The hard work of consultation and development of Project 13 comes to a head this month, as we launch the implementation phase.
Hannah vickers cropped
Project 13 is an industry-led response to infrastructure delivery models that fail not just clients and their suppliers, but also the operators and users of our infrastructure systems and networks.
Over the past 12 months, the industry has been working to develop a new business model. This month marks the transition, as we begin this industry-wide change programme.
What the future of the industry looks like is set out in the Blueprint. This new enterprise model is about collaborative, not transactional, relationships. The Blueprint sets out the attributes of a high-performing enterprise and how to create the right commercial environment. It defines the roles, capabilities and responsibilities of the key stakeholders and sets the goals, and helps organisations take the first step into this new future.
Project 13 is not just a change in thinking; it is a shift in how we operate at every level of business. It is not going to happen overnight, but with the suite of tools that we have created, the journey should be much smoother. The Commercial Handbook provides detailed and comprehensive guidance to help organisations build capacity, learning from best practice and create their own commercial approach.
These documents are supported by the tools on the Project 13 website. These include ways of assessing the maturity of enterprises, and a roadmap of how the UK’s infrastructure can make the transition from current, unsustainable delivery models to high performing enterprises delivering high performing infrastructure. The roadmap we have created outlines the steps to reaching an enterprise model, which will bring together all parties, with incentives that align to the outcome for the ultimate customer – the end-user of our infrastructure.
Over the next few months, we will be developing a series of training and accreditation programmes. These will be available for those wanting an enhanced knowledge of the principles and how to apply them, or who are taking on leadership roles within their own organisations to drive forward these changes.
The Project 13 Community’s input has been invaluable throughout the development process. Far from ending as we transition to the implementation phase, we will continue to work closely with them. Their shared experiences of establishing a new model to future-proof our industry will be invaluable as we work on making it a reality.
As well as engaging with and involving the industry, we will continue to work with government and regulators. It is not enough to establish Project 13 principles within industry only, we want to ingrain them in the way government and regulators work with us too.
It’s been a huge piece of work, and we are looking forward to seeing the results of it come to life over the coming months. If you or your organisation want to know more about Project 13, please email email@example.com
- Hannah Vickers is ICE head of policy and external affairs