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COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED BUROHAPPOLD PRESENTATION TO MINISTRY OF PUBLIC WORKS May 2015

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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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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.

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

CASE STUDY – THINKING BIG

RETHINKING THE HIGH SPEED RAIL 2

(HS2) in UK

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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 !!

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

CASE STUDY – EMERGING STRATEGY

FUTURE RIYADH

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

Initiatives

Projects

Plans… 2,000

IN RIYADH A LOT OF WORK BEING DONE

BY DIFFERENT GOVERNMENT AGENCIES

THE AMANAH IS INVOLVED IN MORE THAN

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

“ 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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

4 PRIORITY PROGRAMMES To be done in 4 years

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

CASE STUDY – IMPLEMENTATION

RIYADH MUNICIPALITY PMU/PMO

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

CHANGES AT THE TOP

King Abdullah King Salman

Abdullah

Al Mogbel

Ibrahim

Al Sultan

New King

New Mayor

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

RETAINED 4 PRIORITY PROGRAMMES But added 4 Internal Improvement Programmes

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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 )

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2014 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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 ?

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

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 ?

COPYRIGHT © 1976-2015 BUROHAPPOLD ENGINEERING. ALL RIGHTS RESERVED

T H A N K YO U

May 2015