Source · Select Committees · Public Accounts Committee
Recommendation 4
4
We are concerned that TfL and the Department do not have a plan to maximise...
Recommendation
We are concerned that TfL and the Department do not have a plan to maximise the long-term, wider economic benefits of Crossrail. When open, the Elizabeth line should increase capacity in central London by around 10%, reduce journey times, improve connectivity and be a fully accessible railway. TfL expects the Elizabeth line to contribute towards its net zero objectives by getting cars off the road. Since 2010, the Department and TfL have referred to Crossrail resulting in £42 billion of benefits to the economy. Crossrail has delivered some benefits during the build phase, such as apprenticeships, and the Department and TfL have commissioned work to examine how the programme has affected property and regeneration along the route, and on establishing a baseline to measure some benefits. The Elizabeth line could be open to passengers in as early as February 2022, some seven months from the date of our evidence session. Achieving economic growth and regeneration requires sustained effort and vision—in this case, effort and vision shared by local authorities and boroughs, and businesses. It is surprising therefore, particularly considering how travel patterns were already changing before the pandemic, that that there is still no strategy or plan for how to achieve the wider benefits of the Elizabeth line. Recommendation: TfL and the Department should publish a detailed plan before the central section opens for setting out how they intend to maximise the long- term, wider economic benefits of Crossrail, including: • What the benefits are; • Who is responsible for delivering them; Crossrail: A progress update 7 • The levers or support that TfL and the Department require to deliver these benefits; and • How these benefits will be monitored and reported over time.
Government Response
Acknowledged
HM Government
Acknowledged
agree with the Committee’s conclusion. The department has a track record of delivering savings; the underlying cost of the Defence Equipment & Support (DE&S) managed element of the Equipment Plan has reduced by £5.4 billion since 2015, excluding Foreign Exchange or Front-Line Customer requirement changes. £5.7 billion of independently assured efficiencies have also been realised by DE&S since 2015. 4.3 Systems are in place to identify and share lessons as programmes are delivered and the department is working hard to ensure that Learning from Experience (LfE) information becomes increasingly standardised. The National Audit Office (NAO) report specifically commented favourably on some of the improvements that the department has made including the use of industry leading tools and processes for managing project delivery. DE&S, the MOD’s principal project Delivery Agent, has recently successfully achieved ISO9001 certification and the independent national certifying body commented specifically on the strong business information that drives performance throughout the portfolio and the continuous improvements that the organisation undertakes. 4.4 The most complex programmes are subject to regular deep dives by the department's most senior staff, providing support and challenge to SROs. MOD executives also regularly meet with industry chief executives of some of the most demanding projects. 4.5 In 2018, the department established a Strategic Partnering Programme (SPP) which is based on good practice principles, transparency and sharing of data and lessons between supplier and commissioner. Category management, also mentioned positively in the NAO report, is in place to support the MOD to deliver £628 million of cashable savings through more efficient ways of working. 4.6 The department is also implementing an Acquisition and Approvals Transformation Programme to improve programme delivery and embed continuous improvement. Proportionate, tailored, risk-based approaches to acquisition are being developed to drive increased pace while maintaining rigour in investment decision-making.