and appropriate accountability, creates an effective and responsive feedback loop whereby local, regional and national outputs and outcomes are monitored, evaluated and fed back into the system. Robust decision making leading to impactful interventions in the built environment requires data and insight at national, regional and local levels.
However, if we are to improve our understanding of place and space and make better decisions, we need to be able to generate, process and share information not only about location, but also about assets, connections, natural surroundings, history, culture, economies, and communities.
In February , the government set out how it intends to develop a long-term Spatial Framework for the Oxford-Cambridge Arc. In line with the commitment made at the launch of the Spatial Framework process, we are planning to undertake wide public engagement and consultation this summer to shape a vision for the area, also seeking views on our approach to using data and evidence to support the Spatial Framework.
The intention is to build a robust evidence base to inform development of the Framework, but at present data across local planning authorities, government agencies and infrastructure providers is in different formats, often inaccessible, and regularly held in documents rather than stored as data. The OxCam Unit in MHCLG recently completed a discovery into users and needs of the people who will use or benefit from creating a shared, open source digital evidence base across the Arc, acting as an exemplar nationally.
Having built a strong understanding of the user needs in the discovery phase, we are now planning to build prototypes this summer, through the alpha phase of the project, focusing on solving the end-to-end service journey for the production of the evidence base. This digital platform will provide the basis for much more effective local and joint planning and investment, through a common, cross-boundary, standardised and accessible evidence base — and thereby encourage greater collaboration between local authorities.
It was conceived to develop a local natural capital plan LNCP for the OxCam Arc in order to support the delivery of environmental protection and enhancement as part of the planned growth and investment within the Arc. Within the 25 Year Environment Plan, the government committed to LNCPs, with the aim of embedding natural capital thinking into growth plans.
A secondary aim of the OxCam LNCP project is to provide a scalable and replicable framework for local natural capital plans elsewhere. Transformational place-based delivery must be based on insight and engagement, as well as trusted data. The case for change will be shaped by national policy priorities and frameworks, such as the National Infrastructure Strategy, 25 Year Environmental Plan, Public Value Framework and the UN Sustainable Development Goals, and tailored to the local context.
The development of local priorities and outcomes should focus initially on setting a direction of travel that is agreed by all parties and offers a reference point when examining and testing options in more detail later on. Infrastructure investment can help to achieve economic outcomes by addressing constraints to growth, contributing to transformation, and by reducing differences in access and opportunity.
Integrated funding and financing is critical to delivering transformational place-based interventions. The scale of public and private investment across place-based infrastructure, growth and regeneration projects represents a huge opportunity to collaborate and innovate to maximise value and impact.
However, a focus on place and outcomes is not consistent with myriad funding streams administered by different teams and subject to different rules and criteria. Public value is maximised where funding is aligned to outcomes in the context of long term and stable policy-making, and is deployed as efficiently and effectively as possible.
Strategic outcomes will increasingly form the basis of central government planning, and performance management will be aligned to these outcomes — with citizens and partners able to track performance through public reporting. Central government therefore has an important role to play in improving coordination across departments, for example to enable the identification of cross-cutting outcomes and metrics.
It will do this by working with partners and local people in up to 15 selected places to scrutinise how both central and local government currently works in each - to generate an evidence base to help make smarter, more effective spending decisions in the future which will improve — and certainly not hinder - local outcomes.
By acting strategically and growing our partnership over time, we will generate the energy and evidence base needed to sustain us as we travel towards a better central-local way of working. The planning system needs to be better at unlocking growth and opportunity in all parts of the country, at encouraging beautiful new places, at supporting the careful stewardship and rebirth of town and city centres and of nature, and at supporting the revitalisation of existing buildings as well as supporting new development.
The Information Management Framework will set the enabling landscape for the interoperable data that would provide a reliable national picture of what is happening where. Improved evidence-base for local outcomes: Data, insight and engagement enabling better understanding and consideration of local outcomes.
The combination of quality location and asset data could be transformational in improving our understanding of the performance of the existing built environment and how people are engaging with it, which in turn will provide a powerful evidence base for the development of interventions that are relevant to the local context and circumstances.
This will be critical to achieving long term, complex policy objectives to reduce regional inequalities, improve prosperity and wellbeing, reduce carbon emissions and enhance the natural environment. Innovative use of data and new technology to develop and deliver quality interventions: Rapid developments in technology and processing power will continue to increase our ability to use and manipulate data and embed it in decision-making and delivery processes.
Integrated, strategic and dynamic modelling can be used to develop and test options quicker and cheaper than ever before, and this will be strengthened further as data quality, interoperability and availability improves. Central government reforms to improve alignment and coordination will improve value for money and support more effective delivery.
Supporting ambitions for increasing housing supply and home ownership: The alignment of infrastructure planning and performance with wider housing supply and regeneration objectives boosts public confidence in new development by demonstrating that it will be preceded by the necessary infrastructure, and that increases in housing supply will leave a legacy of economic, social and environmental improvement.
Through platform approaches the government will generate greater societal outcomes from its pipeline, by enabling a disaggregated manufacturing industry that creates stable and inclusive employment where jobs are most needed.
The way that we deliver our buildings is inefficient and too often based on delivery of bespoke outputs in sector and project silos, illustrated by fragmented approaches to standardisation.
It is also essential that we improve safety and reduce risk in the way we design, deliver and manage our built environment. Missed opportunities to leverage scale through the use of standardised, interoperable elements leads to inefficiency in design, production, logistics and assembly. Further, these missed opportunities hinder the creation of a disaggregated manufacturing base and associated stable employment, continuous improvement, and the ability to reliably deliver high quality, high performing, energy efficient buildings at scale.
The lack of a middle ground between bespoke and relatively inflexible standardised solutions offers limited choice, and the investment required with many of the current MMC approaches can be a barrier to entry. Addressing these needs requires consideration of outcomes beyond the constraints of individual projects or portfolios. Government announced its commitment to Modern Methods of Construction in with the presumption in favour of offsite construction.
Now, following the progress made through collaboration with industry on platform approaches and to support in achieving its strategic outcomes, the government is committing to enabling an increasing use of platform approaches in construction.
Defining platforms: Platforms identify features of assets that could be shared and then harmonise those features. By focussing on performance, interfaces and interoperability, the components making up these kits of parts can come from a range of suppliers whilst ensuring consistency of standards and quality. They can be designed to offer choices in assembly and support the widest range of architectural ambition and intended outcomes. The greatest scale is enabled by harmonising features of the superstructure [such as structural grids, beams, columns, connectors and slabs] across sectors.
Mechanical, electrical and plumbing systems can be designed and prefabricated to fit into platform carrier frame superstructures. A common ruleset through which the repeatable elements of the built environment would be harmonised — with open access to all.
On an ongoing basis the pipeline would be filtered through this ruleset to provide visible demand. The products to address the pipeline would be manufactured by a broad and disaggregated supply chain, creating stable and inclusive forms of employment. Products would be offered via a machine readable catalogue, with product competition based on a wide range of performance considerations, and manufacturing approaches enabling greater efficiency and sustainability in production.
Automation through the use of configurators would enable a greater focus on the value led elements of the design process. The assembly of the asset would then take on aspects of a factory, employing sophisticated digital workflows and increased use of innovative machinery and robotics. Digital models and twins would enable the tracing of data and digital assurance throughout the process, with feedback on performance in use providing insight back to the digital marketplace. The transformation envisaged is significant.
It will include cultural, process and skills challenges, as well as the development and management of the core elements of the technical solution which will include:.
Throughout the technical solutions, product information will be required that meets the information requirements to plan, design, assemble, operate, optimise, repurpose and decommission the physical asset. To change mindsets and enable a disaggregated manufacturing supply chain, government and industry collaboration will be needed across a range of areas, including collective efforts to:.
Harmonise, digitalise, and rationalise: Greater use of platforms will require government to harmonise its technical standards, for example increasing consistency in the naming of spaces. Those harmonised digital standards must, where feasible, be standardised across facets like performance, space types, spatial clusters for common configurations e. Advancing our technical standards in these ways can enable government and its suppliers to plan for re-use, net zero and wider sustainability goals at the earliest stages; considering and integrating the pertinent data in the earliest design concepts, locking in the value from the start.
Aggregate demand: Repeatable use of components across sectors enables the aggregation of demand, unlocking economies of scale. This principle has enabled the manufacturing sector to drive down time and cost, while increasing productivity, safety and quality. The use of platforms demands a new design to construction process: integrating parts, operations, knowledge, people and relationships at the earliest stages, and a different mindset: making decisions at the portfolio and system level rather than that of individual assets.
The approach considers the shared components and processes across a range of sector assets, giving rise to a form of mass customisation through which differentiated and higher quality buildings can be developed more efficiently; with reduced design time and development costs. Configurators can result in much faster design and the consideration of a greater range of permutations.
They can enable the involvement of local communities and professionals at earlier stages, and they can support the quality assurance process that enables the tracing and recording of critical data from design through to operation. Adapt quality processes: Effective platform approaches will require the adoption and adaptation of manufacturing processes. Design, construction and manufacturing experts will need to work together to maximise the benefits.
The development and application of product quality management systems will improve our collective ability to maximise the proportion of an asset that is raw material cost, while minimising costs associated with labour and handling, waste, and rework. For platforms to impact in the shorter term they will need to leverage existing technology and materials to reduce risk and open up the supply chain to smaller manufacturing and product development companies.
The platform approach will need the requirements around quality control to be reviewed and updated to ensure consistency across platforms. The Construction Innovation Hub has started this work, gathering requirements relating to areas such as classification, system control, actors and processes.
Once developed and published, this rulebook will need oversight to ensure acceptance as a consistent standard. Explore risk and delivery models: Whilst platform approaches can enable greater certainty, there is a need for a broader evidence base to show where risks occur, how they can be managed, and further exploration in relation to warranties, insurability and liability.
This will include consideration of the use of fungible components from multiple suppliers and assembled by multi-skilled installation crews. Platform approaches point to the need for delivery models in which clients retain greater control and form closer relationships with contractors and suppliers.
They also involve greater transparency and sharing of data and ideas than the industry is accustomed to. A mandated approach: It has been demonstrated through experience by other sectors as well as early work and analysis that a platform approach can result in higher quality, more consistent, better value delivery of a significant proportion of our infrastructure needs.
In advancing the enablers and technical solutions described above, government and industry will co-create the market and knowledge framework to enable clients to specify a platform approach with confidence.
Building on this knowledge framework, in the next two years the government will set out a requirement for platform approaches to be adopted for social infrastructure with a repeatable design. A transition period for adoption will be defined within that requirement. By enabling the creation and application of platform approaches, improvements can be accelerated across the whole lifecycle of construction and into the wider system.
These benefits include building productive capacity in the economy, improving energy efficiency and reducing waste, alongside:. Factory conditions in the construction stage: Platform approaches deliver via a series of simple, repeatable, productive activities. This addresses challenges presented by the size of the build and enables predictability in the sequence of work.
A mixture of simple human operations, low complexity automation, and lean manufacturing principles can improve health and safety, [footnote 15] help to increase productivity and speed of assembly, and address the skills gap. Predicting operative numbers, their positioning on site, and accurate training and workload schedules is unremarkable in manufacturing. The size in square meters varies with latitude. A cell with a 30 seconds resolution is about 0.
High resolution files for large areas countries can be very large. This means that it may take a while to download these files, and that you will need a fast PC to work with them. Country outlines and administrative subdivisions for all countries. The level of subdivision varies between countries. A gazetteer is a list of place names and their coordinates.
0コメント