Framework for Action on - Department of Taoiseach
Framework for Action on - Department of Taoiseach
Framework for Action on - Department of Taoiseach
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DEPARTMENT OF THE TAOISEACH<br />
FRAMEWORK FOR ACTION ON INFRASTRUCTURAL DEVELOPMENT AND PPPS<br />
The most appropriate size <strong>of</strong> the project needs to be clearly defined. Larger projects may<br />
be more appropriate in a PPP c<strong>on</strong>text. However, it is also important that the size <strong>of</strong> the project<br />
is defined by reference to its complexity. If a project is too big and too complex this may<br />
add to delay.<br />
The implementing agency and funding body should establish clear and effective decisi<strong>on</strong><br />
making structures from the incepti<strong>on</strong> <strong>of</strong> project planning right through to the completi<strong>on</strong> <strong>of</strong><br />
c<strong>on</strong>structi<strong>on</strong>. The m<strong>on</strong>itoring and oversight arrangements required by <strong>Department</strong>s should be<br />
critically reviewed so as to ensure that they are the absolute minimum necessary and that<br />
they do not unnecessarily divert planning resources or duplicate other m<strong>on</strong>itoring<br />
arrangements.<br />
Implementing agencies, and funding bodies, should ensure that adequate financial<br />
resources are allocated each year to the planning <strong>of</strong> infrastructure projects and<br />
prioritised to avoid wasting resources <strong>on</strong> projects which may not eventually proceed.<br />
Each project should have an adequate and clearly defined budget, with an adequate<br />
c<strong>on</strong>tingency provisi<strong>on</strong>. It is essential that there is sufficient budgetary flexibility within overall<br />
agreed allocati<strong>on</strong>s to ensure that essential modificati<strong>on</strong>s arising from the public c<strong>on</strong>sultati<strong>on</strong><br />
or envir<strong>on</strong>mental impact assessment process can be taken <strong>on</strong> board. Adequate cost c<strong>on</strong>trol<br />
procedures should be in place to ensure that changes are not taken as an invitati<strong>on</strong> to<br />
escalate project costs but as a prudent measure to address c<strong>on</strong>cerns be<str<strong>on</strong>g>for</str<strong>on</strong>g>e they become a<br />
major delaying factor during the approval process.<br />
Each project should have a clearly defined set <strong>of</strong> indicators to enable cost comparis<strong>on</strong><br />
across projects and to enable the measurement <strong>of</strong> progress <strong>on</strong> the project during its<br />
executi<strong>on</strong>.<br />
Public c<strong>on</strong>sultati<strong>on</strong> should be thorough and well managed. It should be approached with<br />
an open mind and a preparedness to modify the project where appropriate. It should be well<br />
resourced with skilled pers<strong>on</strong>nel who can address the issues raised. It should be focused and<br />
work within a tightly defined timetable.<br />
Public advocacy <strong>of</strong> individual projects needs to be properly resourced, well prepared<br />
and effectively managed by the implementing agency. It is vitally important that the purpose<br />
<strong>of</strong> the proposed project be clearly explained to the general public and opini<strong>on</strong> <str<strong>on</strong>g>for</str<strong>on</strong>g>mers and<br />
that objecti<strong>on</strong>s to the project and c<strong>on</strong>cerns about it are quickly and effectively addressed. In<br />
certain cases, it may be appropriate to appoint a project champi<strong>on</strong> who will be the public face<br />
<strong>of</strong> the project. Well planned engagement with n<strong>on</strong>-governmental organisati<strong>on</strong>s, particularly<br />
those with roles laid down in legislati<strong>on</strong>, should <str<strong>on</strong>g>for</str<strong>on</strong>g>m an integral part <strong>of</strong> the management <strong>of</strong><br />
the project.<br />
Each major project should have a thorough envir<strong>on</strong>mental assessment which identifies<br />
and addresses all significant impacts <strong>on</strong> the envir<strong>on</strong>ment. There should be full cooperati<strong>on</strong><br />
between the relevant envir<strong>on</strong>mental agencies and the project team to ensure that<br />
potential impacts are identified as early as possible in the planning process <str<strong>on</strong>g>for</str<strong>on</strong>g> the project.<br />
Envir<strong>on</strong>mental agencies should ensure that they provide sufficient resources to do this.<br />
Where additi<strong>on</strong>al resources are required <str<strong>on</strong>g>for</str<strong>on</strong>g> this purpose, reas<strong>on</strong>able, appropriate and<br />
properly documented costs can be charged to the project.<br />
Similarly, implementing agencies should co-operate fully with statutory agencies and utilities<br />
to identify and address issues as early as possible in the planning process. Adequate<br />
resources with overall agreed allocati<strong>on</strong>s should be allocated to ensure this and reas<strong>on</strong>able,<br />
appropriate and properly documented additi<strong>on</strong>al costs incurred by the agencies or utilities can<br />
be charged to the projects.<br />
It may be appropriate to establish a utilities group to co-ordinate the approach to utilities <strong>on</strong><br />
certain major projects. Clear criteria should be developed as to the costing and charging <strong>of</strong><br />
utilities works and clear rules should be established in relati<strong>on</strong> to allocati<strong>on</strong> <strong>of</strong> costs arising<br />
from the betterment <strong>of</strong> utilities.<br />
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