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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.

Recent aspirations to transform the delivery of major capital programmes and projects in the public sector are focusing on the achievement of value for money, whole life asset management and sustainable procurement, embodied in the principles of the Intelligent Client. However, there is little support offered to those working in client functions to promote the development of the skills and behaviours that underpin effective client decision-making. In line with the relaunch Infrastructure UK's Project Initiation Routemap, the Capacity Building Panel at the Institution for Civil Engineers has taken the first step in providing individuals with client capability development guidance. The Intelligent Client Capability Framework translates the principles of the Intelligent Client into a self-assessment with big potential, not just for building the capacity of Civil Engineers as Intelligent Clients, but for UK clients in general.

The UK government’s ‘infrastructure procurement routemap’ was launched in January 2013. It has now been applied to a range of projects and, following consultation, is being re-launched as the ‘infrastructure routemap’. It promises to enable public and private infrastructure providers to improve delivery and save money. The authors reflect on its impact to date and consider its relevance to more intelligent asset management.