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- core transferable competencies – these are the foundational competencies applicable across the built environment. The level of expertise required will vary depending on the type of organisation and projects undertaken; and
- core specialist competencies – these explore the general competencies applicable for various specialist applications or use cases.
The core transferable competencies are:
- digital literacy and fundamentals;
- digital communication and collaboration;
- legal and ethical considerations;
- exploring digital opportunities; and
- data analytics and support.
The core specialist competencies are:
- design and planning;
- modelling and simulation;
- onsite technologies, automation and robotics;
- asset management; and
- business management.
Detailed appendices take these basic 10 competencies and turn them into capability statements that can be used as knowledge, skill and behaviour statements when writing a competency framework for an organisation.
The framework has been developed independently of the Information Management Initiative (IMI). However, the competencies advocated support the implementation of the IMI, said the CLC.
Government support
The framework document calls on the government to do its part by:
- supporting industry and education by developing policy that advocates digital literacy at all levels, ensuring the emphasis is on outcomes and not specific tools, technologies or systems;
- working with education providers and industry bodies to embed digital competency into training programmes and improve their accessibility; and
- leading by example through public procurement, incentivising digital competency on publicly funded projects, in line with Construction Playbook policies.
Furthermore, the CLC said: “Clients have an important role in supporting digital competency in the built environment. This includes upskilling and competence development of their own staff, as well as raising awareness of the benefits that can be achieved through holistic, integrated use of digital solutions that deliver strategic outcomes on their projects.”
John O’Connor, group commercial director and Europe hub clients and markets director at Laing O’Rourke, is the chair of the CLC working group that developed the framework. He said: “The report does not advocate specific tools or technologies. Instead, it is a framework for building the right culture, mindset and behaviours, as tools alone will not transform our industry, but people will.
“The rewards of building digital competency are tangible: improved productivity, enhanced safety (onsite and cybersecurity), and likely cost benefits. Additionally, it equips us to make improved decisions, collaborate with greater effectiveness, and deliver outcomes that benefit both society and the environment."
He concluded: “Our aim is to support leaders across the built environment in embedding digital competency into their organisations. I encourage you to explore the categories of competency, evaluate your own organisation’s capabilities, and take action to embed these principles across your organisation. Together, we can create a digitally confident built environment where people are equipped to deliver better outcomes across the sector.”
