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This month the GIobal Infrastructure Hub (GI Hub) was delighted to participate in the second Africa Infrastructure Fellowship Program (AIFP). The capacity-building program is designed to upskill African government infrastructure specialists, enabling them to facilitate increased investment in a pipeline of new, sustainable infrastructure that has positive social and economic impact in African communities.

The GI Hub today launches Improving Delivery Models, an initiative that showcases proven delivery model improvements that enhance the quality of infrastructure. Many of the challenges faced in delivering infrastructure can be traced back to the early-stage processes of choosing the delivery model and structuring the project.

Cities are at the forefront of the pandemic crisis and are key players in the fight to achieve net-zero emissions targets. The recovery choices they make today will set urban agendas for years to come.

The NSW Government faced a shortage of skilled workers and an ongoing lack of workforce diversity in the infrastructure industry – particularly with respect to women, Aboriginal and Torres Strait Islander people, and apprentices. The government, in consultation with the construction industry, mandated skills, training, and employment targets for all major government infrastructure projects.

The New South Wales (NSW) Government sought to upgrade a 155 km section of the Pacific Highway between Woolgoolga and Ballina. It adopted a d elivery partner model that repackaged the works and tender packages on a trade or activity basis, for a logical sequencing of works across the entire project.

In Chicago, the local government received requests for more libraries and community spaces, however, there was little to no funding available for the projects. Combining a new public library with affordable senior housing improves the value proposition of both projects as construction costs can be shared between levels of government. The library could not have been built on its own.

The Queensland Government needed to deliver eight new primary schools and two new secondary schools across South East Queensland to cater for up to 10,000 additional students and 650 staff as part of the growing demand for education in the region. The Queensland Government adopted a bundling approach within a public-private partnership (PPP) contract to ‘bundle’ the 10 smaller school assets under a PPP.

Rocky Flats was a United States nuclear weapons plant in Colorado. After production was halted in 1989, government agencies did not have the capability or capacity to close the plant as quickly desired. To accelerate the program and minimise cost, performance incentives were provided to the joint venture responsible for delivering the works.

Infrastructure is one of the least technologically transformed sectors of the economy and there is a global consensus that our industry needs innovation to solve big challenges like the resilience of infrastructure during future pandemics, the rise of climate change, urbanisation, and an ageing population

In response to a 2014 Productivity Commission Inquiry into Public Infrastructure, the Australian Government and state and territory governments carried out a pilot cost benchmarking for road projects through the Bureau for Infrastructure, Transport and Regional Economics (BITRE) in co-operation with state and territory road agencies.

Ferry services in Sydney, Australia provide a vital public transport service. The NSW Government franchised the operations of the Sydney ferry services under a seven-year franchising agreement.

Objective information on upcoming project and investment opportunities in the region has historically been disparate, with differing data standards and procurement models by the Australian Federal, State and Territory, and New Zealand Governments. The Australia and New Zealand Infrastructure Pipeline (ANZIP) was developed to provide a forward view of major infrastructure projects and contracts across the two countries.

On Sao Paulo metropolitan train lines 8 and 9, a concession contract was issued for operation, maintenance, and upgrade of services and stations, and the supply of rolling stocks and signalling systems. The project attracted significant private sector participation.

Sydney Water’s new collaborative framework called ‘Partnering for Success (P4S)’ covered the appointment of long-term integrated planning partners in 2019 and a 10-year partnership with three regional delivery consortia (RDC) from 2020.

The AUD11 billion (USD8.2 billion) Melbourne Metro Tunnel Project involves the construction of twin 9 km rail tunnels through Melbourne’s central business district, in addition to five new underground stations along this route. The scope of the early works package included utility and telecommunication service relocations, site preparation works, and construction of two access shafts to allow the construction of the underground stations.

Rail Projects Victoria, a Victorian Government delivery authority, established the Victorian Tunnelling Centre (VTC), based on the Crossrail Tunnelling and Underground Construction Academy, London, to offer specialist training in the construction and operation of a variety of types of tunnels, including rail, road, and utilities tunnels.

The G20 Finance Ministers and Central Bank Governors (FMCBG) gathered for their fourth official meeting under the Italian G20 Presidency on 13 October 2021. Today, the results of the discussion were shared in the official Communiqué of the meeting and the Fourth Progress Report on the G20 Action Plan.

A new GI Hub initiative, launching in November 2021, tracks the amount of infrastructure as a stimulus announced by G20 governments and presents data insights that will help governments, investors, multilateral development banks, and project directors achieve transformative outcomes from infrastructure in the post-COVID-19 recovery.