Source · Select Committees · Public Accounts Committee
Recommendation 15
15
Accepted
Complex projects with cross-cutting impacts require well-designed governance to ensure effective decision-making.
Recommendation
The ultimate responsibility for a large and complex project currently tends to sit within one department despite the fact these projects can affect multiple sectors of society and the economy. Delivering these projects can therefore require multiple departments, different tiers of government and other organisations to be involved in the decision-making process and their governance structures. The complexity of cross-cutting delivery can lead to complicated and confused governance structures, resulting in ineffective decision-making, poor engagement and a lack of joined- up thinking, responsiveness and the co-ordination required to deliver value. However, well designed governance can provide the necessary co-ordination, clarity and effective decision making that complex and cross-cutting projects need.30
Government Response Summary
The government agrees to write to the Committee with explanations and worked examples for how major and mega project governance will align with Mission and place-based governance in the delivery of the infrastructure strategy, alongside its Treasury Minute response.
Government Response
Accepted
HM Government
Accepted
3. PAC conclusion: We are not yet convinced there is a coherent approach to making decisions on major projects as part of wider plans for local areas and national missions. 3. PAC recommendation: Alongside its Treasury Minute response, the Treasury should write to the Committee with explanations–with worked examples–for how it will ensure major and mega project governance will align with Mission and place- based governance in the delivery of the infrastructure strategy. 3.1 The government agrees with the Committee’s recommendation. Recommendation implemented 3.2 The Treasury has written to the Committee alongside this report.