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Crossrail: lessons in governance

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Martin Buck, Transition and Strategy Director at Crossrail, gave an overview of the governance arrangements, their evolution and lessons learned. This was an APM Governance SIG event on 17th December 2014.

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Crossrail: lessons in governance

  1. 1. Martin Buck FICE FRICS Transition and Strategy Director Crossrail Governance 1
  2. 2. What is governance? Why governance matters Considerations Who are the parties? Establishing good governance Crossrail example Contents 12/18/2014 2
  3. 3. Corporate governance can be defined as: “The function of governance is to ensure that an organisation or partnership fulfils its overall purpose, achieves its intended outcomes for citizens and service users, and operates in an effective, efficient and ethical manner.” The Independent Commission on Good Governance in Public Services Governance - what do we mean? 3
  4. 4. Governance - what do we mean? Governance of project management can be defined as: “The governance of project management concerns those areas of corporate governance that are specifically related to project activities. Effective governance of project management ensures that an organisation’s project portfolio is aligned to the organisation’s objectives, is delivered efficiently, and is sustainable. Governance of project management also supports the means by which the corporate board and other major project stakeholders are provided with timely, relevant and reliable information.“ Directing Change, Association for Project Management, 2011 12/18/2014 4
  5. 5. For Infrastructure projects, good governance is about a balance between the natural desire of sponsor(s) to retain control, and the need of the delivery team to have sufficient freedom to allow it to manage the risk to meet the project objectives. Project Initiation Routemap – Governance Module 12/18/2014 5 Governance - what do we mean?
  6. 6. Why governance matters Effective project governance is critical to project success. 5 of the 8 common causes of project failure attributable to weak governance; 7 of the 10 common causes attributable to good governance; 3 out of 5 elements fundamental to successful project delivery relate to good governance; effective governance as one of six key responsibilities for client organisation; Weak governance main contributor to project failure. Project Initiation Routemap – Governance Module 12/18/2014 6
  7. 7. Factors to consider Accountability Authority Alignment Disclosure But also scale and lifecycle 12/18/2014 7
  8. 8. Programme or Project Sponsor Parties - typical structure 12/18/2014 8 Promoters Developers Financiers Sub-projects Partners Supply chain Accountability Authority Alignment Disclosure
  9. 9. Sponsors – commissioning body Policy/business case owners Expertise Constraints Resources Land and other enabling interests Funding The parties 12/18/2014 9
  10. 10. Project - executing body Programme and project management Procurement and supply chain Safe delivery Programme controls Personnel Risk management Reporting The parties 12/18/2014 10
  11. 11. Factors – scale & lifecycle Complexity of the project Maturity of both parties Complexity of commissioning body Development curve of execution body 12/18/2014 11
  12. 12. a clear statement of the objectives and parameters for delivery between the sponsor(s) and the execution team including arrangements for remedy in the event of difficulty; the project being sufficiently autonomous with a single controlling mind; a clear system of delegation and determined process for timely decisions that fall outside the limits of delegation; a determined process for controlling change; Establishing good governance 12/18/2014 12
  13. 13. a determined process for reporting and other communications between the sponsor(s) and execution team; a collaborative culture and working relationship between sponsor(s) and execution team; board members have sufficient understanding of the project context to make reasonable timely decisions (or seek advice to help them); and a defined system for assurance at all levels. Establishing good governance (cont) 12/18/2014 13 Project Initiation Routemap – Governance Module
  14. 14. Background Parties Principal risks Crossrail 12/18/2014 14
  15. 15. January 1989  East West Crossrail  Chelsea-Hackney line  Jubilee line extension
  16. 16. Crossrail Route
  17. 17. National/strategic champion Local champion Stakeholder support Population Business Groups – London First Companies – Canary Wharf/Berkeley Group/John Lewis Industry Network Rail/TfL London Underground Project/construction/equipment suppliers Losers as well as winners Political commitment
  18. 18. Parties Department for transport Transport for London Network Rail Canary Wharf Group British Airports Authority Corporation of London London First
  19. 19. Funding (£14.8bn) Other Funding (£2.45bn) Network Rail Others DfT (£5.20bn) TfL (£7.15bn) GLA BRS & Direct Contribution Community Infrastructure Levy TfL Direct Contribution Developers Contribution Land and Property BAA plc City of London Direct Contribution (4.7bn)
  20. 20. Catastrophic failure Cost escalation Change Operator and systems interface Principal risks
  21. 21. Integrated Team Governance and stakeholders TfLDfT Project Partners Crossrail Ltd Sponsors’ Agreement Project Development Agreement (PDA) Shareholder Agreement Design Consultants London Underground NR (on-network works) Docklands Light Railway Canary Wharf Group Berkeley Homes Contractors CTOC Rolling Stock / Depot Industry Partner Agreements Delivery Contracts ‘Crossrail Project’ Executive Team Operator RfL P Rep Operating Contracts Framework Contracts JST
  22. 22. Sponsors DfT TfL Project - Crossrail Ltd Independent Board Chairman 4 independent directors – 1 serving official CoL 2 DfT/TfL nominees Parties & Roles 12/18/2014 22 Act together through a joint sponsor team
  23. 23. Parties & Roles Network Rail No sponsor role Delivery agreement with Crossrail Canary Wharf group No sponsor role Delivery Agreement for Canary Wharf station BAA No role Corporation of London No formal role London First No formal role 12/18/2014 23
  24. 24. Sponsor Board Rotating Chair TfL MD Finance TfL Head of Programmes DfT Head of Rail Investment DfT DG Rail Head of Joint Sponsor Team P Rep
  25. 25. Crossrail Ltd Board Non-exec Chair TfL nominee DfT nominee Non-execNon-exec Non-exec CRL Finance Director Executive Directors CRL Programme Director CRL CEO
  26. 26. Project Development Agreement Quasi private sector arms length DA CRL obligation to deliver Programme, milestones, funding Change Reporting and assurance Review Points, Intervention Points Joint Sponsor Team Relevant Events No relief
  27. 27. Review point 1 – July 2008 Parliament grants powers - Crossrail Bill passed Review point 2 - 2008 Sign core project documents Review point 3 – Sept 2009 Interim assurance point – programme and cost Review point 4 – April 2011 Final withdrawal point for either sponsor, full operational powers to CRL inc award of contracts 4 Review Points Delegation increased as stages of development demonstrated
  28. 28. Summary Complex multi-stakeholder environment Clear definition of sponsor and deliverer Obligations formally agreed Funding certainty Autonomous SPV style delivery organisation Authority and delegations aligned with development
  29. 29. 37km of tunnels
  30. 30. Station progress
  31. 31. Thank you 31

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