Since then more than 1000 organisations have been involved in the initiative, at the heart of which is the programme of demonstration projects. A recent review of these reported increased profits of 2% above the industry average and construction costs 4% lower than industry averages. But what about the ambitious targets set out for the whole industry?
Accelerating Change is not a new initiative. "It builds on and reaffirms the principles we set out in Rethinking Construction," says outgoing chairman Sir John Egan in his opening statement.
While Rethinking Construction was a template designed by clients, Accelerating Change is a manifesto by a wider cross-section of industry. Egan calls for an end to lowest cost tendering. He wants in its place a system of procurement based on value for money judged against 'world class benchmarks'. Integrated teams and continuous improvement also figure large in this vision of the construction industry of the future.
The Strategic Forum has identified three main drivers to accelerate change: the need for client leadership, the need for integrated teams and supply chains and the need to address people issues, in particular health and safety. Strategic targets have been set which call for 20% of all construction projects by value to be undertaken by integrated teams and supply chains by the end of 2004, rising to 50% by 2007. Similarly 20% of client activity by value should embrace the principles of the Client's Charter by 2004, increasing to 50% by 2007.
"Clients must clearly articulate their business needs," said Mike Roberts, client leadership working group chairman, at the launch. "They need to procure construction services in an integrated way, and earlier on than in the past, to be successful." On top of this he also called for clients to create a spirit of cooperation and trust throughout the team. To achieve this clients need to improve their understanding of how construction can meet their business needs. For large clients who do a lot of repeat building work this may already be the case or be less of a problem to achieve but it is recognised that for inexperienced, occasional clients it is not so straightforward.
As well as creating a generic process map to allow one-off clients to draw on the knowledge of more experienced clients the report also recommends that 'independent advice' is sought, free from any vested interest. The Forum does not see the need for a new profession, instead clients should draw on any number of disciplines with the emphasis on background experience and temperament. Further guidance and a client website developed with the CBPP are in the pipeline.
Leadership doesn't rest solely with clients. The report also calls for the supply side to come together and make integrated teams readily available for selection. By April 2003 the Forum aims to have in place a toolkit to help clients, and individual supply side members, assemble integrated teams, mobilise their value streams and promote effective team working skills and then produce an action plan to promote its use.
While the BAAs of this world may be way ahead in the adoption of Rethinking Construction, the vast majority of small to medium enterprises still need converting. "Big construction organisations are on the whole aware of Rethinking Construction but dissemination down through the ranks is still weak. Targeting delivery will be a key objective of the Strategic Forum over coming months," says Peter Rogers, new chairman of the Strategic Forum.
It is interesting to note the emphasis on clients taking the lead in changing current construction practices. Larger clients may already feel that they're making moves to being more effective leaders of the construction process. The real test of the effectiveness of this programme will be the reaction of one-off and smaller clients.
They have less experience than the BAAs or Stanhopes, and will need others in the construction process – consultants, contractors – to help ensure that supply chains are in place and that the team is integrated.
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Building Sustainable Design
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