Getting a project to site has long been a measure of progress. Securing planning permission, completing procurement and starting construction are milestones that give clients, funders and project teams confidence that a scheme is moving forward.
Many projects are now taking longer to reach site. This puts pressure on development programmes, funding decisions and project viability. It also raises a practical question for clients and their teams. How can we use the time before construction to give the project a better start on site?
More work is happening before construction
For higher-risk building projects going through Gateway 2, the Building Safety Act has changed how teams prepare for construction. Designs need to be coordinated, and teams need to show how the proposed work meets building regulations. That means resolving technical issues and documenting decisions earlier in the programme.
This comes at a time when clients are already managing construction costs, skills shortages, funding pressures and sustainability targets. Committing more money to design development, technical reviews and information management before work starts on site can be a significant decision. The time needed for regulatory approval also has implications for procurement, funding and contractor mobilisation.
Bringing this work forward gives teams time to identify design conflicts, test whether proposals can be built as intended and agree how to manage the risks that remain.
Early decisions make a difference
At Airey Miller, we see the value of agreeing early who is responsible for each decision, what information they need and when they need it. This helps clients build a realistic programme and gives the design team clear priorities.
For projects going through Gateway 2, that includes allowing time to coordinate and review design information, prepare the application and secure approval. Compliance should inform decisions throughout design and procurement, from agreeing the scope of each consultant’s appointment to deciding when the contractor needs to be involved.
Making these decisions early helps teams identify gaps in information or unresolved design issues while there is still time to address them.
Involving contractors earlier
Early Contractor Involvement (ECI) and Pre-Construction Services Agreements (PCSAs) give clients, consultants and contractors time to work through delivery questions together before major commitments are made.
A contractor can help the design team test how a proposal will be built, how materials will get to site and whether the planned sequence of work is realistic. On a constrained site, for example, an early review of access and logistics can reveal issues that affect both the design and the construction programme.
That input helps the client understand what the team can deliver, what it is likely to cost and where further decisions are needed before work begins.
What a better start on site looks like
As teams gain experience of Gateway 2, they are getting a clearer picture of the work involved in preparing a coordinated submission and how to allow for it in the programme. Several years on from the introduction of the Building Safety Act, the industry is moving beyond the initial period of adjustment. Clients, consultants, contractors and regulators all have a better understanding of what is required, and that experience is helping projects progress through the approval process more effectively. It also enables clients to make better informed decisions about when to commit funding, appoint contractors and plan for mobilisation.
While some may perceive the market as slowing, much of the activity has simply shifted into pre-construction. Significant effort is being invested in design development, compliance, coordination and risk management before projects reach site. As more schemes move through Gateway 2 and teams become increasingly familiar with the process, we should begin to see a growing number of well-prepared projects progressing into construction. This should be positive for both individual developments and the wider industry, creating greater certainty and reducing the need for costly changes later in delivery.
A later start on site can still be difficult to manage. The value of the additional time depends on what the team achieves with it. A project that reaches site with a coordinated design, a realistic programme and a shared understanding of the remaining risks is better placed to deliver a safer, higher quality building for the people who will use it. While projects may be taking longer to reach site than they once did, the industry is increasingly demonstrating that time invested upfront can lead to better delivery outcomes, greater certainty and stronger long term value.
Get in touch
To find out how Airey Miller can support your project through pre-construction and Gateway 2, please contact Michael Royden, Associate Director, Northern Region, at Michael.royden@aireymiller.com.
