The Department of Public Works and Infrastructure has expressed an intention to ‘Turn South Africa into a Construction Site’ to support economic growth and create jobs. What is required for this? How can this be done in a way that builds better systems and more sustainable government infrastructure in the long term?

Work in this area suggest that a framework, reviews and coordinated focused elements can help drive change and embed improved practices. A framework, review questions and examples of elements are outlined below.

1. Built Environment Strategy: Is there a clear built environment strategy for government buildings? A built environment strategy for government buildings that acknowledges current gaps and sets out clear objectives and targets could be developed. This would ensure that objectives set out in the Constitution, the National Development Plan and other national priorities are addressed.
2. Built Environment Policies and Standards: Are there up-to-date practical built environment policies and standards for government buildings? Built environment policies and standards aligned with the Constitution, the National Development Plan and best practice could be developed to provide detailed guidance and embed improved approaches.
3. Asset Registers: Is there an accurate asset register of government property including land and buildings with sufficient detail that can be used for planning? An up-to-date, accurate asset register of government property and buildings is needed for planning.
4. Site and Building Information: Is there up-to-date information on government sites and buildings such as plans, area schedules, building condition, health, safety and building regulation compliance and energy and water performance? Where site and building information is inadequate, this data can be obtained through audits and building management (see below). Audits can ascertain condition, health and safety and building regulations compliance as well as functionality related to strategic objectives. Site and building information could be captured in online systems to enable effective planning and management.
5. Need Assessments: Are processes in place to ensure that the needs, concerns, strategic objectives and plans of government and other tenants are known? Needs assessments of departments and organisations occupying government buildings and their plans could be undertaken. This could be used to establish an understanding of current and future building needs.
6. Building Development Plans: Are building development plans that respond to tenants’ needs and achieve strategic objectives in place? Do these ensure that requirements are met efficiently and that provision is fully compliant and meets best practice standards? Based on the strategy, policies and standards, asset register, audits and needs assessments, building development plans could be developed. These would ensure that user needs and strategic objectives were met in buildings. Development plans should include feasibility studies that include the investigation of alternative approaches, innovation, partnerships, new technologies and ways of working (see innovation and partnerships below) that improve service delivery, efficiencies and impact.
7. Building Development Programs: Are implementation projects in place that ensure that government tenant needs and strategic objectives are met and that provision is compliant and aligned with best practices? To implement development plans, projects need to be designed and implemented. Effective project design and specification, procurement, contract management and handover processes need to be in place. These must be efficient and well structured to ensure projects are completed on time, on budget and achieve required outcomes.
8. Building Management: Are effective and efficient capacity and systems in place to manage buildings? Are there systems in place to set targets and ensure these are achieved? Responsive, adaptive provision that is compliant and achieves best practice standards requires effective management and systems. Technical facilities management skills need to be in place. Challenging performance targets in service delivery, utilisation rates, universal design, IEQ, energy and water consumption could be set and programs and regular monitoring and evaluation processes could be established to ensure these are met.
9. Capacity Development: Are the right skills and experience in place to plan, design, procure, construct and manage of government buildings and infrastructure? Minimum capacity standards could be defined and set. Capacity gaps could be addressed through new appointments, partnerships and responsive, practical training. Organisational structures and practices including mentoring can be set up to ensure that high-performance responsive capacity and systems are developed and enhanced over time.
10. Partnerships and Innovation: Given resource and capacity restraints, are partnerships and innovations being investigated to ensure that strategic objectives are achieved? Are promising options investigated, piloted and evaluated to identify and develop improved approaches? Partnerships with the private sector, NGOs and community organisations could be used to draw in additional resources and expertise to develop and manage buildings, infrastructure and services. Innovative technologies and new business models, such as product-as-a-service could be explored to identify ways to improve efficiency, sustainability and service delivery.