4 Introduction
Table 1.1 Range of services offered by leading construction cost consultants.
Company Cost management services
EC Harris Consulting: Asset & Facilities Strategies; Enabling Technology & Management
Information Systems; Performance Management; Technical & Investment Risk
Management; Public Private Finance Consultancy; Supply-Chain Management;
Risk Management & Business Continuity
Managing Delivery: Programme, Project & Construction Management; Commercial
Management, Quantity Surveying & Value Engineering; Safety, Health &
Environmental Management; Asset & Facilities Management; Independent
Advisor, Due Diligence & Insolvency; Strategic Procurement, Contractual Advice &
Dispute Resolution; Development Management
Delivery of Business Support Maintenance & Construction: Facilities Outsourcing;
Prime Contracting
Turner & Townsend Inception: Feasibility Studies; Business Case; Development; Strategic Cost Planning;
Benchmarking
Development: Contract Strategies; Option Appraisals; Capital and Operational Cost
Planning; Risk Management; Value Management; Whole-Life Costing; Supplier &
Contractor Procurement
Implementation: Cost Control & Management; Change Control; Payment
Mechanisms; Performance Measurement
Operation and Occupation: Maintenance Strategies; Energy and Cost-in-Use
Analysis; Facilities Management
Franklin Andrews Benchmarking Employer’s Agent
Bills of Quantities Feasibility Studies
Building Services (M&E) Project Audits
Capital Allowances Quantity Surveying/Cost Commercial
Management Real Estate Due Diligence
Contract Advisory Services Real Estate Tax Management
Contract Documentation Whole-Life Costing Analysis
Cost Modelling and Planning
Due Diligence
Source: Websites www.echarris.com; www.turnerandtownsend.com; www.franklinandrews.com (accessed 28 February 2007).
was invested in construction in 2003, representing 10% of the GDP and 51.2% of the Gross
Fixed Capital Formation of the EU (www europa.eu.int [accessed September 2006]).
Moreover, the relationship between construction activities and the built environment, on the
one hand, and sustainable development, on the other, is both significant and complex.
Construction uses more raw materials than any other sector, and the creation and operation of
the built environment accounts for an important consumption of natural resources. There is also
a pressing need to address the regeneration of many urban areas of Europe, in particular in the
newly acceded countries, and the realization of major trans-European infrastructure works.
The UK construction activity makes a considerable contribution to the national economy
accounting for over 8% of the national gross domestic product. UK annual public sector con-
struction output has grown by over a third between 1999 and 2003 from just under £24 billion
per year to around £33.5 billion, and capital investment is set to continue expanding over the
next three years in key sectors such as schools, hospitals, roads and social housing (NAO, 2005).
Table 1.2 shows the top ten clients/promoters by turnover from 1 January 2006 to 31
December 2006 in the UK based on analysis of contracts with a value of £100,000 or above,
and all work awarded by negotiation or competitive tender, including residential and civil work.
Significantly, these major clients have shown the lead in embracing the new procurement routes
and conditions of contract.
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