Government Construction Strategy
Or maybe it’s an demonstration that the authors from the Efficiency and Reform Group of the Cabinet Office and the Construction Sector Unit of BIS are practicing what they are preaching … why add cost when you don’t need to?
Aside from the ‘we’ve heard it all before’ argument, I think I can probably anticipate many of the objections against change
- What’s the baseline against which the 20% cost reduction will be measured
It’s all well and good the Government dictats, but the implementers
- will still be measured on cost reduction, not added value
- won’t partner the supply chain
- We’re on all the frameworks, we’ve done what we were asked to do, but we still don’t / won’t get any work
- BIM will cost too much and we don’t have the time to train our staff
I’m sure you can add others, but I want us to be open-minded about change for a minute.
Look at my interpretation of what the strategy is trying to achieve:
- Make the Public Sector a better client
- Ensure the Government gets more bung for its buck
- Use the influence of the Government’s expenditure to improve the construction industry
- Implement the low carbon construction policy
Surely these aims are we can all agree upon?
The Strategy Action Plan
Noble Francis tweeted that the ‘devil is in the detail’ and as always he’s right. And this is where we haven’t seen it all before. The Strategy document is 43 pages long and half of it is the Appendix setting out the action plan. There are 13 Themes and with numerous objectives and specific actions and timescales.
The themes indicate the authors understand the nature of the problem, have listened to what ‘we’ve all heard before’ and set out to do something about it. The 13 themes are:
- Co-ordination and leadership
- Forward Programme and data
- Governance and client skills
- Value for money, standards and benchmarking
- Efficiency and elimination of waste
- Building Information Modelling (“BIM”)
- Alignment of design/construction with operation and asset management
- Supplier Relationship Management
- Competitiveness and reducing duplication (whole public sector)
- New Procurement Models
- Client Relationship Management
- Implementation of existing and emerging Government policy in relation to sustainability and carbon
Examining the action plan it’s clear that the new Government Construction Board has plenty of work to do. And my request is that we at least see if they achieve their first milestones before it gets undermined by negativity.
Will anything change?
This strategy is setting out an action plan to improve how the Public Sector wants to operate with the construction industry. This should be applauded as an important step in the right direction for change. Will it change?
Not overnight, but if this is what the demand side want, the supply side generally deliver. I’m optimistic and remain positive that this is a move in the right direction. What do you think?