The model client framework: Resources to help Australian Government agencies to promote safe construction

Abstract

Purpose

Clients of the construction industry, an important segment of the project management (PM) discipline, can make an important contribution to the occupational health and safety (OHS) performance of the construction projects they procure. This practice note aims to describe an initiative of the Office of the Federal Safety Commissioner in Australia.

Design/methodology/approach

A model client framework was developed to assist Australian Government agencies to embed OHS into their procurement and PM practices.

Findings

The model client framework establishes principles for the management of OHS in construction projects and establishes processes for client involvement in OHS through the planning, design and procurement, construction and completion stages of construction projects. Within each project stage, key management actions are established for Australian Government agencies.

Practical implications

The model client framework will enable Australian Government agencies to operate in a consistent framework and on a similar footing, with respect to the management of OHS in their construction projects. This practice note describes the key components of the framework.

Originality/value

The model client framework is the first comprehensive set of tools and resources to support construction clients to integrate OHS into their procurement and PM processes. The life‐cycle approach ensures that OHS information is transferred throughout the construction supply chain from the client, through the designer, constructor and ultimately to the end‐user. The Framework shows how the integration of OHS into all aspects of project decision making (led by the client) can significantly improve the OHS performance of construction projects.

Citation

Lingard, H., Blismas, N., Cooke, T. and Cooper, H. (2009), "The model client framework: Resources to help Australian Government agencies to promote safe construction", International Journal of Managing Projects in Business, Vol. 2 No. 1, pp. 131-140. https://doi.org/10.1108/17538370910930554