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Bus Interchange

There were three projects looked at by the Office of the Auditor-General, for this case study. We will focus on the building of a new bus interchange.

The Bus Interchange is expected to cater for up to 18,000 passengers a day to start with, increasing to 70,000 by 2041.

The Bus Interchange comprises of 16 bus bays and passenger lounges with retail areas and bike storage facilities. Passengers board buses through glass doors. Screens provide information about bus arrivals and departures, and direct passengers to the right bay for their bus. The interchange has several retail and information kiosks.

Strategies for implementation

Effective implementation of a project like this relies on:

  • fit with other projects and programmes;
  • strong governance and planning from the outset; and 
  • future planning for project and the city demands.

Summary of OAG findings

We found that the Bus Interchange project had strong governance arrangements. These arrangements have helped to successfully complete the project on time and within budget. The Bus Interchange is now open and fully operational.

The main features we identified that brought strength and success to the governance arrangements for this project include:

  • putting time and effort into the design and implementation of the governance and management structure so that they were clear and fit for purpose
  • a culture of review and continuous improvement
  • appointing and independent chairperson to the Project Steering Group; and
  • making communication with other projects as part of normal business - making it easier to manage mutual dependencies with other projects.