Home' Future Building Australian Infrastructure Review : Volume 5 Number 1 Contents 98 futurebuilding Volume 5 Number 1
You will see that we will act more like a business
partner in working with you in innovative ways to
deliver these projects. There need to be consistent and
detailed guidelines, so that every time you enter into
an agreement, it's going to be the same process. You
don't have to guess about what's going to happen next.
We're going to continually review our assumptions
to improve the process, and a big part of this is about
communicating the bene ts of these programmes to
Many members of the public still think that a P3 is
a black box; something goes in and something pops
out the other side. They really don't understand what
the bene ts are.
Before this role, I served ve years on the
Commonwealth Transportation Board, and I learnt
that I might as well get the public involvement
up-front, because I'm going to get it anyway, and it's
better to deal with it up-front.
It's the quickest way to bring these projects to fruition
-- to engage up-front, and not try to explain afterwards,
so that's something we're going to focus on.
We've also recognised that others have a lot of
good ideas. I've already mentioned that availability
payments are being done around the world. We don't
have that ability, but we certainly recognise that the
way these projects are being funded is changing.
We understand there will be some challenges;
public funds are shrinking and traditional delivery
methods are more and more dif cult.
In the Commonwealth of Virginia, we have the
traditional design, bid, build model; the design, build
model; and then the P3 model. That has caused some
issues with our legislators in the past. So, now we
have to certify that when we use a P3, it doesn't t
these other procurement methods.
That is also to safeguard the taxpayers, because
those other procurement methods have guidelines as
to when payments can be made, when construction
can start, et cetera.
We've had a high-pro le project in the
Commonwealth that was said to be a P3 that was
really a design-build; that didn't go well, and we were
out $US300 million (A$343 million) without a permit.
Now the P3 process has taken the brunt of the
criticism, but really it was the risk of getting the
permit that wasn't done. Had we chosen to do this
as a design-build project, the law would have kept us
from putting those monies out for construction until
we had received the permit.
So, we realised that getting the right procurement
method is key.
Governor Terry McAuliffe and I recognise that we
cannot deliver the Commonwealth's transportation
projects without the help of the private sector, and
without using private investment.
So we will be a proponent of the process, and we
look forward to working with you.
Aubrey Layne, Secretary of Transportation, Commonwealth of Virginia,
On 22 November 2013, Governor Terry McAuliffe appointed Aubrey Layne as Secretary of
Transportation for the Commonwealth of Virginia. He was sworn into of ce on 12 January 2014.
Secretary Layne oversees seven agencies with more than 10,000 employees and combined budgets of
more than US$5 billion (A$5.71 billion). Prior to his appointment, he represented the Hampton Roads
area on the Commonwealth Transportation Board from 2006 until January 2014.
Secretary Layne most recently served as President of An Achievable Dream Academy in Newport
News, Virginia -- a unique partnership between public schools and the local business community
providing at-risk students with opportunities to succeed.
Prior to joining An Achievable Dream, Secretary Layne was President and Principal Broker of Great
Atlantic Properties. He joined the company in 1994, and was responsible for operational activities,
new business acquisition and capital improvement strategy. Before joining Great Atlantic, he held
various positions at Hofheimer's Inc., and ended his tenure there as President. Secretary Layne began
his career as a Certi ed Public Accountant with KPMG.
Secretary Layne earned a Bachelor of Science in Accounting from the University of Richmond, and
received an MBA from Old Dominion University with a concentration in International Business. In
2011, he completed the University of Virginia's Sorensen Institute for Political Leaders programme.
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