While there is widespread support for Construction Playbook policies, urgent action is needed to convert them into sustainable change. If improved practices are not adopted at an early stage under current frameworks, then momentum will be lost and inefficient, wasteful procurement practices will prevail. There is a leading role to be played by framework providers and clients under their current construction frameworks, including those framework providers who serve clients with limited procurement and management resources.
Review participants question whether current frameworks can drive implementation of Construction Playbook policies or whether improved practices will have to wait for framework re-procurement. They comment that a call for change which is not translated into early commitments will rapidly be discounted as another set of theoretical aspirations.
All the framework contracts shared by clients and framework providers include high -level objectives that reflect a range of Construction Playbook policy drivers such as improvements in value for money, efficiency, safety, social value, net zero carbon, risk management and whole life value. However, only 25% of these framework contracts include the detailed machinery through which framework providers, clients, managers and suppliers translate these high-level objectives into action plans with agreed timescales and expected outcomes.
100% of the framework contracts reviewed state high-level objectives that reflect a range of Construction Playbook policies. |
25% of the framework contracts reviewed state detailed machinery through which clients, managers and suppliers work together to improve value for money, efficiency, safety, social value, net zero carbon, risk management and whole life value. |
Current frameworks cannot be left frozen in time at the point of supplier selection. They depend on clients and industry adapting to changing circumstances and using all the improvement techniques that are available to them. In order for framework providers, clients, managers and suppliers to justify their long-term relationships, it is reasonable for them to expect each other to be willing to agree actions that deliver improved outcomes.