Client capabilities and capital works procurement policies: a comparative analysis of Australian jurisdictions

Construction 2020 outlines a series of visions for securing the long-term success of the construction industry in Australia. In particular, Vision 2 proposes a future in which the "design, construction and operation of facilities truly reflect the present and future needs of the project initiator, future owners and tenants, and aspirations of stakeholders [and] ... will develop better systems for capturing client requirements". Meeting client needs is thus considered critical to the success of construction projects and for the construction industry overall. While there may be many participants involved in a construction project, this chapter defines a "client" as the government organisation requiring arid paying for the construction of a new building. In Australia, government is a significant client as government-initiated construction projects approach 30-40% of total industry turnover in the commercial building and engineering sectors. It is thereby in a position to strongly influence the market due to its procurement policy for capital works and its role as regulator of the construction industry. Until recent decades this role of designer, principal and project manager was undertaken in-house by public works departments, but in some jurisdictions, this function has been devolved to other government agencies some of which have little or no experience in construction. Many jurisdictions, however, have developed databases of prequalified consultants who provide advice to government departments on capital works procurement