The Institute of Public Works Engineering Australasia is supporting its members, as well as the wider industry, to tackle sector-wide challenges through education, advocacy, events and more.
Amid significant industry challenges, the infrastructure sector continues to power on. Unprecedented spend on a national and state level is providing a consistent pipeline of infrastructure works towards the future.
Despite this, persistent challenges such as skill and personnel shortages in a number of disciplines, along with increased costs for materials, is applying pressure on large and local projects.
Access to crucial resources, guidance and representation can play a key role in reducing the impacts of these challenges. This is why peak industry bodies and institutes are so important in fostering a secure future.
The Institute of Public Works Engineering Australasia (IPWEA) is one such association.
IPWEA is the peak association for public works professionals across Australia and New Zealand representing both the public and private sector.
IPWEA’s membership base comprises public works specialists from a variety of infrastructure types, such as roads, rail, ports and power. A large portion of consultancy firms in these given disciplines are also members of IPWEA.
As a result, IPWEA holds considerable influence throughout the infrastructure sector, using its platform to provide leadership, mentoring, research, programs and more.
IPWEA Chief Executive Officer David Jenkins says the organisation’s focus on improving local communities is what drives its consultation and promotional services.
“We have a community of about 30,000 people with divisions throughout Australia and New Zealand,” he says. “We’re a peak association that’s set up to deliver networking events, training and education for those people in public works and local government engineering.”
More with less
A glaring issue that continues to affect the infrastructure and public works sectors – and an area that IPWEA is aiming to address – is the shortage of skilled personnel and accelerated adoption of technology as a result.
Earlier in 2024, Jenkins published an article titled People. The high-performance differentiator, where he outlined the importance and role of people over technology.
“Technologies such as Artificial Intelligence can give you a whole load of information and data, but then you need skilled people to be able to interpret and provide meaning to that data so you can implement meaningful solutions in the future,” he says.
“That’s why I believe that there’s always going to be a role for people in technology. We can use technology to make the collection of information more efficient, but at the end of the day someone needs to be able understand what that data means to tell the full story.”
It’s a notion that isn’t exclusive to Australia, with many different sectors internationally having to find the right balance between automation and human interaction.
“Technology overall is clearly a positive tool, but it’s very important that we maintain that human element. That’s why we’re so passionate about making sure we build capacity and capability,” Jenkins says.
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Research from McKinsey & Company has found that adopting an approach that focuses on the development of both technology and human staff in a ‘dual focus’ can help to provide the company with a performance edge. The report shows that these companies rank among the most profitable in their industries.
Jenkins adds that the discussion also encompasses sustainability – a sustainable human workforce that, when paired well with technology, can also lead to more sustainable infrastructure outcomes.
“Other countries are grappling with the same issues, especially when it comes to decaying infrastructure. We can’t keep building new all the time, we’ve got to be thinking about how we can maintain and redevelop our existing infrastructure to suit our communities’ future needs,” he says.
Jenkins believes a focus on upskilling existing and emerging leaders is of paramount importance, as is the retention of skilled personnel.
“Capacity and capability are issues across multiple industries. For public works and engineering, it’s no different. With the amount of money that’s being invested in infrastructure, it’s just as important to highlight the need to have the right people and the right level of education, training and development. That’s massively important,” he says.
“We often talk about lifelong learners and the importance of this regardless of your profession. Whether you’re just starting your career, or are towards the end, there’s always an opportunity to learn.”
So how do these initiatives help? For the IPWEA, it’s about giving its members the right tools so they can better plan and carry out public works services.
“Our members look after infrastructure that some might take for granted like roads, community facilities, parks and water. They do some really interesting projects that add a lot of value to local communities, that’s why we want the brightest and best to work in local government,” Jenkins says. “There’s clearly a skills shortage, that’s why professional bodies like ourselves can share these stories to help solve these issues.”
IPWEA’s resources around Asset, Fleet and Infrastructure Financial Management, national specifications, access to association publications and asset management documents/templates are readily available to support the delivery of community demands.
These resources, combined with educational programs and industry events, are key reasons why IPWEA has close to 5000 members.
Jenkins says Australia’s progress in infrastructure management and delivery has gathered international attention, but there’s still more work to do, with more opportunities to share and exchange intellectual property.
One example is the Government Finance Officers Association (GFOA), based in the United States. This organisation is working with IPWEA on a joint on-demand program on infrastructure asset management. This is a first and highlights the importance of building capacity in strategic asset management across geographical boundaries and professions.
“The world holds Australia in a high regard when it comes to infrastructure asset management,” Jenkins says.
“That’s where we can tap into best practice internationally. How we can then take what we know and share that with like-minded organisations is an aspect that could benefit several sectors, not just local government.
“That knowledge exchange is going to be very important.”
This article was originally published in the August edition of our magazine. To read the magazine, click here.