Infrastructure is the backbone of every country, providing connectivity, shaping places and delivering vital services to its citizens.
At its core, infrastructure delivers undeniable value to society. However, budgetary constraints, competing political agendas and conflicting local and national priorities can often result in society feeling overlooked in the decision-making and delivery process of major infrastructure projects.
So, how do we overcome these challenges to unlock significant economic, environmental and social benefits and ensure these benefits are equitably distributed across society? The answer is simple: we must place people at the heart of infrastructure delivery and bring everyone on the journey with us, united by a common purpose.
The idea of placing “purpose” at the heart of business operations has seen significant traction in recent years. Increased awareness of corporate social responsibility and sustainability being critical to business operations is nothing new; however, placing these considerations at the heart of an organization’s decision making, above financial considerations, is changing how businesses connect with their staff and respond to their customers.
Major infrastructure delivery can benefit greatly from this approach. “Purpose-driven delivery” involves understanding the society our project serves, effectively communicating their value to stakeholders and actively listening, empathizing and responding to the communities affected throughout the delivery process. Similar to purpose-led organizations, this approach enhances project delivery, aids in making sound investment decisions and mitigates critical risks during execution.
In partnership with the U.K.’s Major Projects Association, Jacobs produced a guide for major infrastructure project stakeholders, including designers and decision-makers, on embedding social value principles and techniques for better project delivery.
“The purpose of the Major Projects Association is to improve the initiation and delivery of major projects and their outcomes”, says the Association Development Director Manon Bradley. “It’s clear that a focus on social value can help major projects improve social outcomes and ensure early-stage benefits are shared among stakeholders and suppliers, setting them up for success. We believe that social value is an integral part of major project initiation and delivery rather than a nice-to-have add on. This report offers a readable guide to ways in which all major projects can integrate social value so that positive outcomes are maximized.”
As part of the guide, evidence was collated across major project stakeholders, including Major Projects Social Value Forum members. This forum was founded and is chaired by Jacobs, with a steering group representing some of the U.K.’s most prestigious major infrastructure projects. The guide includes techniques and case studies from established industry practices, tested on major projects in the U.K. The guide is based on research, including surveys and interviews, which confirms that social value is crucial in delivering project outcomes far beyond procurement. It helps reduce risks, attract financing, foster a united culture and maximize the value delivered for every pound spent.
By recognizing the potential of social value, projects develop a clear “purpose” that resonates with communities, funders, staff and suppliers, uniting them behind a common mission and creating a cohesive approach that permeates every stage of the project lifecycle.