Breaking the cycle of lost learning

There is a frustrating sense of 'Groundhog Day' when we have to build relationships from scratch with each new team on each new project. A framework provides the opportunities we need to break this cycle of lost learning and to achieve more systematic progress. There is much greater scope for a framework to achieve improved value because the prospect of multiple projects attracts increased personal commitment and corporate investment, because suppliers can plan with a clearer understanding of potential additional work, and because team members can be expected to learn from project to project.

Construction project teams can suffer from fragmentation where different specialist disciplines work in sequence or in parallel, focusing on different elements of design, manufacture, construction and operation rather than the whole asset and its whole life cycle. There is also a tendency to compartmentalise the skills applied to strategy, procurement, contracting and management as if they do not relate to the same project. Frameworks can break down these barriers by creating complete teams with aligned long-term interests.

This review has considered public sector contractor frameworks and consultant frameworks delivering construction and infrastructure with a combined value of over £180 billion. Review participants have expressed their commitment to the Construction Playbook reforms and have stated their support for frameworks as the preferred means through which to implement Construction Playbook policies. Detailed contributions from framework providers, clients, suppliers and advisers have described the potential of frameworks and have set out recommendations for improved framework practices.

The Construction Playbook recognises that 'frameworks are an efficient method for government to procure public works, services and supplies', but that 'using frameworks inappropriately can have negative consequences for contracting authorities, markets and suppliers, and can unintentionally inflate prices' (p.42).

Frameworks can and should provide systematic approaches to improving project and programme outcomes, to improving the efficiency of design, construction and asset operation, to improving safety and risk management, and to delivering net zero carbon targets and social value. This review recognises the dedication and achievements of framework providers, clients, managers and suppliers but it suggests that frameworks can do more, using the Playbook policies as a guide in changing up through the gears towards the components of a Gold Standard.

The recommendations of this review are intended to take framework providers, clients, managers, suppliers and advisers beyond the comfort zone of current practices by helping them to:

■  Create and drive Gold Standard action plans for implementing Construction Playbook policies under their current frameworks

■  Develop new and improved Gold Standard framework strategies, procurement processes, framework contracts and management practices that optimise the implementation of Construction Playbook policies in future frameworks.

The components of a Gold Standard for public sector construction frameworks, framework contracts and action plans should enable clients and industry to create a more powerful engine room for construction investment, innovation and improved project outcomes.