Crossrail Governance - Simon Adams, United Kingdom
Simon Adams – Head of Commercial Crossrail 2
Header here max 30 charactersCrossrail – enabling London to grow
40 (10 new)
Header here max 30 charactersSystems installation completes 2018
Header here max 30 characters
Funding – A partnership between Central and Sub-
City of London
Funding Model places London in first loss position, with Central Government the lender of
Header here max 30 charactersConsiderations in developing the Governance Model
• Accountability and Authority:
• Provide clarity between the role of Central Government and London Government (“The
Sponsors”) and the delivery entity.
• Ensure the delivery entity has sufficient decision making authority, without reverting to
protracted government processes.
• Discipline, Transparency and Disclosure:
• Ensure a clear statement of project objectives and delivery parameters, with controls on
• Ensure visibility of public expenditure and public procurements.
• Provide for independent assurance and oversight, without overburdening the project.
• Risk allocation and Value for Money:
• Ensure the clear and appropriate allocation of risk that demonstrates Value for Money.
A PPP structure met many of these objectives but scale, complexity
and market capacity limited the extent to which risk could be
transferred, and Value for Money achieved.
Header here max 30 charactersHybrid Model - Publicly Owned SPV
Docklands Light Railway
Rolling Stock /
Header here max 30 charactersHas it worked?
• Continuity of funding and freedom from political interference.
• Sponsors have benefited from a high degree of disclosure, enabling a
relatively small team to maintain effective oversight.
• Contractual discipline has provided for role clarity, a clear allocation of
risk and very low levels of Sponsor change.
• Once authority was delegated to the SPV Board (following a series of
Review Points) it has allowed timely decision making.
• Crossrail is set to be delivered on time and within its funding envelope.
• Crossrail 2 is being planned, utilising the same Governance model.
“We found that the Department for Transport and Transport for London have
established governance and oversight arrangements that provide a clear
view of risks to their financial interest and to successful delivery of the
programme.” – National Audit Office Jan 2014.
Header here max 30 charactersCrossrail experience is captured in the IUK Project Initiation
Routemap - that links well to the emerging OECD Framework.
Header here max 30 charactersMoving London Forward