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Project Delivery Panel
skills that we need, and there's a lot of work going
on at this stage to draw in those skills. While a lot
of work will be done by our private contractors,
we've got to retain a degree of skill on our side. For
example, some of the people that have worked [on
the North West Rail Link] in the last two years are
going to move on to some other projects around
BL: Paul, you're trying to poach some of Rodd's
staff, I assume?
PG: Well, we're following in his wake. So in
the WestConnex Delivery Authority, there is going
to be an expansion of the project team, and we will
get some help from the private sector in that, but I
think we'll be looking to some of Rodd's strategies
and will see if there are some people who have had
that experience at the early stages who could now be
appropriate on our team, too.
BL: In closing, I might ask each of you to
imagine that you're talking to Infrastructure
Australia. As the agency is reformed, what is it
that you want to see most to make your own job
of getting things done easier?
RB: I'd like to see Infrastructure Australia play the
role of a coordinator that encourages collaboration,
the sharing of skills, and the sharing of experiences.
And I'd also like to see them allocating large
amounts of money to infrastructure. That would be
a bit of a dream.
RS: The earlier point we made about better
collaboration across projects in terms of 'lessons
learned' -- I think there is a role in that. Another thing
that would help us, particularly at a project level,
is for a better understanding of where industry is at
broadly, and what the pressures are, so that when
we are making decisions in these project phases,
we've actually got a better context of what is actually
happening, and we can make some changes in the
way we are looking at things. So better knowledge of
that interface between government overall, in terms
of projects and industry, would be really helpful.
PG: Better two-way dialogue is needed,
especially so that Infrastructure Australia has a more
thorough and better understanding of the projects
and what we are trying to achieve with the projects.
KM: They should accept that state governments
are pretty well-versed and knowledgeable about
prioritising their own projects, and should just come
along and give us a big basket of money. And keep
Victoria number one [laughs].
Roger Black, Project Director,
Projects Queensland, Queensland
Treasury and Trade
Roger Black is a Project Director at Projects
Queensland, and also a member of Infrastructure
Queensland, the body established by the
Deputy Premier to advise on issues relating to
infrastructure in Queensland.
Roger has been active in the nancial and
commercial advisory services sector for many
years, and he has worked with a wide variety
of clients in both the public and private sectors.
Those clients have been in Southern Africa, the
United Kingdom, the United States and Australia,
where he has been active in the corporate nance
sector for the past 12 years.
Roger's transaction advisory experience
includes a strong focus on infrastructure
project analysis, business case development,
project procurement and procurement options
analysis (including PPP and PFI, alliance and
traditional procurement options), project and
corporate nance, nancial modelling, and the
development, evaluation and delivery of social
and economic infrastructure projects. Roger has
been an active supporter and promoter of IPA.
Paul Goldsmith, Project Director,
WestConnex, Sydney Motorways
Project Of ce, Roads and Maritime
Since October 2012, Paul has led the Sydney
Motorways Project Of ce, with responsibility
for delivering the business case for WestConnex,
Australia's largest transport infrastructure and
urban renewal project.
Paul has extensive experience in the
development and delivery of Public Private
Partnerships, having held the position of General
Manager, Motorway Projects with Roads
and Maritime Services for the past six years,
successfully negotiating PPP upgrade agreements
with the private sector partners for both the M2
Upgrade and M5 West widening projects.
Prior to this, Paul spent six years as senior
project manager for the procurement and delivery
phase of the Cross City Tunnel. His early career
was spent on road and rail infrastructure projects
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