Significant challenges are associated with delivering and operating complex infrastructure in today's marketplace and they often result in variable project outcomes.
Specialised agencies should be created that sit within social infrastructure portfolios to plan, design and deliver assets. They should comprise building and procurement experts, project managers, architects and other specialists.
Agencies should be supported by standalone offices to manage large capital projects (over $250 million), build and maintain commercial partnerships and expand work on precinct developments.
Victoria and New South Wales have both created dedicated infrastructure agencies to manage their significant school and health capital programs and other states and territories should follow suit.
Also, more effective use of real-time data and analytics should be harnessed to increase transparency and improve collaboration throughout the supply chain. By using technology to generate value for each project or program, all partners and contractors will deliver benefits across the entire asset lifecycle, and so will the construction industry overall.