Queensland is entering a pivotal phase in its infrastructure development. With the dual imperatives of long-term urban growth and the global spotlight of the Brisbane 2032 Olympic and Paralympic Games, the state is undertaking one of the most ambitious infrastructure programs in its history. Billions of dollars are being committed to transport, rail, and precinct development, alongside investment in the systems, capabilities, and partnerships required to deliver these priorities effectively.
But the money alone won't guarantee success. Unless we confront the delivery risks head-on, we risk falling behind at a time when execution is everything.
This scale of development brings with it a unique set of challenges. Delivering multiple mega projects concurrently in a dynamic economic environment places pressure on skilled labour availability, supply chains, and planning systems. Urban density, environmental considerations, and the need for climate resilience further complicate delivery.
These challenges demand not only technical excellence but also strategic foresight, agile governance, and a culture of collaboration across the public and private sectors. Government and industry must now move beyond 'business as usual' and actively rethink delivery from the ground up.
A defining feature of this infrastructure wave is the diversity of delivery models being employed. Public-Private Partnerships (PPPs) have been favoured for large complex projects by combining public sector funding with private sector expertise and financing. This type of model enables the appropriate transfer of risks associated with construction, financing and operations. Collaborative alliances, and early contractor involvement (ECI) frameworks are increasingly used to manage risk, encourage innovation, and ensure value for money. These approaches are not just about efficiency - they are about resilience. As Queensland navigates skilled labour shortages, supply chain volatility, and the imperative for climate-adaptive infrastructure, these collaborative procurement models allow for adaptive planning and shared accountability.
Yet the choice of model is not the end game, it's how those models are used and managed in flight that will determine success. True collaboration, early alignment, and commercial structures that incentivise problem-solving, not finger-pointing, are what will move the needle.
Looking ahead, the success of Queensland's infrastructure program will depend not only on the scale of investment but on the sophistication of its delivery mechanisms and what can be done to turn strategy into execution. KordaMentha has been privileged to work alongside several of Queensland's leading government departments at the forefront of delivering these major infrastructure projects.
These departments are not only managing complex delivery portfolios but are also playing a strategic role in shaping the future of infrastructure governance in the state. Their willingness to embrace new delivery models, engage deeply with industry, and confront challenges head-on reflects a forward-thinking approach that is essential for success in this high-stakes environment.
By embracing innovation, fostering genuine partnerships, and maintaining a clear focus on long-term outcomes, the state is positioning itself to deliver infrastructure that is not only on time and on budget, but also fit for the future. But the directive is clear: get ready or risk getting left behind. As government moves fast, those who aren't commercially and operationally ready to partner at pace may find themselves on the sidelines. This is more than a delivery challenge – it's a generational opportunity to build the infrastructure legacy Queensland deserves, much like the transformation Sydney experienced after the 2000 Games.