DOCSLIB.ORG

Auditor General's Report Performance Examination

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Auditor General's Report Performance Examination AUDITOR GENERAL’S REPORT PERFORMANCE EXAMINATION Contract Management of the City Rail Project Report 7 – August 2005 AUDITOR GENERAL for Western Australia Serving the Public Interest AUDITOR GENERAL for Western Australia Serving the Public Interest THE SPEAKER THE PRESIDENT LEGISLATIVE ASSEMBLY LEGISLATIVE COUNCIL PERFORMANCE EXAMINATION – CONTRACT MANAGEMENT OF THE CITY RAIL PROJECT This report has been prepared consequent to an examination conducted under section 80 of the Financial Administration and Audit Act 1985 for submission to Parliament under the provisions of section 95 of the Act. Performance Examinations are an integral part of the overall Performance Auditing program and seek to provide Parliament with assessments of the effectiveness and effi ciency of public sector programs and activities thereby identifying opportunities for improved performance. The information provided through this approach will, I am sure, assist Parliament in better evaluating agency performance and enhance Parliamentary decision-making to the benefi t of all Western Australians. D D R PEARSON AUDITOR GENERAL 31 August 2005 2 AUDITOR GENERAL for Western Australia Contents Auditor General’s Foreword 4 Key Findings and Recommendations 5 Key Findings 5 Key Recommendations 7 About this Examination 8 Importance of the City Rail Project 10 Findings and Recommendation 10 New MetroRail 11 The City Rail Project 12 The Design, Construct and Maintain Contract 13 Lessons for the Future 17 Contract Management 19 Findings and Recommendations 19 About Contract Management 20 People 22 Systems 24 Monitoring 26 Relationship Management 32 Other Obligations 35 Claims Management 36 Findings and Recommendation 36 About Claims Management 37 Lump Sum Contract Costs 37 Claims and Variations 39 Dispute Resolution Procedures 44 Project Timeliness 46 Findings and Recommendations 46 Project Delays 47 Project Delay Implications 50 AUDITOR GENERAL for Western Australia 3 CONTRACT MANAGEMENT OF THE CITY RAIL PROJECT Auditor General’s Foreword It is always a challenge to deliver major infrastructure projects on time and budget. Such projects are inherently diffi cult due to their signifi cant fi nancial investment, technical complexity, exacting regulatory frameworks and potential for industrial action. Recognising the scale and magnitude of the City Rail Project, I decided to audit the contract management arrangements midway into the contract, rather than waiting until after its completion. My motivation was that providing an audit view of the administration of the contract at this point in time is better than the traditional approach of conducting an audit after completion, when there is limited opportunity to address any issues arising. We examined the Public Transport Authority’s (PTA) contract management processes and systems, assessing these against better practice guidelines. No material adverse audit issues were identifi ed. Accordingly, I was satisfi ed that PTA has been competently managing the City Rail contract. The eventual outcome of the City Rail Project cannot be predicted. Signifi cant challenges lie ahead. The project is currently behind schedule, the complex tunnel boring phase is yet to commence, some high value claims are being disputed, and industrial issues are evident. These challenges will put all parties under increasing pressure. Although competent contract management alone cannot guarantee a positive outcome, it is fundamental to protecting the State’s interests. In this context, comfort can be taken from the robust processes and systems in place at the time of the audit. I will continue to observe progress and may revisit this project. 4 AUDITOR GENERAL for Western Australia Key Findings and Recommendations The biggest public infrastructure project underway in Western Australia is the $1.56 billion budget New MetroRail project. Over its six-year period, New MetroRail will account for about 10 per cent of the State Government’s estimated $15 billion purchases of fi xed assets. The City Rail Project is the most technically challenging and innovative component of New MetroRail. City Rail comprises 770 metres of twin bored tunnel, 475 metres of cut-and- cover twin track tunnel and two underground rail stations within Perth’s central business district. The $324.5 million (design-and-construct price) City Rail contract was awarded on 14 February 2004 to Leighton Contractors Pty Ltd (the Contractor), with a completion date of 23 October 2006. On behalf of the State, the Public Transport Authority (PTA) is the project owner, contract principal and contract manager. While the immediate project cost risks are mostly with the Contractor, the long term asset risks remain with the State. City Rail needs to be safe, structurally sound and functional throughout its expected 120 year life span. To ensure this for the future, rigorous care and attention to design and construction detail is required now. This design and construction responsibility rests with the Contractor. PTA’s role in monitoring the Contractor’s work is therefore crucial to protecting the State’s interests. We examined PTA’s contract management of the City Rail Project. Key Findings At 30 June 2005, PTA is capably fulfi lling its contract management role by: using suitably qualifi ed and experienced people maintaining sound systems and processes vigilantly monitoring the Contractor’s performance keeping up a cooperative working relationship with the Contractor. The pricing structure of the City Rail contract aims to provide price certainty for the State, to the extent practically achievable. Ninety-seven per cent of the contract award price of $324.5 million is a ‘fi xed’ lump sum, payable only against completed project milestones. AUDITOR GENERAL for Western Australia 5 CONTRACT MANAGEMENT OF THE CITY RAIL PROJECT KEY FINDINGS AND RECOMMENDATIONS ... continued The fi nal price paid to the Contractor will likely be higher than the contract award price, as the contract provides for: rise-and-fall – an indexed allowance for infl ation that is applied to monthly progress payments and to most variations and claims variations to the scope of works allowable Contractor claims made under the contract and under law adjustments to the three per cent of the contract price that was estimated as provisional sums and quantities. Therefore, despite the fi xed-price nature of the contract, it is not possible at this stage to accurately estimate its fi nal price. PTA has been protecting the State’s interest by carefully assessing contractor claims. This includes confi rming that an entitlement exists under the contract, and then checking its dollar value, before making payment. A few high value claims are proceeding through the contract’s dispute resolution process. Given the complexity of the project, and the time and cost pressures facing the Contractor, more high value claims are likely. Scope variations include additions, deletions, increases or decreases to the agreed Project works. At 30 June 2005, the value of scope variations to the City Project was low ($2.7 million) – less than one per cent of the contract award price. At 30 June 2005, the Contractor was targeting a Practical Completion Date of 31 December 2006, about two months later than the current contracted date. A number of key construction activities were more than two months behind schedule, which could indicate a further delay in project completion. The Contractor had advised PTA that it would submit an updated works schedule after it successfully commences bored tunnelling and can re-program its works from a fi rmer baseline. The rate of progress of the works is the responsibility of the Contractor. The contract therefore imposes fi nancial costs on the Contractor for late completion. However, project delays will also affect the people of the State and PTA’s public transport operations. PTA is preparing to systematically assess the risks, and develop contingency plans, in the event that City Rail is signifi cantly late. The City Rail contract was adapted from a Main Roads (Western Australia) contract model. This model has worked well in the past 10 years for less complex projects and in less heated construction markets. If this adapted contract model succeeds with City Rail, it will have further proven itself as a viable option for future major public infrastructure development in Western Australia. 6 AUDITOR GENERAL for Western Australia Key Recommendations Building on its capable contract management to date, and recognising the mounting time and cost pressures on the Contractor, PTA should: continue to vigilantly monitor the Contractor’s performance; rigorously but fairly scrutinise Contractor claims; and cooperate with the Contractor in its efforts to accelerate the works, without jeopardising PTA’s position under the contract give priority to developing contingency plans in the event that the City Rail Project is signifi cantly late retain its experienced contract management team through to project conclusion periodically review the City Rail budget, in particular the adequacy of its provision for contingencies ensure that the strong elements of its contract management practice to date, together with any lessons learned, are consolidated and shared with other agencies conduct a thorough post-project evaluation of the City Rail contract model to inform the delivery of future public infrastructure projects. AUDITOR GENERAL for Western Australia 7 CONTRACT MANAGEMENT OF THE CITY RAIL PROJECT KEY FINDINGS AND RECOMMENDATIONS ... continued
Load more

Recommended publications
  • Pdfdownload PDF Version
    V E R N M E O N G T E O H F T Public Tr ansport W A Authority E I S L T A E R R N A U S T annual report2008-2009 2 Contents Introduction to your annual report ....................................................................... 4 To the Hon. Simon O’Brien MLC Chief Executive Officer’s overview ...................................................................... 8 Minister for Transport Transperth ......................................................................................................... 12 In accordance with Section 61 of the Transperth Trains ........................................................................................ 21 Financial Management Act 2006, I submit for your information and presentation to Transperth Buses ........................................................................................ 24 Parliament the Annual Report of the Public Transperth Ferries ....................................................................................... 27 Transport Authority of Western Australia for Regional Town Bus Services ............................................................................. 30 the year ended 30 June 2009. The report School Bus Services ......................................................................................... 32 has been prepared in accordance with the Transwa ............................................................................................................ 36 provisions of the Financial Management Act 2006. Network and Infrastructure ..............................................................................
    [Show full text]
  • Yanchep Rail Extension PROJECT DEFINITION PLAN JUNE 2018 Contents Foreword
    Yanchep Rail Extension PROJECT DEFINITION PLAN JUNE 2018 Contents Foreword FOREWORD 1 METRONET Growth in Perth’s North-West Corridor was an idea first conceived in the 1970s. It was an idea with a staged approach with rail as a central piece of PROJECT SNAPSHOT 2 partner agencies infrastructure to help connect and move people living and working in the Alkimos Station* 2 area. Eglinton Station* 3 Yanchep Station* 3 Supporting this growth in a planned and sustainable way will become more important than ever. That is why we have established METRONET EXECUTIVE SUMMARY 4 – a new approach which brings transport and land use planning together The Strategic Need 4 to work as a team as we design and deliver development intensifying rail The Project 4 infrastructure. Project Objectives 4 For the Yanchep Rail Extension we will see not only the Joondalup Line Delivery Strategies 4 Department of Transport extend to Yanchep with three new stations, we will also see the planning Timing 5 for three new communities that will become a neighbourhood, town and 1 METRONET OVERVIEW 6 secondary city for Perth. 2 PROJECT OVERVIEW 8 The stations will provide a high-level of service for passengers on day one E R N V M E O N G T E O H F of operations and become the heart of walkable and lively places for the 2.1 Planning Context 8 T Public Transport W Authority A people who will choose this area to live, work and play in, in the future. E I 2.2 Transport Context 10 S L T A E R R N A U S T 2.3 The Project 10 This Project Definition Plan is an important step in defining the project 2.4 Land Use Integration 12 scope, which will be delivered in the coming years, creating around 3 STRATEGIC JUSTIFICATION 14 1,300 jobs as the railway is built.
    [Show full text]
  • Perth's Urban Rail Renaissance
    University of Wollongong Research Online Faculty of Engineering and Information Faculty of Engineering and Information Sciences - Papers: Part B Sciences 2016 Perth's urban rail renaissance Philip G. Laird University of Wollongong, [email protected] Follow this and additional works at: https://ro.uow.edu.au/eispapers1 Part of the Engineering Commons, and the Science and Technology Studies Commons Recommended Citation Laird, Philip G., "Perth's urban rail renaissance" (2016). Faculty of Engineering and Information Sciences - Papers: Part B. 277. https://ro.uow.edu.au/eispapers1/277 Research Online is the open access institutional repository for the University of Wollongong. For further information contact the UOW Library: [email protected] Perth's urban rail renaissance Abstract Over the past thirty five years, instead of being discontinued from use, Perth's urban rail network has been tripled in route length and electrified at 25,000 oltsv AC. The extensions include the Northern Suburbs Railway (with stage 1 opened in 1993 and this line reaching Butler in 2014), and, the 72 kilometre Perth Mandurah line opening in 2007. Integrated with a well run bus system, along with fast and frequent train services, there has been a near ten fold growth in rail patronage since 1981 when some 6.5 million passengers used the trains to 64.2 million in 2014-15. Bus patronage has also increased. These increases are even more remarkable given Perth's relatively low population density and high car dependence. The overall improvements in Perth's urban rail network, with many unusual initiatives, have attracted international attention.
    [Show full text]
  • Annual Report 2011-12 Supporting Our Community
    Annual Report 2011-12 Supporting Our Community ii Contents Glossary of terms 2 PTA people 62 PTA year at a glance 3 Executive profiles 66 An introduction to your Annual Report 4 Compliance, audits and reporting 72 Organisational chart 7 Compliance statements 79 Cover Part of the PTA’s Overviews 8 Service and financial achievements 80 public art installation Chief Executive Officer 8 at Mount Lawley Managing Director 10 Electoral Act 1907 – Section 175ZE 88 Station. Transperth 12 Explanation of major capital expenditure variations 2011-12 90 Regional Town Bus Services 32 Independent audit opinion 92 School Bus Services 36 Audited Key Performance Indicators 94 Transwa 40 Financial statements 112 Network and Infrastructure 48 Certification of financial statements 113 Statement of comprehensive income 114 Major Projects Unit 52 Statement of financial position 115 Statement of changes in equity 116 Infrastructure Planning and Land Services 56 Statement of cash flows 117 Notes to the financial statements 118 Strategic Asset Management Development 60 To the Hon. Troy Buswell MLA Minister for Transport In accordance with Section 63 of the Financial Management Act 2006, I submit for your information and presentation to Parliament the Annual Report of the Public Transport Authority of Western Australia for the year ended 30 June 2012. The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006. Reece Waldock Chief Executive Officer 1 Glossary of terms AM Asset Management OTR On-time running Category B Incident that may have the potential to cause a serious accident. AMP Asset Management Plan PCL Perth City Link Circle A high-frequency bus service ASL Acceptable Service Level PMP Prevention Maintenance Program Route connecting major shopping centres, CAT Central Area Transit PPTA Perth Public Transport Area universities, schools and colleges.
    [Show full text]
  • 2004–05 Budget
    2004–05 BUDGET BUDGET STATEMENTS Volume 3 PRESENTED TO THE LEGISLATIVE ASSEMBLY ON 6 MAY 2004 Budget Paper No.2 2004–05 Budget Statements (Budget Paper No. 2 Volume 3) © Government of Western Australia Excerpts from this publication may be reproduced, with appropriate acknowledgement, as permitted under the Copyright Act. For further information please contact: Department of Treasury and Finance 197 St George’s Terrace Perth WA 6000 Telephone:+61 8 9222 9222 Facsimile: +61 8 9222 9117 Website: http://ourstatebudget.wa.gov.au Published May 2004 John A. Strijk, Government Printer ISSN 1448–2630 BUDGET 2004-05 BUDGET STATEMENTS TABLE OF CONTENTS Volume Page Chapter 1: Consolidated Fund Expenditure Estimates ............... 1 1 Chapter 2: Net Appropriation Determinations ............................ 1 23 Chapter 3: Agency Information in Support of the Estimates ...... 1 33 PART 1 – PARLIAMENT Parliament .......................................................................................... 1 37 Parliamentary Commissioner for Administrative Investigations ....... 1 54 PART 2 - PREMIER; MINISTER FOR PUBLIC SECTOR MANAGEMENT; FEDERAL AFFAIRS; SCIENCE; CITIZENSHIP AND MULTICULTURAL INTERESTS Premier and Cabinet........................................................................... 1 67 Royal Commission Into Whether There Has Been Any Corrupt or Criminal Conduct by Western Australian Police Officers ........... 1 106 Anti-Corruption Commission............................................................. 1 110 Governor's Establishment..................................................................
    [Show full text]
  • Australia South West Corridor Railway
    Australia South West Corridor Railway This report was compiled by the University of Melbourne, Melbourne, Australia. Please Note: This Project Profile has been prepared as part of the ongoing OMEGA Centre of Excellence work on Mega Urban Transport Projects. The information presented in the Profile is essentially a 'work in progress' and will be updated/amended as necessary as work proceeds. Readers are therefore advised to periodically check for any updates or revisions. The Centre and its collaborators/partners have obtained data from sources believed to be reliable and have made every reasonable effort to ensure its accuracy. However, the Centre and its collaborators/partners cannot assume responsibility for errors and omissions in the data nor in the documentation accompanying them. 2 CONTENTS A INTRODUCTION Type of project Project name Description of mode type Technical specification Principal transport nodes Major associated developments Parent projects Country/location Current status B PROJECT BACKGROUND Principal project objectives Key enabling mechanisms Description of key enabling mechanisms Key enabling mechanisms timeline Main organisations involved Planning and environmental regime Outline of planning legislation Environmental statements Overview of public consultation Ecological mitigation Regeneration Appraisal methods Complaints procedures Land acquisition C PRINCIPAL PROJECT CHARACTERISTICS Detailed description of route Detailed description of main and intermediate travel nodes Introduction Planning context
    [Show full text]
  • South West Metropolitan Railway Perth to Mandurah
    South West Metropolitan Railway Perth to Mandurah Commissioner of Railways Report and recommendations of the Environmental Protection Authority Environmental Protection Authority Perth, Western Australia Bulletin 1102 July 2003 ISBN. 0 7307 6738 8 ISSN. 1030 - 0120 Assessment No. 1395 Summary and recommendations This report provides the Environmental Protection Authority’s (EPA’s) advice and recommendations to the Minister for the Environment and Heritage on the environmental factors relevant to the proposal to construct and operate the South West Metropolitan Railway from Perth to Mandurah. The proponent is the Commissioner of Railways. Section 44 of the Environmental Protection Act 1986 requires the EPA to report to the Minister for the Environment and Heritage on the environmental factors relevant to the proposal and on the conditions and procedures to which the proposal should be subject, if implemented. In addition, the EPA may make recommendations as it sees fit. Relevant environmental factors The EPA decided that the following environmental factors relevant to the proposal required detailed evaluation in the report: (a) Terrestrial flora; (b) Fauna; (c) Wetlands; (d) Noise and vibration – operations phase; (e) Surface water and groundwater quality; and (f) Visual amenity. There were a number of other factors which were very relevant to the proposal, but the EPA is of the view that the information set out in Appendix 3 provides sufficient evaluation. Conclusion The EPA has considered the proposal by the Commissioner of Railways to construct and operate the South West Metropolitan Railway from Perth to Mandurah. The EPA notes that portions of the roads and railways reserves that accommodate the proposal have been the subject of previous environmental assessments.
    [Show full text]
  • Pdf Download
    26273 AnnualRpt_PTA 23/9/05 12:57 PM Page a 26273 AnnualRpt_PTA 23/9/05 12:57 PM Page b Fulfilling the Government’s Vision The Organisation for Western Australia The Public Transport Authority (PTA) is required to The Public Transport Authority is responsible for the demonstrate in its annual report that it contributes following transport services in Western Australia: to the State Government achieving its vision for • rail, bus and ferry services in the metropolitan Western Australia.The vision is set out in the 2003 area under the brand Transperth; document Better Planning: Better Services which • public transport services in regional centres; establishes strategic outcome goals under the five • road coach and rail passenger services to headings: regional areas under the brand Transwa; and 1. People and Communities • school buses. 2. The Economy In addition to these transport services, it is 3. The Environment responsible for designing and building transport 4. The Regions infrastructure, principally through its entity New 5. Governance MetroRail which is extending the Perth In this report, the PTA has fulfilled this reporting metropolitan rail network, and for protecting the obligation by identifying the strategic outcomes long-term functionality of Western Australia’s freight applicable to itself and the contribution it has made rail corridor and infrastructure. to them in 2004/05 through: The PTA was formed by the Public Transport • Operational reports which show the Authority Act 2003 and began operating on 1 July effectiveness and efficiency of the PTA’s 2003. transport services - see pages 5-30 • A Better Planning: Better Services report - see pages 31-38 Purpose • Audited and unaudited performance indicator reports - see pages 46-62 To increase the use of public transport through the • Audited financial report - see pages 64-89 provision of customer-focused, safe and cost- effective passenger transport services.
    [Show full text]
  • The Transperth System
    The Transperth system Transperth is the brand and operating name of the public transport system in metropolitan Perth, comprising of bus, train and ferry services. The Transperth system consists of: • a bus network providing services over 305 standard routes and 482 school service routes, operating a total fleet of 1,015 buses; • a suburban train network of 56 stations on four railway lines, 95 kilometres of track and a fleet of 48 two-car sets; and, • a ferry service using two vessels operating between the city (Barrack Street) and South Perth. Transperth bus and ferry services are provided under commercial contract arrangements, while Transperth train services are provided “in-house” by Transperth Train Operations. Currently three contractors provide bus services under eleven contracts: • Path Transit (Marmion-Wanneroo and Morley contracts); • Swan Transit (Canning, Kalamunda, Midland and Southern River contracts); • Swan Transit Riverside (Claremont-Belmont contract); and, • Southern Coast Transit (Rockingham-Mandurah, Fremantle-Cockburn, Perth Central Area Transit and Fremantle Central Area Transit contracts). Transperth ferry services are contracted to, and operated by, Captain Cook Cruises. The Transperth passenger information service is provided through information offices and a call centre, operated by a contracted service provider, Serco. Patronage Patronage on the Transperth system increased for the fifth year in succession. Total boardings, including free travel and transfers, increased by 2.8% from 88.1 million in 2002/03 to 90.6 million, while fare-paying initial boardings increased by 2.1% from 54.3 million to 55.5 million.The total capacity provided on the Transperth system, expressed in terms of passenger place kilometres, increased by 2.0% due mainly to the increase in the number of four-car train sets.
    [Show full text]
  • The Evolution of Perth's Passenger Rail, 2011, Committee for Perth, Perth
    CASE STUDY 2: THE EVOLUTION OF PERTH’S PASSENGER RAIL JUNE 2011 Promoting &enabling change Research Report: ‘What we thought would kill us’ Case Study 2: The Evolution of Perth’s Passenger Rail 1. Introduction 2 2. History and Controversy of Perth’s Passenger Rail 4 2.1 Early rail integration ............................................................................................ 4 2.2 Closure of Fremantle to Perth Line..................................................................... 5 2.3 Electrification of the Rail System ........................................................................ 7 2.4 Rapid Transit for the Northern Suburbs.............................................................. 7 2.5 South West Corridor’s New MetroRail ................................................................ 9 3. Light Rail – The Next Rail Chapter for Perth? 11 4. Key Issues, Opportunities and Challenges – What have we learnt? 12 5. Conclusions and Recommendations 19 Appendix 1 21 Acknowledgements Appendix 2 22 References ©This paper is copyright of the Committee for Perth. While we encourage its use, it should be referenced as: What We Thought Would Kill Us, The Evolution of Perth's Passenger Rail, 2011, Committee for Perth, Perth. Committee for Perth 1 S E C T I O N 1 Introduction “Perth’s public rail system is an example of Western Australian leadership and foresight” 1. Introduction This report is the second in the ‘What we thought would kill us’ series being undertaken by the Committee for Perth. The purpose of the series is to examine controversial development and infrastructure projects in Perth and scrutinize the outcomes that they have achieved. The series aims to provide valuable insight into undertaking and enabling major development in Perth. This report examines three defining events in the history of Perth’s passenger transport system: the electrification of the Perth to Fremantle Rail line; the development and operation of the Northern Suburbs Rapid Transit system; and the development of Perth’s new metro rail – the South West Rail line.
    [Show full text]
  • Inside Pages
    Old meets new: existing urban railcar (left) and new railcar at the Nowergup railcar depot. To the Hon.Alannah MacTiernan MLA Minister for Planning and Infrastructure In accordance with Section 66 of the Financial Administration and Audit Act 1985, I submit, for your information and presentation to Parliament, the Annual Report of the Public Transport Authority of Western Australia for the year ended 30 June 2004.The report has been prepared in accordance with the provisions of the Financial Administration and Audit Act 1985. Hon.Alannah MacTiernan MLA Minister for Planning and Infrastructure Reece Waldock Acting Chief Executive Officer1 1 Mr Waldock was appointed Chief Executive Officer on 18 August 2004. PUBLIC TRANSPORT AUTHORITY ANNUAL REPORT 2004 1 Our Purpose To increase the use of public transport through the provision of customer-focused, safe and cost- effective passenger transport services. Our Aim To create the best passenger transport service for Western Australians. Our Values We value and respect our customers, suppliers and each other. We are committed to safety. We encourage each other to reach our full potential. We are honest and exhibit high levels of integrity, openness and ethical behaviour. We recognise and reward achievement, initiative and innovation. We strive for continuous improvement in everything we do. We are environmentally responsible. 2 PUBLIC TRANSPORT AUTHORITY ANNUAL REPORT 2004 The new Prospector in Kalgoorlie. Contents Chief Executive Officer’s overview ...............................................................................................................................................4
    [Show full text]
  • Inquiry Into Rail Infrastructure Project Costing in Nsw
    Submission No 17 INQUIRY INTO RAIL INFRASTRUCTURE PROJECT COSTING IN NSW Name: Mr Peter Martinovich Date received: 3/10/2011 Mr. Stewart Smith Principal Council Officer NSW Legislative Council General Purpose Standing Committee No. 3 Parliament House Macquarie Street Sydney, NSW, 2000 Subject: Inquiry into rail infrastructure project costing in NSW The Legislative Council of the NSW Parliament (General Purpose Standing Committee No 3) has invited that I make a submission to the above enquiry, to which I have agreed. In making this submission, I would like to make it clear that the views expressed are my own. The submission is based on personal experience as; the Deputy Project Leader and Design Manager of New MetroRail which successfully completed the rail expansion project in Perth undertaken between 2001 and 2007; one who in 1997 established and led the specialized team until 2002 that prepared the Master Plans which established the scope and cost estimates which were subsequently delivered by New MetroRail; and one who played a key role between 1993 and 1997, in the route definition and preliminary planning of the 71 kilometre rail extension from Perth to Mandurah. Perhaps the success of the New MetroRail Project can be summarised by the following: • A rigorous planning phase that established the scope of work to a high degree of certainty, to the extent that it was convincing to the State Government and endorsed by the majority of Stakeholders along the route, and ultimately, the population at large. • Careful packaging of works and selection of appropriate contract models. • Strong Project Leadership in implementing the project which embraced and faithfully delivered the required outcomes to the scope that had been established in the Planning Phase.
    [Show full text]