The Southern Construction Framework (SCF) wanted to tackle the systemic problems in public sector construction, where budgets are fixed far in advance and political, demographic and economic pressures result in high levels of disputes and a lack of cost and time predictability.
Specific challenges were:
- 60% of projects delivered late
- 31% of projects delivered over budget
- 27% of projects achieved less than 8/10 for client satisfaction for service
- 19% of projects achieved less than 8/10 for client satisfaction for product
- 21.6 m3/£100k waste diverted from site
Public procurement was fragmented across many organisations; there was no ‘joined-up’ approach to delivering public construction projects. The lack of coordination was causing lost opportunities to increase efficiency in design and specification of public facilities, resulting in overall poor value. Plus, the drive for the lowest cost was compromising whole-life asset cost management. Public authorities were spending large sums on repeat procurement, struggling to retain budgetary control. It was difficult to predict the cost or speed of delivery.
- Local supply chains with finite resources were unmanaged
- End product quality was inconsistent, with best practice not shared
- Varying safety standards were being achieved
- Little regard for employment rights and health and well-being
- Clients felt unsupported in the understanding and management of their asset following handover
The piecemeal approach meant that lessons were not learned, knowledge was lost, good practice not recorded and added-value opportunities not achieved. There was a need for ‘best in class’ procurement driven by a ‘Trusted Advisor’.