The infrastructure industry and its performance is now a critical and strategic part of the economy. Taxpayers and governments depend on it to enable great community outcomes.
Improving outcomes will rely on all parties to engage, plan, design, procure, deliver, operate and maintain infrastructure differently.
1. Investment worthiness - good governance. Governments should mature their approach from 'shovel worthy' announcements to ensuring each project is 'investment worthy'.
2. Productivity expectations - government-led step change. Governments can unlock a step change in productivity by transitioning towards industrialising the sector, adopting portfolio management, expecting a digital by default approach, providing resources for front-end engagement and rewarding innovation.
3. Sector stewardship - government sponsorship. All tiers of government must be model clients, champion industry health and productivity, and reward industry members that actively respond to gender pay gaps, mental health, diversity and inclusion.
4. Asset management - upgrade rather than build. Upgrading existing assets can be a better idea than developing new infrastructure, which is becoming increasingly expensive to deliver due to the sector's stagnating productivity.
5. Strategic partners - industry and government. Industry and government must work together to ensure the sector can be viewed as a strategic asset and long-term viable partner. The sector needs support to become resilient to shifting priorities and to be willing to engage in outcome-based procurement, as well as being able to balance risks, invest confidently in innovation and deliver capability when needed.