Many authoritative sources are calling for collaborative and integrated working to be used as a vehicle to obtain better value, levels of quality and service delivery. However, clients in the current economic climate may feel vulnerable about entering into arrangements built on collaborative working practices, which could be deemed as taking unnecessary risk. The effects of recent austerity on collaborative working are explored in this study, with particular emphasis on the positioning of trust within such relationships and its manifestation in practice. A qualitative research methodology approach is adopted through interviews with eight senior UK construction professionals. Findings from the research suggest that construction clients have returned to traditional competitive procurement methods based on lowest cost, seeking to reduce risk in their practices and maintain control in uncertain times. Perceptions of collaborative working have shifted within the austerity context, and individuals have responded with a quest for job security, which has in turn developed risk-averse work practices and affected the establishment of long-term collaborative relationships. Sceptical considerations of collaboration have re-emerged, the abuse of collaborative relationships for financial benefits and employing austerity as leverage. Further research is recommended to examine the repercussions of this shift in both practice and philosophy.

The aim of this study is to explore the extent to which trust is a viable tool in collaboratively procuring more successful UK further education construction strategies. A mixed-methods approach of quantitative and qualitative methodologies is adopted with the former using 79 survey questionnaires and subjecting data to correlation analysis. The research population is restricted to those contracting, consulting and client organisations that have had experience with collaboratively procured projects. Quantitative study findings have determined that there is a Pearson’s product moment correlation coefficient of 0·87 between all trust-building mechanisms and trust generated. Based on a p value of ≤0·05, it suggests a very strong influence between the two variables. Cronbach’s alpha test results revealed good reliability based on a coefficient of 0·79. Qualitative study findings inform the discussion of why organisations feel that certain trust-building mechanisms are particularly successful. These include incentive provisions, workshops, collaboration management systems, senior management commitment, open and joint communications and accounting policies. The study gives an understanding of how trust-building mechanisms can be designed and implemented for improving project outcomes. Future qualitative research is recommended to explore trust-building initiatives in developing a framework for increasing trust in partnering strategies.

Over the economic downturn in recent years, there has been a trend for construction clients to revert to traditional competitive procurement strategies. This is despite authoritative calls for an increase in collaborative working and partnering practices, heralded as the means to drive efficiencies and innovation. Clients may feel that the only way to assure themselves that they are not paying too much is to market-test their projects in a highly competitive environment. This study seeks to provide an insight into the effects of the recent economic downturn on collaborative working, with particular emphasis on manifestation in the practice and the positioning of trust within such relationships. Eight interviews were carried out with senior industry professionals, all experienced in partnering and collaborative working practices. Individuals have responded with a quest for job security, which has in turn developed risk-averse work practices and affected the establishment of short-term collaborative relationships. Organisations have returned to traditional competitive procurement methods, seeking to reduce risk in their practices and maintain control in uncertain times. Sceptical considerations of collaboration have re-emerged; the abuses of collaborative relationships for financial benefits, employing austerity as leverage, have become contemporary legend if not fact.

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Governments are faced with ever challenging dilemmas to find practical sustainable solutions and proposals for some scientific and problems around adopting clean sustainable energy whilst reducing waste. This is certainly an issue for Ajman which has been heavily dependent on fossil fuels for energy and had a detrimental and adverse effect on its environmental sustainability credentials in the past. This paper focuses on the use of a “collaboration toolkit” has been developed by the author and which is currently being piloted in the UK on a live project. The sole purpose of the toolkit is to deliver improved environmental sustainability solutions on construction and engineering projects. The toolkit will provide a holistic and joined up approach across the supply chain to meet the demands of the carbon neutral agenda. This will entail reducing embodied carbon in buildings, collaboration with energy partners to assess ways and means of reducing gas, electricity and water consumption and reviewing appropriate renewable technologies. It is hoped that the toolkit can prove beneficial for Ajman in overseeing a new environmental sustainability strategy for its construction and engineering projects and therein contributing to overall social, environmental and economic impacts.