2025-2026年咨询价值转型计划

Delivery Plan 2025-2026 Contents Terms of UseThis guide was developed by Scottish Futures Trust and all copyright, trademarksand other intellectual property rights in this guide are owned by and vest solely in ScottishFutures Trust. The guide has been prepared by Scottish Futures Trust on a non-reliance basisand thus is not advice. It does not absolve any recipient or user from its responsibility toconduct its own investigations and procure its own advice–legal, financial, technical,commercial, or otherwise as they see fit–to the validity and viability of the guide. ScottishFutures Trust accepts no liability for any losses (including any indirect or consequential loss),including but not limited to loss of business or profits or any other financial or material lossarising out of or in any way connected with the use of, or inability to use, the guide by anyrecipient or user. Scottish Futures Trust disclaims all responsibility for the consequences of anyrecipient’s reliance on this guide–including this paper–or for any decisions made ornot madewhich are based upon this. Where this guidance contains web links to external resources, SFTtake no responsibility for their content. 1.0Introduction This delivery planprovidesan overview of theplannedactivitiesby theTransforming theValue of Consultancy(TVC)WorkingGroupand Consultants Forum. Thisdelivery planhas been developed in collaboration withsector partners andmaybesubject to change to account for new requirements,projects and activities. For any queries in relation to this document, please contactkaren.stevenson@scottishfuturestrust.org.uk 2.0Background-What is TVC? Engaging professional consultants to support clients and sponsors plays a key role indelivering the value driven approaches and outcomes desired from capital investmentin the Scottish public sector and SFT programme,Setting up for Success. The review of Public Sector Procurement in Construction 2013 recogniseddesign andwhole life costingsas a key component in defining a strong business case andprocurement strategy that focussed on outcomes. “Design-led projects are often assumed to be more costly, focussed on unnecessaryquality or more complex in construction. In fact, a good design-led project begins byfully considering the needs of users and future users and employs innovation andcarefuljudgment to deliver the best product within budget. This ensures that buildingsare not only fit for purpose, but future-proof. Furthermore, good design methods canfacilitate the closer collaboration between procurers, suppliers and end users, beforesolutions are specified, which ensures that proposals are fully tested, and meet users‟needs”.Review of Scottish Public Sector Procurement in Construction October 2013 Setting a clear brief for a project, coupled with a collaborative outcome focussed designprocess, will provide a strong platform to deliver best whole life value. “Facilitating this approach requires the earliest possible engagement between clients,users, designers, and contractors to build integrated team working with a shared valuesapproach. The need for clients to procure suitably skilled and resourced designers and consultantsis key to delivering efficient whole life outcomes.” Allocating theright teamand undertakingsufficient planningis fundamental to thedelivery of public sector infrastructure projects. Taking the time to establish the rightgovernance, ethos and design resilience will help to set up the project for success andhelp to ensure the delivery is better planned to ensurea quality outcome. However, there are existing arrangements, behaviours, capabilities, and processeswhich are hindering project delivery and achieving a quality and whole life outcome. The industry is aware that concerns have been expressed on the client side about alowering of quality in service provision and on the supply side of constrained scopes ofservice, reduced room for innovation, fractured procurement approaches, and low fees.Added to this, there is an awareness that not enough focus has been given to the earlystages of project development or to allowing the appropriate level of design informationrequired to manufacture and build to a suitable quality standard. Recognising the Risks There are a range of challenges across the sector that present risks to being able todeliver the best outcomes and enable the design led thinking approach to delivery. Lack of Trust/ Values ITransparency of PipelineI Late Payments IClient ContactI FeeLevels/Profile /Unclear Inspection and supervision responsibilitiesI PII levels/Insurance levels IClient LeadershipI Using the right procurement option IFailures in theuse of Soft Landings process to align informationI Project Delays IDelays to approvalsIOutputs IVariations in Scopes and ResponsibilitiesI Access for less experienced onprojects IPQQ-previous experienceI Evaluation: CVs/ Qualifications IUse StageBoundaries betterI Stage 3 Gateway-enhance design/ environmental