Home' Future Building: The Australian Infrastructure Review : Volume 4 Number 1 Contents 60 futurebuilding Volume 4 Number 1
Project Delivery Panel
stations, and build the transport interchanges across
the whole region as a PPP with a 15-year operating
concession beyond completion. That tender closes at
the end of this year, and we are targeting an award in
the second half of next year.
BL: Roger, do you want to give us a avour of
what you're doing up in Queensland with motorways,
but also with health and other areas?
Roger Black: Projects Queensland has
essentially become the part of Queensland Treasury
that deals with complex projects and complex
procurements, and compiles business cases and
preliminary assessments. It undertakes procurement
where there is a high level of complexity and
potential for using private nance, and projects range
from the Toowoomba Second Range Crossing to the
Queensland Schools PPP procurement, which is
There is also some activity in the social
housing space. One of the other topical things
in Queensland at the moment is the issue of
contestability, and Projects Queensland is involved
in some of those opportunities.
BL: Given that you all have large projects to
deliver, how often have you talked to compare how
you are going?
PG: Quite often. We've had regular discussions
with Rodd Staples and some of his people. I've been
down to Melbourne on several occasions. I think
the conversations are very frequent and very open.
We've stolen a few good ideas from Ken Mathers, as
BL: What's the forum that helps you do that?
PG: For me it's been mainly informal. The good
thing is that we've been able to have some very open
conversations, and people have been willing to share
the bad experiences as well as the good, which is
KM: It's been a very close relationship over the
last 10 years between Victoria and Queensland,
particularly with respect to the large PPP road
projects. That's mainly come about through a couple
of us knowing each other really well, speaking at
forums and developing that relationship.
In our former organisation, when we did the deal
on EastLink in Melbourne, I rang up Dave Stewart
(former Executive Director of Projects Queensland)
who was working with Brisbane City Council at the
time, and told him that we'd had a very successful
outcome and asked would he like to hear about it,
and he said, 'Yeah, that would be fantastic.'
So we spoke to him and his council and his staff,
and then they decided to largely adopt our model for
the CLEM7 project, and that subsequently continued
on with the Airport Link procurement.
As Paul said, we have been engaging with him a
fair bit. It's not only him coming down to see us, but
it's us coming to see him, as well, and also some of
his Treasury colleagues.
And Rodd's been down to see us, and I think these
informal relationships are very good. We're trying to
pull together to develop our skills so that we match
the skills and the capabilities of the private sector,
because they go from one PPP project in one state to
another state. They are always enhancing their skills,
and it's appropriate that we have dialogue so we are
up to speed, too.
BL: We've got a new national government that
wants to reform Infrastructure Australia and wants
to harness best practice. Is there a role for a Federal
Government to start to pull some of these things
together, outside of the personal relationships
that you have with each other within the small
KM: My view is that when the Federal and state
governments become too involved, it becomes
overpowered by the bureaucracy. Personally, I like
the informal relationships that we have. We all work
within bureaucracies and we are all responsible to a
department, and to a minister, and we have a lot of
dialogue in Victoria with the Department of Treasury
and Finance. It has to be that way to deliver these
continued from page 58
Above: Rodd Staples
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