From the point of view of the client promoting the projects there are six factors that contribute towards success, their importance varies depending upon the perspectives capabilities competencies an derived objectives . Achievement The achievement has to be from the viewpoint of the promoter of the scheme and is solely evaluated against its objectives, assessed from both objective evidence and stakeholder perceptions. 3 measures of success: Financial success This is all about balance, perspective, knowledge, values, and how you define what is most important. For some, the idea of “more” holds a level of enticement that will motivate their actions to make more money and surround themselves with the trappings of wealth. For others, the idea of financial success means “less”; as in, less debt, less stress, less possessions, less complications. Whether you consider yourself a “more” or “less” person, it’s all perspective and the level of energy you are willing to invest in order to live aligned with your values. Policy success Policy implementation is the result of interactions among a stakeholders with separate interests, goals, and strategies. Comparing policy impacts with intentions held at commitment stages. These can include economic, social, development and environmental impacts. These are fact, s expectation, and the satisfaction of those with a legitimate interest. Such policy success moves from set political goals to results on the ground. The vehicle to use to for making sense of these twist and turns because implementation involves complex interactions the capacity is likely to be a function of all variables: the content may or may not provide for resources for capacity dependent on the context of the stakeholder agencies and their commitment to implemen the goals, causal theory,and methods of the policy may make up for the lack of such capacity Durability success This additionally identifies the durability of the overall approach. It concerns the ability of the project or business to maintain its service delivery over the medium and long-term - such that policy success is maintained. It also relates to the suitability of the project development process (e.g. the procurement form) as a model to be followed on future occasions. Success factors We wish to draw conclusions about the importance to success of the project funding and procurement strategy. This requires us to understand the factors that influence success, so that funding and procurement can be put in context. Based on our experience, we have identified six factors that we consider likely to influence success: The project environment, and its turbulence evidenced by show-stopper events and ‘windows of opportunity’. Strong political control or sponsorship – clear objectives, leadership – during implementation; then during operations. Strong guidance from central government – appropriate, strategic and providing predictability. Good infrastructure planning and transport planning – providing a sound basis for the commitment decision. Good procurement and funding structure in place at the appropriate time – a strong financial structure (providing survivability), a contract that incentivises effective delivery and good operations, realistic risk allocation and competition. Strong operator contract that permits proactive management of the operational business. These do not encompass all possible factors, but they are in our judgement the more important3. We now consider each in turn. Project environment and turbulence It is a fact of life that ‘turbulence’ impacts upon major projects and decision-making. Indeed this appears to be increasing and is expected to increase further. Its sources derive from a range of factors – such as natural disasters, global epidemics, macroeconomic events, domestic politics and politicians, changing policy including procurement policy, changing guidance and procedures from central government. This creates a hugely challenging environment in which to develop long-lived major projects; and it imposes strong demands on the sponsor authority. The more competent the authority the more manageable and predictable this environment becomes, and the greater the prospects of success. The project environment strongly influences what happens. There are many situations where a theoretically desirable process does not happen: e.g. when implementation is frustrated by the system, or when ‘planning’ is seen to have failed. The London Docklands Development Corporation ‘Enterprise Zone’ approach was a response to this: the Government wanted to make something happen, but would let the market decide. Different project environments dictate different approaches to planning and delivering transport projects. For example, in many developing cities the void resulting from weak government is implicitly recognised, and the private sector is allowed partly to fill it; often with impressive results. In this environment citywide objectives are far more difficult to achieve. Here the focus needs to be on individual projects or area projects. Then the level of durable development achievable is lower than otherwise. Project environments therefore materially affect the level of ambition achievable. Turbulence in these project environments depends upon: The stability of societal and city context, reflected in the political system, its degree of openness. The relationships between politics, policy and technical advice. The approach to formulating policy, and its predictability.
