Competencies for the intelligent public sector construction client
- Authors: Bernard Aritua 1 ; Steve Male 1 ; Denise Bower 1 ; Nancy Madter 1
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- Source: Proceedings of the ICE - Management, Procurement and Law, Volume 164, Issue 4, September 2011 pages 193 –201
It is widely accepted that an organisation’s performance is closely linked to the people working within it. Hence, the success or otherwise of the intelligent client in the delivery of major public infrastructure is closely linked to identifying the right individuals for the right positions. Multiple case studies research on the current and future challenges in delivering major public infrastructure has shown that the critical roles representing the intelligent client are under strain. The declining numbers and profile of individuals in key roles suggest difficulties in the future. Moreover, clear deficiencies exist at the front end of current schemes, when critical decisions are made about policy, desired public service aspirations and concepts of design outcomes. To face these challenges, the competencies needed to fulfil the intelligent client role need to be clarified. This should enable the public sector to engage more productively with the private sector and to obtain value for money. A socio-technical systems conception of the endeavour to deliver major infrastructure suggests an alternative basis for fulfilling the intelligent client roles.