Home' Future Building: The Australian Infrastructure Review : December 2011 Contents 32 futurebuilding
Volume 2 Number 2
A Broad mandate for reform
One of the focal points for Infrastructure NSW
since its establishment has been the Port Botany/
Sydney Airport precinct in Sydney, and in particular
looking at ways of unblocking essential transport
arteries like the M4 and M5.
Broad described the Port Botany precinct as
a ‘much-neglected’ part of the economy, saying
it drives around 10 per cent of the state’s gross
domestic product and, as such, is also an important
contributor to the national economy.
‘You can’t get much past Port Botany and the
M4 and the M5 motorways. They are the arteries to
the city,’ Broad says.
‘And then there is the rail freight transport
coming out and into Botany. Those things will be
at the heart of what we do when we include the
Describing the Government’s decision to
sell Port Botany as a ‘very big step forward’, he
explained that improving transport connections in
and around the precinct is fundamental, adding that
if New South Wales does not address the issues in
the next 20 years, ‘our relative competitiveness will
definitely go backwards’.
‘We are conducting a study on the precinct that
includes the airport and Port Botany. I want to be
clear about the economic drivers that are interfacing
out there: What is it? How does it work? What are
the congestion points? If we invest, how do we
create value in that area?’
Broad, a supporter of Jeff Kennett’s reforms to
the Victorian transport system in the mid-1990s, is
renowned as a reformer in his previous roles with
the public sector.
A former Managing Director of Sydney Water
and Hunter Water, he had a lot of experience with
pioneering BOOT (Build, Own, Operate, Transfer)
water projects in the 1990s, including, as head of
Hunter Water, introducing a user-pays charging
system curbing waste and paving the way for more
efficient investment in the company’s infrastructure.
From 1997, Broad headed EnergyAustralia during
a period of significant change, as it transitioned
from a vertically integrated public monopoly to a
publicly-owned, but corporatised electricity and gas
retailer and distributor in a national energy market.
Under Broad, EnergyAustralia grew from a
traditional monopoly to a competitive rival vying
to provide infrastructure and services to Australia’s
retail and wholesale markets, totalling 1.4 million
He stresses that the first step to meeting the
infrastructure challenge is in understanding how we
will live our lives by 2030.
‘It will not be a world where we all rush to work
at eight o’clock. It will be a world where we work in
a virtual environment.
‘It will be a world where middle management
largely doesn’t exist in most businesses. It will be a
world where most people will start their day interacting
with counterparts through a flat screen TV in quite a
different way than they do now,’ Broad says.
Broad says that while transport tends to dominate
the national spotlight, he sees energy and utilities as
a vitally important part of his role.
‘Transport gets all the attention, but energy is
incredibly important. We are net electricity importers
from Queensland. There’s going to be a need for
base load power. It’s been one of the things that has
been put on the backburner for 15 years.’
And he argues that a much stronger partnership
between government and industry is needed, to get
the best from the infrastructure renewal task.
He singles out planning and approvals risks as
one such area where risk needs to be rebalanced.
As head of Sydney Water, Broad oversaw the
construction of a $450 million sewerage overflow
tunnel from Lane Cove to North Head. Transfield
undertook the construction, while Sydney Water took
on development and approval risk. It was a balance
that Broad says worked well and should be revisited.
Continued on page 34
It will be a world where middle management largely
doesn’t exist in most businesses. It will be a world
where most people will start their day interacting with
counterparts through a flat screen TV in quite a different
way than they do now,’ Broad says.
ABOvE: Paul Broad
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