9 Final
remarks
297. 2008 marks a potential
turning point in the construction industry reform agenda. Whilst
we recognise the current difficulties facing the sector, we hope
that this Report, in conjunction with the launch of the Construction
Commitments, the industry's new Accelerating Change
targets, and the Strategy for Sustainable Construction,
will provide the impetus for widespread improvement in the sector's
performance in the long term. The industry has recognised that
it has ultimate responsibility for ensuring its continued health,
but government actions can help. The Government, because of its
role as both client and regulator, can and must be at the forefront
of the drive to embed best practice, and to facilitate the transfer
of learning from frequent to infrequent clients. It needs to provide
organisations such as BERR, the Office of Government Commerce
and the Health and Safety Executive with the resources and power
to achieve this. Furthermore, to give strategic leadership for
the sector, there must be someone who both government and the
industry accept as having overall responsibility for construction.
Truly joined-up working between government and industry, and between
different government departments, would be immeasurably improved
by the creation of a post of Chief Construction Officer. And the
Government should remember that, as the industry's largest single
client, helping the sector to improve means that it and the taxpayer
will directly benefit.
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