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COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED
B U R O H A P P O L D
P R E S E N TAT I O N TO M I N I S T R Y O F P U B L I C W O R K S
May 2015
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Introduction to Buro Happold
Emerging Strategy Approach to Planning & Delivery
Delivery oriented organisation
Capacity Building to increase organisation’s delivery capability
Thinking Big – The UK’s HS2 project – rethinking the strategy
The Indonesian Public Sector Deliver Challenge
Regional Infrastructure Development Agency (RIDA)
Using the Private Sector to help Deliver infrastructure
How can we assist you?
O U T L I N E O F P R E S E N TAT I O N
COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED
BuroHappold is an independent,
international consulting and
engineering practice that over the last
40 years has become synonymous with
the delivery of creative, value led
solutions to cities and buildings for an
ever changing world.
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I N T R O D U C T I O N TO B U R O H A P P O L D
Our founder Sir Edmund “Ted” Happold believed that all work should have social value – these values underpin all our work
COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED
Asia Pacific:
Jakarta
Kuala Lumpur
Middle East:
Riyadh
Abu Dhabi
Europe:
London
Berlin
North America
New York
Los Angeles
C O R E R E G I O N S A N D C I T I E S
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C O R E C O N S U LT I N G S E R V I C E S
These individual services are rarely
offered in isolation as complex
problems require a multi-dimensional
approach
We have a deep knowledge of how
cities are organised and governed; their
vision and plans, financing, assets and
potential, challenges and culture.
This informs our work with city leaders,
planners, and their private sector
partners.
Environments
& Natural
Resource
City
Diagnostics &
Strategy
Infrastructure &
City Systems
Development
Strategies &
Masterplanning
Integrated
Projects
Programme
Organisation &
Delivery
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E M E R G I N G S T R AT E G Y A P P R OA C H TO P L A N N I N G &
D E L I V E R Y
An emergent strategy is a pattern of
action that is consciously and iteratively
developed over time and involves:
• Action oriented planning using best
available information at the start
• Regularly reviewed and updated as
new information becomes available
• Course correction through project
implementation as lessons learned
Suitable for fast growing cities where
taking action now is better than waiting
until 100% of “Plans” are complete
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Jeddah Strategic Plan – 2006 - 2008 Detroit Future City – 20010 - 2015 Future Riyadh 2014 - ongoing
H A S E V O LV E D O V E R L A S T 1 0 Y E A R S
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CASE STUDY – THINKING BIG
RETHINKING THE HIGH SPEED RAIL 2
(HS2) in UK
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T H E U K ’ S H I G H S P E E D R A I L 2 ( H S 2 ) – R E T H I N K I N G T H E S T R AT E G Y
Britain is planning to spend
US$75bn on a major north-south
(inter alia) via a High Speed rail
route to London.
It is the biggest infrastructure
investment of last 40 years and it
should be expected to make a
significant contribution to UK plc.
Society needs to ensure that it
makes the best use of already
existing investments, whilst
maximising the potential benefits
from the new investments
The proposed HS2 does not do that
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R E T H I N K I N G H S 2
Europe
London
Birmingham
Manchester
Leeds
KX StP Euston
…at the London end it:
• it is far more costly than they thought
• it is not understood how it will be
delivered
Deliverability ?
Cost !!
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CASE STUDY – EMERGING STRATEGY
FUTURE RIYADH
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Initiatives
Projects
Plans… 2,000
IN RIYADH A LOT OF WORK BEING DONE
BY DIFFERENT GOVERNMENT AGENCIES
THE AMANAH IS INVOLVED IN MORE THAN
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W H AT ’ S G O I N G W R O N G ?
Policy/Plans
not turning
into action Wrong
projects –
Badly
executed Poor
Integration
Internally &
externally
Inadequate
Capability –
Insufficient
capacity
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“ W H AT YO U N E E D I S A N
E M E RG I N G S T R AT E G Y
A P P R OAC H …”
We said:
One that aligns strategies to policy and which
turns strategy straight into implementable
programmes and projects.
Without getting stuck in over complex plan
documents
Or departmental/agency silos
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E M E R G I N G S T R AT E G Y F R A M E W O R K
Stake-
holders
Policy
Evidence
High
Quality
of Life
Strong
Economy
Future
Resilience
Global
Leadership Riyadh’s
Working
Future Riyadh
Economy
Accessible
Riyadh
Healthy
Riyadh
Decent Homes
Decent N/hoods
Young
Riyadh
Low Resource
Riyadh
Responsible
Riyadh
Imp
era
tives
Ob
jec
tive
s
STRATEGIES
PROGRAMMES PROJECTS &
SERVICES
5 10 100
Open
Riyadh
Short & long
Term
Delivered by
Amanah &
Other agencies
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F U T U R E R I YA D H – A N E M E R G I N G S T R AT E G Y
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4 PRIORITY PROGRAMMES To be done in 4 years
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CASE STUDY – IMPLEMENTATION
RIYADH MUNICIPALITY PMU/PMO
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CHANGES AT THE TOP
King Abdullah King Salman
Abdullah
Al Mogbel
Ibrahim
Al Sultan
New King
New Mayor
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RETAINED 4 PRIORITY PROGRAMMES But added 4 Internal Improvement Programmes
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Institutional
Reform
Changing the way
the city is
governed and
better inter-agency
working
Reorganising
Project
Delivery
PMU/PMO
Guiding integrated
project delivery
Planning
Reforming the
planning system
from strategy to
enforcement
Private Sector
Building effective
collaboration
between public
and private sectors
ADDED 4 INTERNAL PROGRAMMES
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G E T T I N G O N W I T H I T – T H E P M U / P M O
Departments
MDC Municipal
Development
company
PMO Programme
Management
Offices
PMU Portfolio
Management
Unit
OSM Office of
Strategy
Management
Mayor
Deputy Deputy
R E D E S I G N I N G T H E C I T Y ’ S O R G A N I S AT I O N - P M U / P M O W I L L B E T H E
M A I N V E H I C L E F O R I M P L E M E N TAT I O N
Delivery Organisation
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T H E P M U / P M O I S S TA RT I N G I M M E D I AT E LY :
4 PROGRAMMES FOR IMMEDIATE IMPLEMENTATION (US$ 5bn)
Wadi
Sulay
Poorly designed
And poorly
executed mega-
project
Riyadh
Storm
Drainage
Non-integrated,
non-optimised
major network
upgrade
Roads,
Bridges &
Tunnels
Non-integrated
disruptive projects
Parks &
Landscaping
Building effective
collaboration
between public
and private
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O U R I N T E R I M P M U / P M O T E A M ( 4 M O N T H S )
PMU Director
PMU Manager
Roads, Bridges and
Tunnels Manager
Wadi Sulay and
Storm Water
Drainage Manager
Procurement
Expert
Procurement
Manager
Landscaping and
Parks Manager
Organisational
Development
Expert
Management
Information
Expert
Commercial
Manager
Expert Support
Storm
Water
Engineer
Wadi Sulay
Engineer
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Mayor
Deputy Mayors
Amanah
Departments
K E Y I N T E R FA C E S O F O S M , P M U A N D P M O S
Office of Strategy
Management (OSM)
Programme Management
Unit (PMU)
PMOs for
Major Existing
Programme’s
Projects and
Construction Services
• Office of Strategy Management - (OSM)
• Programme Management Unit - (PMU)
• Programme Management Office - (PMO)
CASE STUDIES : Deliver Capability Building Archimedes Academy
Tuwaiq Academy
MOMRA Academy
Secondments to UK and USA institutions
COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED
COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED
Client : BuroHappold
Aim – To develop leadership capacity to
enable company growth plans
Learning a fundamental part of working
lives
Commitment to ‘learning by discovery’
Training focussed on complex real work
Learners supported by subject matter
experts from within the firm
Helped deliver more than 20%
growth per year over 10 years – now
Harvard Business School Case Study
A R C H I M E D E S A C A D E M Y
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Client : ADA (Arriyadh Development Authority), Riyadh Saudi Arabia
Aim – To develop an in-house academy
that would enhance individual capability
and professional standards
Create an Organisational Development
Strategy
Develop a skills framework to facilitate
• Recruitment
• Development
Commitment to ‘learning by doing’
Helped build the next generation of
leaders for the organisation
T U WA I Q A C A D E M Y
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Client : The Ministry of Municipalities and Rural Affairs, Riyadh Saudi Arabia
Aim – Develop organisational capability to
support the government agenda to
enhance citizen engagement and manage
institutional reform
Completed an international review of
best practice capability building in the
local government sector
Customised against local requirements
Now delivering strategic leadership
and local implementation
M O M R A A C A D E M Y
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THE INDONESIAN PUBLIC SECTOR
DELIVERY CHALLENGE
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T H E I N D O N E S I A N P U B L I C S E C TO R D E L I V E R Y C H A L L E N G E
High population growth and
constrained resources
Growing urbanization and difficulty in
serving so many island communities
Decentralization but inadequate
capacity and capability in regions
Too many organizations with
overlapping mandates
Lots of well educated people who
produce great ideas and strategies but
an apparent inability to deliver as part
of a team
Numerous plans that are un-actionable
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We understand RIDA’s scope to
cover:
• Planning
• Programming
• Delivery oversight
Organization needs to be lean
and integrated
• Keep it simple
• Employ great teams and
make them accountable
• Provide continuity and
public recognition for a job
well done
R E G I O N A L I N F R A S T R U C T U R E D E V E LO P M E N T A G E N C Y ( R I DA )
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We understand that BUMN – BUMD – has not
delivered what was hoped for
The MDC structure is a generic name for
publicly owned companies or urban
development corporations – has been very
successful internationally
Formed to deliver particular projects;
infrastructure, real estate redevelopment, or
service delivery
Often time limited and reorganised once
physical development is complete
Generally operate as private sector companies
– they are given freedom from normal public
sector procurement rules
U S I N G T H E P R I VAT E S E C TO R TO H E L P
D E L I V E R I N F R A S T R U C T U R E
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G E T T I N G O N W I T H I T – T H E P M U / P M O
Departments
MDC Municipal
Development
company
PMO Programme
Management
Offices
PMU Portfolio
Management
Unit
OSM Office of
Strategy
Management
Mayor
Deputy Deputy
R E D E S I G N I N G T H E C I T Y ’ S O R G A N I S AT I O N – M D C ’ S W I L L H E L P
D E L I V E R P R I VAT E S E C TO R F U N D I N G TO PA RT O F F U T U R E R I YA D H
Using Private Sector to help deliver
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Ministry of Municipal and Rural
Affairs (MOMRA) is the ministry
with responsibility for MDCs
Oversight is through one board
representative
MDC brings public assets to SPV,
Private sector brings funding,
sector experience and
management
Likely split of ownership 70%
private; 30% public
O R G A N I S AT I O N O F M D C S I N S A U D I A R A B I A
MDC
SPV SPV SPV
Board
Structure of MDCs and Special Purpose Vehicles (SPVs)
MDC –
junior
partner
Private
sector
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P R O C E D U R E TO S E T U P A N E W M D C
Baseline of City/Region Needs
Identification of Long List and Short List of Projects
Feasibility Studies
Corporate and Financial Structures
MOMRA
Approval
Council of
Ministers
Approval
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A L I G N M E N T O F C I T Y S T R AT E G Y A N D M D C P L A N S
City/Region Strategic Plan
Implementation Plan
MDC Strategy and
Business Plan
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The shape/structure of RIDA – an integrated programme model vs departmental modal
What is the role of the RIDA organisation?
• Provide leadership, policy development and advocacy of the sector?
• Provide a centre of excellence in innovation and best practice locally and
benchmarked against international peer organizations
• Provide oversight, annual audit and performance management of the regional
delivery teams
• Technical and management support to regional teams?
• Knowledge share through participation in seminars and conferences
• Provide advice on funding and financing of projects
• Establish an Infrastructure Academy to help build capacity and capability
I S S U E S T H AT YO U N E E D TO R E S O LV E ?
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OSM
PMU
PMO
PM
TYPES OF PROGRAMME MANAGEMENT STRUCTURE
Office of Strategy Management – ensure that strategies are up
to date and in place for all key infrastructures
Programme Management Unit oversees and performance
manages all infrastructure programmes (portfolios) nationwide
Project Management Offices in each City/Province oversees all
the programmes in the City/Region
Project Management Team for each project in each region
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Understanding the core issues and the magnitude of the tasks
Preparing an Emerging Infrastructure Strategy
Planning & Design Oversight
Organisational Design
Financing using public sector funding or public/private sector models (eg MDCs or
similar)
Delivery Mechanisms such as PMU/PMO
Developing a Performance Management System
Growing Capacity and Capability – An Infrastructure Academy
H O W C A N W E A S S I S T YO U ?