The construction industry has a history of client dissatisfaction arising from low quality of advice from professionals compounded by contractors inability to keep within time and cost. Concerns with the construction industry are not new -criticisms have been included within UK Government reports since the 1940's right up until the present day. As an environment for cultural change, a 'geared' model for rewarding performance was developed by the researcher for use The term 'geared' refers to a constant positive pressure exerted on p a r t i c i p a n t s t o a c h i e v e performance. The model is also designed to create stronger relationships b e t w e e n d e s i g n e r s , suppliers and clients to improve outcomes The methodology uses a case study approach to examine construction frameworks. This provides an opportunity to fill a current 'gap in professional knowledge'. The research is supported by 'before and after' data collection by compiling information from over 150 public sector infrastructure projects. Quantitative analysis will be aggregated from sociological questionnaires and use management structures to construct cultural paradigms of the organisations. Research is ongoing and ultimate conclusions are still to be formulated -but initial findings from gathered evidence are notable. There is a marked improvement between projects undertaken within a geared framework when compared with those using other engagement methods. If these results are scalable, relevance to the management of construction projects by all public sector organisations will be significant.