Chris Eccles
Chris Eccles Key points: • Better infrastructure outcomes are achieved when government departments coordinate and share experiences, rather than operate in silos. • Central oversight of project delivery allows benefits and lessons to be shared across the whole of government’s project delivery. • Together, Victoria’s longer-term infrastructure strategy and robust near-term project pipeline give the market new visibility of Victorian projects.
Secretary, Department of Premier and Cabinet, Victoria
To deliver an infrastructure project takes planning, a lot of coordination and, hidden from public gaze, some good fortune. As projects get delivered, all those involved move along the learning curve. This industry stands among the best at learning from experience, and at constantly developing new ways to improve, speed up and cut costs. The challenge to get better, move faster and take on more is now as intense as ever. As you would have heard in the opening address from the Treasurer, the Victorian Government has an ambitious infrastructure agenda, with the State Budget funding more than $7 billion in new capital works each year across the Budget year and forward estimates. A similar story exists in New South Wales, and anyone who has been listening would know that appetites to take on even more are growing. The challenge to deliver is, I’m sure, being felt by all in this room. The engineers feel it, as do the planners, the financial wizards and the lawyers. There is one other profession that is sharing this challenge and excitement: my profession. Government works best when it is operating in partnership with other sectors. This is true in responding to the Royal Commission into Family Violence, pursuing economic transformation and 76
futurebuilding
jobs growth, driving an equality agenda and, indeed, delivering infrastructure. True partnership can only be achieved with mutual understanding. So, today I thought that it might be useful to give you an insight into how we, the Victorian Public Service, are supporting the infrastructure agenda; a glimpse beneath the doona of government enterprise, if you like. In addition, I thought that I’d discuss how we’re preparing for the release of Infrastructure Victoria’s 30-year plan, and what it means to move into a longer-term infrastructure planning horizon.
Delivering the infrastructure agenda As you all know, the Government came into office with a significant transport infrastructure agenda: build the Melbourne Metro Tunnel, remove 50 level crossings, extend the train line to Mernda, upgrade the Cranbourne to Pakenham line, procure new trains and trams – the list goes on. As I’m sure you’re also aware, a number of these city-shaping projects are under construction or in planning stages already. Each of these projects has substantial standalone merit. But when considered together, the whole is greater than the sum of its parts. The interconnectedness of these projects means that
Volume 7 Number 1
2255_Future Building Vol 7 No 1 copy.indd 76
29/11/2016 4:00 PM
