FRAMEWORKS & GUIDANCE The intelligent client capability framework
The Intelligent Client Capability Framework has been produced by the Capacity Building Panel of the Institution of Civil Engineers (ICE) and extends on the previously published ICE Competency Framework to provide a guide to members who find themselves working in a client capacity.
Background The capability of the client and its relationship with stakeholders, both the sponsor organisation and the supply chain, has a direct effect on the
Intelligent Client responsibility and relationships
The Framework also builds on the ICE Competency Framework (ICE 2011) by providing role-specific guidance and therefore should be considered as one aspect of continuing professional development. It is not a performance assessment, a recruitment tool, or an official standard. Rather, it is a systematic means of identifying areas for capability enhancement for
individuals who are
undertaking the role of the client. This is achieved through the consideration of the issues associated
achievement of efficient and sustainable outcomes. Intelligent Clients are therefore firmly at the centre of efficient, productive, value-for-money relationships with the sponsor and supply chain. While it is recognised that varying operating and delivery models impact the breadth and depth of the required client capability, the term ‘Intelligent Client’ crucially refers to the capability and capacity to manage the process of translating policy into outcomes.
The Intelligent Client Capability Framework outlines client capability in seven key areas and breaks these down into the individual capabilities that have the potential for development in support of the delivery of major project or programme outcomes. The purpose of the framework is to provide a guide for members who find themselves working in a ‘client’ capacity. Infrastructure UK’s Improving Infrastructure Delivery: Project Initiation Routemap Handbook (IUK 2014) was developed to support successful development by clients of major economic infrastructure. The Framework incorporates the principles used in the Handbook and provides a structured means of self-assessment, helping members to reflect on their own practice and identify areas for development and the incorporation of best practice.
with the role during project or programme initiation, procurement and delivery including: • adequately testing the business case; • providing continuity of investment funding;
• accurately translating and communicating the high level requirements to key stakeholders;
• ensuring maximum value is derived from all
• supporting those
responsible and effective governance arrangements and
• articulating the nature and shape of the
organisation required to deliver.
Innovation & Research Focus Issue 99 NOVEMBER 2014 5 The seven key capability areas
How to use the Capability Framework
The self-assessment is completed through reflection on the capability indicators detailed under the seven capability areas listed above. For each indicator, the user should: 1. consider whether the attribute is core to their role in the client function or whether it is not necessary given the specifics of the project or programme (if deemed not necessary, continue to next indicator);
2. reflect on whether they are effectively managing or applying the attribute and the implications for the project or programme should that capability not be fully exploited;
3. identify areas for continued exploitation or improvement.
References • Infrastructure UK, HM Treasury and Lord Deighton (July 2014), Improving Infrastructure Delivery: Project Initiation Routemap Handbook, https://www.gov
. uk/government/uploads/system/uploads/ attachment_data/file/330374/0208_ Routemap_Handbook.pdf. IUK, London;
• Institution of Civil Engineers (November 2011), Competency Framework for Post Professional Review, http://www.ice.org
. uk/qualification-careers/Competency- Framework-Assessment. ICE London.
For more information please visit http:// www.ice.org.uk/
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