Why Pre-Construction Services Agreements are becoming a strategic tool in delivery

Pre-Construction Services Agreements (PCSAs) are no longer a niche procurement route reserved for complex projects; they are increasingly becoming a strategic tool for managing risk, cost and programme certainty in today’s construction environment. As development sites become more constrained, regulated and technically demanding, early contractor involvement is often the difference between a buildable scheme and one that struggles to progress.

At its simplest, a PCSA is a formal agreement that appoints a contractor to provide defined pre-construction services ahead of a main works contract. These services typically include buildability advice, cost planning, programme development, logistics strategy, risk identification and technical input into design development.

The key benefit is timing: the contractor’s practical expertise is introduced while design decisions are still fluid, rather than after constraints have been locked in.

Contractors experienced in enabling works and remediation are often best placed to advise on realistic methodologies, sequencing and temporary works strategies

One of the clearest advantages of a PCSA is risk management. Early contractor involvement allows site-specific challenges such as contaminated land, complex utilities, high groundwater levels or restricted access to be identified and addressed before they impact cost or programme.

Contractors experienced in enabling works and remediation are often best placed to advise on realistic methodologies, sequencing and temporary works strategies that designers may not fully appreciate at concept stage.

A good example can be seen on the University of Bristol campus project, where Churngold Construction was engaged under a 12-month PCSA to support the development of an enabling and groundworks strategy for a highly constrained city-centre site. The project faced a combination of technical challenges, including a high water table, contaminated ground, proximity to live railway infrastructure and river frontage constraints.

Through early collaboration with the design team and specialist stakeholders, Churngold’s input helped to shape practical construction methodologies, inform environmental licensing requirements and align programme assumptions with on-the-ground realities. This early-stage involvement ultimately provided the confidence needed to progress into main works with reduced risk and greater certainty.

PCSAs also play a growing role in improving cost and programme predictability. Rather than relying on provisional allowances and generic risk pricing, clients benefit from informed cost plans grounded in real site intelligence.

PCSAs are not without drawbacks. They require clearly defined scopes, transparent commercial arrangements and a shared understanding of how the PCSA may convert into a main contract

This typically results in fewer late-stage variations, more robust programmes and a smoother transition from planning to construction – an increasingly important consideration in a market where funding approvals and delivery milestones are under intense scrutiny.

That said, PCSAs are not without drawbacks. They require clearly defined scopes, transparent commercial arrangements and a shared understanding of how the PCSA may convert into a main contract. Without this clarity, there is a risk of blurred responsibilities or dissatisfaction if expectations around appointment are not managed from the outset.

Despite these challenges, PCSAs are becoming more prevalent, particularly on brownfield regeneration and complex urban schemes. Increasing regulatory obligations, tighter lending criteria and a growing emphasis on ESG compliance mean that early technical certainty is no longer optional.

Lenders, planners and stakeholders increasingly expect demonstrable evidence that risks have been properly understood and managed before construction begins.

In this context, PCSAs are proving to be less about early commitment and more about informed decision-making, allowing projects to move forward on the basis of evidence, collaboration and buildable solutions rather than assumption.

James Rivers is operations health and safety director at Churngold Construction