Parliamentarians launch inquiry into the Government’s current approach to procurement
The All-Party Parliamentary Group for Project Delivery has launched an inquiry into the current approach to procurement in Government-sponsored projects.
Procurement and contract management are fundamental to the success of Government-sponsored projects. They are among the State’s most powerful tools for shaping markets, stimulating innovation, strengthening local supply chains, and delivering long-term social, economic and environmental value.
As the scale and complexity of public projects grow, procurement must evolve from a compliance-driven function into a strategic delivery capability. Too often, procurement decisions are driven by short-term cost considerations and fail to harness the full potential of public investment. Complexity is often underestimated, and risk is transferred rather than managed collaboratively.
A new approach is needed: one that views procurement as a strategic lever for place-based growth, national productivity and public value creation.
This inquiry will investigate how procurement and contract management can be reformed to improve project delivery, strengthen public trust, and ensure that Government-sponsored projects can be delivered on time, on budget, and against broad economic and societal goals. It will look at good practice in Government departments, learning lessons from previous projects and identifying ways of improving practice across Whitehall.
Call for Evidence
The inquiry welcomes written submissions from industry experts, project professionals, academics, businesses, and other stakeholders. Please clearly state your name, occupation and organisation. Please state if you would prefer not to be referenced in the final report.
Responses should be limited to 2000 words and sent to contact@appgprojectdelivery.org as a Word document or email. You do not need to answer all of the questions. The deadline for submissions is Monday 7th December, 11:59 PM
Key Questions:
What are the main challenges facing the civil service regarding the procurement of services for Government-sponsored projects?
What lessons can be learned from:
a) procurement and contract management in past Government-sponsored projects; and
b) international approaches to Government procurement?
What examples are there of procurement and contract management decisions contributing to increased costs, delays or reduced value for money? Why did this happen, and how could similar issues be avoided in future?
What could an effective procurement process look like for Government-sponsored projects?
What role should a project delivery professional play in procurement to support effective project delivery?
What factors are currently considered when drafting contracts for Government-sponsored projects? Are there important considerations that are often overlooked?
Are there provisions, standards or safeguards that should be mandated consistently in Government contracts to improve project delivery, transparency and accountability?
Are there situations where in-house expertise should be employed, retained or strengthened to procure and oversee outsourcing in Government, rather than relying on external contractors?
How can Government departments ensure they have the right expertise to procure, manage and oversee contracts effectively throughout the lifecycle of a project?
The Government recently made changes to the social value model, focusing on skills and job creation over environmental and other factors. What impact might this have on project delivery?