Last edited 09 Sep 2022

The Construction Playbook 1.1 2022

[edit] Introduction

The Construction Playbook version 1.1 was published in September 2022, and is an update of the previous version published in 2020. It builds on the previous version and on the Infrastructure and Projects Agencies recently published flagship change programme ‘Roadmap to 2030’. It aims to support the government’s ambition to transform infrastructure networks over the next decade, promoting collaboration, innovation and sustainability.

It outlines how the Government will strengthen the financial assessment of all the suppliers it works with to make sure projects are delivered on time and to budget, looking to improve productivity in the sector.

The Construction Playbook is based on discussions between the Government and the construction sector. As a result of this collaborative process, measures in the Playbook have been backed by construction firms and business associations from across the industry and collaboration also forms a core message in its approaches.

'The Construction Playbook is focused on getting projects and programmes right from the start. Whether the delivery or refurbishment of a school, hospital or major infrastructure project, the principles and policies in this Playbook will transform how we assess, procure and manage public works projects and programmes.'

[edit] Key theme adjustments

A number of areas in the new version have been adjusted:

[edit] Digitalisation

The playbook remains committed to driving efficiency in construction through digitalisation and Information management, as was seen in the first edition and further expanded in this edition. Further reference is made towards adoption of the UK BIM Framework, the Information Management Framework and the creation of the National Digital Twin.

[edit] Innovation

This playbook further stresses the importance of innovation and starts to tackle some ways to encourage the uptake and implementation of innovative ideas through collaboration and risk management approaches.

[edit] Modern methods of construction (MMC)

It requires government departments and arm’s length bodies to set targets for the use of MMC in the delivery of projects and programmes.

[edit] Sustainability

As with the previous version sustainability is key, however now it requires the benchmarking data of greenhouse gas emissions and assessment of social value at each stage and of business development, supported by the new Infrastructure and Projects Authority (IPA) benchmarking hub.

[edit] Building safety

Accountability for safety throughout the building lifecycle is highlighted, with advice on embedding correct behaviour, and guidance for those involved in projects and procuring buildings.

[edit] Frameworks and contracts

The Gold Standard or Mosey Review and its 24 recommendations are fully endorsed and both documents align closely with one another. Indeed the first recommendation in the Mosey review directly references the construction playbook in terms of pushing for a comply or explain basis.

[edit] Contract management

Early involvement of those delivering contracts at the procurement stage is considered best practice, supported by the right team and skills at the right stages. This is supported by the IPA toolkit, the Project Initiation or Project Route-map for novel, or complex major projects.

[edit] Overall aims

To set clear and appropriate outcome- based specifications that are designed with the input of industry.
To drive continuous improvement and innovation.
To favour longer term contracting across portfolios, where it is appropriate.
To standardise designs, components and interfaces as much as is possible to improve quality, safety, performance and reduce environmental impact.
To drive innovation and Modern Methods of Construction, through standardisation and aggregation of demand, increased client capability and setting clear requirements of suppliers.
To create sustainable, win-win contracting arrangements that incentivise better social, economic and environmental outcomes, improve risk management and promote the general financial health of the sector.
To embed social value, through improved quality, safety, performance and reduced environmental impact at the heart of programme delivery.
Placing greater focus on developing positive relationships with robust contract management between project leads and industry.
Investing more in training and apprenticeships, driving forward innovation in construction, boosting productivity and focussing on value for money in public sector developments.
Learning lessons from the Grenfell Tower fire, the Construction Playbook also makes it clear that the construction sector must put safety at the heart of everything it does.
To strengthen financial assessment of suppliers and prepare for the rare occasions when things go wrong.
To increase the speed of end-to-end project and programme delivery by investing up front with time and resources to set projects up for success.

[edit] Enabling Targets

To improve building and workplace safety to ensure that we are creating safe facilities, operating within safe environments and protecting our workforces.
To take strides towards the 2050 net zero commitment, using whole life carbon approaches to reduce carbon emissions linked to buildings and infrastructure and within the construction supply chain.
To promote social value which will help level–up local communities, tackle economic inequality, promote equal opportunities, enhance training, skills and employment opportunities and improve health and wellbeing.

[edit] Structure

As with the previous edition The Construction Playbook 1.1 is structured around the main stages of a typical procurement and project lifecycle:

Preparation and planning
Publication
Selection
Evaluation and award
Contract implementation

There are 12 chapters each setting out best practice for specific topics with 14 key cross-cutting policies flowing through the Playbook. The key policies are the reforms or actions which will have the greatest impact on improving how we deliver public works projects and programmes.

[edit] Policies

[edit] Commercial pipelines

Contracting authorities’ commercial pipelines will be supported with a new central government procurement pipeline for public works projects to help suppliers better understand the government’s long-term demand and prepare.

[edit] Market health and capability assessments

Projects and programmes to conduct an assessment of the health and capability of the market early on in preparation and planning, to identify potential opportunities and limitations in the market, and use emerging technologies and innovation.

[edit] Portfolios and longer term contracting

Develop long-term plans for key asset types and programmes for value public spending and improve contract management. Longer term contracting across portfolios to facilitate new technology, improved productivity and efficiency.

[edit] Harmonise, digitise and rationalise demand

By contracting authorities associated with design, delivery and operation increasingly digitalised, to accelerate platform approaches, modern methods of construction with longer term contracts to drive performance improvements.

[edit] Further embed digital technologies

UK BIM Framework to standardise the approach to generating and classifying data, data security and data exchange, and to support the adoption of the Information Management Framework and the creation of the National Digital Twin.

[edit] Early supply chain involvement

Engagement with the supply chain, including designers, contractors, specialist contractors and product suppliers, should inform the development of the business case for projects and programmes.

[edit] Outcome-based approach

Contracting authorities should focus on outcomes. The Project/ Programme Outcome Profile has been developed to support projects and programmes in setting clear outcomes that align with government’s strategic priorities.

[edit] Benchmarking and Should Cost Models

Projects and programmes should undertake benchmarking to analyse information from past projects and programmes. This provides decision makers with key insights and data to make more informed and intelligent investment decisions.

[edit] Delivery model assessments

Contracting authorities should follow an evidence-based process to decide the most appropriate delivery model and structure for a specific project or programme. The right delivery model enables clients and industry to work together to deliver the best possible outcomes.

[edit] Effective contracting

We will ensure that contracts are structured to support an exchange of data, drive collaboration, improve value and manage risk. They will set clear expectations for continuous improvement and be consistent with the principles in this Playbook.

[edit] Risk allocation

Proposals for risk allocation will be subject to consideration and scrutiny to ensure they have been informed by genuine and meaningful market engagement.

[edit] Payment mechanism and pricing approach

The payment mechanism and pricing approach goes hand in hand with risk allocation and will similarly be subject
to greater consideration and scrutiny to ensure it incentivises the desired behaviours or outcomes.