The overall aims of the IDIs are twofold. First, to provide governments and companies with advice on best practice in developing their infrastructure assets. Second to provide action learning, work-based learning programmes to contribute to implementing infrastructure based initiatives. The particular aims are to:

Develop the ability of government departments to relate to the private sector.

  To help create effective public-private partnerships.

Provide incisive, independent advice to governments across the whole project cycle.

Improve the financial and operational performance of infrastructure-based organisations.

Provide operational advice on modern project management techniques.

Improve the performance of the supply chains of infrastructure projects.

Develop a "critical mass" of skilled leader / managers in national infrastructure organisations and in government departments.

Particular emphasis will be placed on:

Developing customised programmes for the telecoms, power, water, waste, ports, roads, airports and construction sectors and their parent ministries. there practical, action learning based programmes will lead to measurable improvements in organisational and individual performance and will include inputs on best practice in technical and managerial areas delivered by international experts who will customise the programmes to the precise needs of specific countries and their infrastructure organisations.

  Developing the LEADERSHIP and IMPLEMENTATION CAPABILITY of managers involved in infrastructure activities in the private and public sectors. The major shift in approach to procuring, funding and delivering infrastructure projects requires very different behaviour from governments, private sector companies and also from lending institutions. A new breed of business oriented, "general manager" type civil servant is required. In addition to the technical competencies (e.g. an understanding of regulation) required by the new role, they will need to develop skills in responding quickly to the requirements of the new system in finding innovative solutions to problems as they arise and in inter-personal and leadership skills.

A new breed of "engineer manager/leader" is also required within international and emerging market infrastructure companies. They will be technically competent in the latest technology, have the financial skills to negotiate appropriate funding, and the operational skills to deliver the project within quality, time and cost targets. In addition, they will require inter-personal and leadership skills to manage their staff and relationships across cultural boundaries within complex joint-venture relationships.