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Attachment 1: Project Brief

ACT
Government
Transport Canberra
and City Services

ACT Transport Corridors

Phase One Consultancy: Regional Social, Economic and


Transportation Analysis

Project Brief

7 September 2017

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Table of Contents
Attachment 1: Project Brief ..........................................................................................................1

Table of Contents..........................................................................................................................2

1 Objective of this Project Brief document .................................................................................4

2 Overview.....................................................................................................................................4

3 Area of Investigation..................................................................................................................4

4 Scope of Works..........................................................................................................................4

4.1.1 Consultancy Objectives........................................................................................4

4.1.2 Scope of works ....................................................................................................4

5 Specific and Key Issues .......................................................................................................... 10

6 Consultancy Brief and Contract Requirements ..................................................................... 10

7 Reference Documents ............................................................................................................. 10

8 Project Governance ................................................................................................................. 10

8.1.1 Steering Committee ........................................................................................... 10

8.1.2 Project Control Group ........................................................................................ 11

8.1.3 Working Group................................................................................................... 12

8.2 Contract Manager .......................................................................................................... 13

9 Quality Assurance ................................................................................................................... 13

10 Schedule................................................................................................................................. 13

11 Consultation ........................................................................................................................... 14

12 Liaison and Reporting ........................................................................................................... 14

12.1 TCCS Project Manager ................................................................................................ 14

12.2 IFCW Contract Manager .............................................................................................. 15

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13 Communication...................................................................................................................... 15

Project Brief: Attachment 1 Roles and Responsibilities .......................................................... 16

1 Director (TCCS) ........................................................................................................................ 16

2 Section Manager (TCCS) ......................................................................................................... 16

3 Project Manager (TCCS) .......................................................................................................... 16

4 Contract Manager (IFCW) ........................................................................................................ 17

5 TCCS Finance........................................................................................................................... 17

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1 Objective of this Project Brief document


The objective of this Project Brief document is to outline the consultancy scope and
governance requirements for the ACT Transport Corridors:
o Phase One: Regional Social, Economic and Transportation Analysis

2 Overview
The Phase One: Regional Social, Economic and Transporation Analysis consultancy will
assist the ACT Government project team in better understanding the regions key social
and economic drivers, together with regions tranportation productivity requirements.

3 Area of Investigation
The Phase One: Regional Social, Economic and Transportation Analysis (Phase One) is
multidisciplinary consultancy focussing on economics and transport infrastructure for the
ACT/NSW region. As such the area of works for this consultancy is to cover the following
geographic areas:
o Australian Capital Territory (ACT)
o New South Wales (NSW) Local Authorities
Goulbourn
Palerang
Yass Valley
Cooma Monaro

4 Scope of Works
Consultancy Title: Regional Social, Economic and Transportation Analysis

4.1.1 Consultancy Objectives


a) Develop an in-depth understanding of the ACT/NSW Regions regional and domestic
transportation requirements in the context of optimising the social and economic
development of the region
b) Develop regional transportation stakeholder relationships
c) Tailor transport network infrastructure investment options to align with:
o Australian Government National Highway and other relevant transportation match
funding programs and priorities
o ACT Government programs and priorities

4.1.2 Scope of works

4.1.2.1 Scope summary


a) Working in consultation with the ACT Government:
a. develop an in-depth understanding of the regions economy and related road
transportation infrastructure requirements, including but not limited to the
serviceability of the current infrastructure, modelling project infrastructure demands
in mid and long terms.
b. test and validate road transport infrastructure investment priorities
c. build relationships with key regional economic and transportation stakeholders

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d. develop investment prioritisation criteria for regional transport infrastructure


e. develop a Capital Works investment program for construction investment by
Government; and
f. produce high quality and well presented consultancy outputs for circulation to ACT
and Australian Government stakeholders

4.1.2.2 Part One: Scope Verification


a) Objective
a. To verify consultancy scope with client prior to commencement of consultancy
b) Tasks
a. Prepare for and attend scope verification meeting with Working Group
b. Prepare scope verification meeting minutes reflecting agreed scope verification
meeting discussion with Working Group
c) Outputs and timeframes
a. Attend scope verification meeting within ten business days of contract award
b. Submit final scope verification meeting minutes within five business days of scope
verification meeting

4.1.2.3 Part Two: Literature Review


a) Objective
a. To review and take into consideration relevant transport and land use literature prior
early on in the consultancy
b) Tasks
a. Prior to commencing subsequent consultancy tasks, undertake a review of relevant
transport and land use planning literature and related studies
i. Review literature documentation will be provided to the consultant team prior
to the scope verification meeting
c) Output and timeframes
a. Present literature review findings to Working Group within 15 business days of
receipt of literature
b. Submit literature review summary report to Working Group within 10 business days
of literature review presentation to Working Group.

4.1.2.4 Part Three: Australian Government Infrastructure Programs


a) Objective
a. To better understand Australian Government match funding transport infrastructure
investment programs
b) Tasks
a. Provide insight and advice into Australian Government transport infrastructure
investment programs in the interest of positioning ACT/NSW region focussed
transport infrastructure projects for joint (match) construction investment between
the Australian and ACT Government
c) Outputs and timeframes

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a. Present analysis to PCG within 40 business days of contract award


b. Present analysis to Steering Group within 50 business days of contract award
i. Ideally pre-Christmas 2017
c. Submit Part Three report component only within 60 business days of contract award

4.1.2.5 Part Four: Regional Social and Economic Analysis


a) Objective
a. To better understand the ACT/NSW regions economy and social dynamics
b) Tasks
a. Prepare an ACT focussed regional social and economic analysis which focuses on
the regions key regional social and economic drivers and associated transportation
requirements in order to optimise the regions social and economic potential
i. The outputs of the regional social and economic analysis will be used to
support prospective business cases to the Australian, ACT and NSW
governments for construction investment in regional transportation
infrastructure in the coming years
b. In undertaking the above, factor in alignment with Australian Government
infrastructure investment programs
c. Apply analysis findings to future stages of consultancy (e.g. during the development
of infrastructure investment prioritisation criteria)
c) Outputs and timeframes
a. Present analysis to PCG within 40 business days of contract award
b. Present analysis to Steering Group within 50 business days of contract award
i. Ideally pre-Christmas 2017
c. Submit Part four report component only within 60 business days of contract award

4.1.2.6 Part Five: Regional and Domestic Transportation Analysis


a) Objective
a. To understand in detail the ACT/NSW regions road transportation requirements
b) Tasks
a. Working in consultation with the Working Group and NSW Roads and Maritime
Services (RMS) build a regional and domestic transportation model which focuses
on current and foreseen east-west and north-south regional road transportation
requirements for the ACT/NSW region for the present (2018) and future (2031)
i. The regional transportation model Transport Area Zones (TAZ) population
and employment assumptions for NSW areas will need to be populated from
scratch by the consultant team.
1. Working Group will provide the consultant team with Canberra
Strategic Transport Model (CSTM 2011) as base together in latest
TransCAD format with the ACT TAZ inputs for the present (2018)
and future (2031) future scenarios.
ii. The consultant team will expand the existing CSTM model to include TAZs
for the following NSW local authorities:
1. Yass Valley

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2. Pallerang
3. Cooma Monaro
4. Goulburn
a. Working Group will work with the consultant team in collecting
the relevant NSW TAZ data from RMS and NSW local
authorities.
b. In the interest of supporting the consultant team validate 2017 actual traffic
numbers for input into the 2011 CSTM base traffic mode and future AIMSUN
microsimulation modelling, the ACT Government has nominated a traffic data
collection budget (in addition to this consultancy budget) of up to a maximum of
$80,000 (GST exclusive) for collecting live traffic count data on key roads on the
ACT network.
i. The data collection methodology will be developed in consultation with the
consultant team and the Working Group. Please do not provide insight into
the traffic data collection scope as part of this submission.
ii. SCATS traffic count data will also be provided to the consultancy team
following contract award.
c. Its important to note, that while the focus of the infrastructure investment priorities is
regional, the domestic transportation requirement for the ACT are extremely
important as the ACT often serves as the final transport destination for the region.
d. The ACT domestic component of the transportation analysis should factor in, other
transportation modes including public transport, walking and cycling.
e. Where possible the traffic modelling should factor in Intelligent Transportation
System (ITS) which focus on traffic and incident management.
c) Outputs and timeframes
a. Work with Working Group on an as needs basis to build the model in TRANSCAD
format
b. Present draft TRANSCAD model to Working Group within 90 business days of
contract award
c. Submit a technical note summarising TRANSCAD model 2018 and 2031 scenarios
within 100 business days of contract award

4.1.2.7 Part Six: Micro-Simulation Transportation Analysis


a) Objective
a. Working in consultation with the Working Group, test in greater detail the impact of
localised transport infrastructure improvements
b) Tasks
a. Using the updated 2011 CSTM regional and domestic transport model as a
foundation, working in consultation with the Working Group prepare a series micro-
simulation transportation traffic model scenarios (using AIMSUN) which focuses on
localised upgrades to specific transport corridors and pieces of infrastructure
i. Allow for micro-simulation testing of up to 7 east-west and 7 north-south
transport corridors.
1. I.e. Barton Highway at NSW border to Pialligo Avenue at NSW
border via GDE, Parkes Way and Morshead Drive.

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a. Without pre-empting consultancy outcomes, consultant teams


are encouraged to provide insight into probably east-west and
north-south transport corridors for AIMSUN testing
ii. Allow for micro-simulation testing of up to a maximum of 10 detailed
infrastructure scenarios within each of the 14 corridors
1. I.e. Pialligo Avenue flyover of Fairbairn Avenue
2. I.e. Barton Highway flyover of Gundarroo/William Slim Drive
b. The micro-simulation transportation analysis should factor in, other transportation
modes including public transport, walking and cycling
c. Where possible the micro-simulation traffic modelling should factor in Intelligent
Transportation System (ITS) which focus on traffic and incident management
c) Outputs and timeframes
a. Work with Working Group on an as needs basis in deciding upon scope for micro-
simulation corridor and detailed infrastructure testing
b. Present to PCG final micro-simulation findings within 120 business days of contract
award
c. Present to Steering Committee TRANSCAD and micro-simulation initial findings
within 130 business days of contract award
d. Submit final AIMSUN traffic model within 140 business days of contract award

4.1.2.8 Part Seven: Infrastructure Investment Prioritisation


a) Objective
a. To achieve consensus at both a domestic and regional stakeholder level, priority
transportation infrastructure investments for the ACT region.
b) Tasks
a. Working in consultation with the Working Group, develop evaluation criteria for
prioritising ACT east-west and north-south regional and domestic transportation
infrastructure.
i. Transport investment prioritisation criteria should be sensitive to be both
Australian Government funding criteria together with ACT and ACT/NSW
regional and domestic transportation requirements
1. I.e. at the end of the prioritisation exercise, there should be a list of
domestic priorities for upgrade by ACT Government and a list of
regional infrastructure priorities that will be eligible for Australian
Government match funding with ACT Government.
b. In developing Infrastructure Investment Prioritisation criteria the consultant team
shall take into consideration the Australian Governments discussion paper on Value
Capture (available at below link) which stresses the importance of linking
infrastructure investment to complimentary and beneficiary government, community
and business activities.
i. One example could be (without pre-empting an outcome) to invest in Pialligo
infrastructure which serves the dual purpose of regional and domestic traffic
management together with supporting Australian Department of Defence
Force capabilities and or increasing local land values.

http://investment.infrastructure.gov.au/whatis/valuecapture.aspx

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c. Once agreed, apply the abovementioned prioritisation criteria to the suite of


investment priorities tested in the micro-simulation transport model to develop a
priority infrastructure investment list for workshopping and decision making with the
Steering Group
c) Outputs and Timeframes
a. Work with the Working Group on an as needs basis to finalise investment evaluation
criteria
b. Present to draft evaluation criteria to PCG within 120 business days of contract
award
c. Present draft evaluation criteria to Steering Committee within 130 business days of
contact award
d. Workshop priority investment recommendations with PCG within 150 business days
of contract award
e. Workshop priority investment recommendations with Steering Committee within 170
business days of contract award
f. Submit agreed prioritised investment recommendations list to Working Group within
180 business days of contract award

4.1.2.9 Part Eight: Stakeholder Management and Communications


a) Objective
a. To ensure consultant team is aware of stakeholder engagement expectations
b) Tasks
a. Work in collaboration with, and provide expert advice to the Working Group and
PCG in delivering the consultancy requirement
b. Support the Working Group and PCG in presenting consultancy recommendations
to the Steering Committee
c) Outputs and Timeframes
a. Emails, telephone calls and face to face meetings with Workingr Group personnel
on an as needs basis for the expected 10 month life of the consultancy
b. Attend monthly PCG meetings (assume 1.5 hours each) for duration of the 10
month consultancy
c. Attend and present to quarterly Steering Committee meetings for the duration of the
10 month consultancy
i. Assume eight sessions/presentations to the PCG
ii. Assume six sessions/presentations Steering Committee meetings

4.1.2.10 Part Nine: Consultancy Closure


a) Objective
a. Make clear consultancy closure requirements
b) Tasks
a. Submit final report, including all meeting/workshop discussion records etc
c) Outputs and Timeframes
a. Submit final report within 20 business days of completion of Part Seven.

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5 Specific and Key Issues


Phase One consultancy will require attention to the following specific issues:

a) Consultancy team to have close and continued liaison with the Working Group in making
sure the consultancy outcomes are controlled and progressing as planned
b) Consultancy team manager to have appropriate level of interaction with PCG and Steering
Group to ensure high level direction is maintained.
c) Process of developing the transport infrastructure investment prioritisation program needs
to be carefully managed to ensure consensus of investment recommendations, which will
form scope for subsequent phase design consultancies.

6 Consultancy Brief and Contract Requirements


In accordance with this Project Brief and the ACT Basic Brief.

7 Reference Documents
Canberra Strategic Transportation Model (CSTM)
Australian Government Value Capture Discussion Paper
Transport for Canberra Plan
Other reference documents will be provided to the consultant team as part of the Part two
Literature Review process.

8 Project Governance
The program will be managed by the following governance structure

8.1.1 Steering Committee


a) Roles and Responsibilities
a. Senior Government officials working collaboratively in providing advice, support,
managing program risks and general direction, particularly for the Phase One
consultancy
b. To work collaboratively in communicating investment recommendations up the
chain in their respective organisations
c. To provide feedback and provide direction on investment recommendations
d. To formalise direction (through approving recommendations) particularly during
Phase One outcomes and outputs.
e. To be well informed and work closely with the Project Control Group
i. Direction from Steering Committee needs to be alignment with phase one
consultancy scope and general intent.
b) Representation
a. ACT Government
i. TCCS
1. Executive Director: City Services (Chair)
a. Tooey Elliot

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2. Director Roads ACT


a. Ken Marshall
3. Director Capital Works
a. Ben McHugh
4. Chief Financial Officer
a. Craig Jordan
5. Project Manager, Capital Works
a. Chris Hocking (Admin/minutes)
ii. CMTED
1. IFCW
a. Executive Director
i. Peter Murray
2. Treasury
a. Director, Development and Infrastructure Branch
i. Wilhelmina Blount
b. Australian Government
i. Department of Infrastructure and Regional Development
1. Director, South East Roads Branch
a. Cindy McTaggart
b. Matthew Ipkendanz
ii. Department of Prime Minister and Cabinet
1. Assistant Secretary, Cities Economic Policy and Analysis Branch
a. Oliver Richards
c. NSW Government
i. Roads and Maritime Services - TBC
ii. Queanbeyan City Council - TBC
iii. Murrumbateman Council - TBC
iv. Yass Valley Council - TBC
d. Other
i. South East Region of Councils (SEROC) TBC

8.1.2 Project Control Group


a) Roles and Responsibilities
a. Meet monthly to discuss direction
b. Provide comment on project direction
c. Middle management level
d. Risk control
b) Representation

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a. TCCS Capital Works


i. Chris Hocking: Project Manager
ii. Carl Dias: TCCS Financial Delegate
b. TCCS Roads ACT
i. Michael Day
ii. Rama Paluri
iii. Kristijan Ivancic
c. TCCS Finance
i. Kae Harradine
d. CMTED Infrastructure Finance and Capital Works: Contract Manager
i. Patrick Hancock
e. CMTED Treasury
i. Alex Nockels
f. NSW Government
i. RMS upon invite
ii. Queanbeyan City Council upon invite
iii. Yass Valley Council upon invite
g. Australian Government
i. Department of Infrastructure and Regional Development
1. South East Roads Branch
a. Matthew Ipkendanz
ii. Department of Defence (upon invite)
iii. National Capital Authority (upon invite)

8.1.3 Working Group


a) Roles and Responsibilities
a. Project control and day to day project management
b. Consultancy contract management
c. Development of investment prioritisation criteria
d. Contribution from subject matter experts
e. Largely technical
b) Representation
a. TCCS Capital Works
i. Chris Hocking: Project Manager
b. TCCS Roads ACT
i. Rama Paluri
c. CMTED IFCW
i. Patrick Hancock

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8.2 Contract Manager

The Contract Manager is contracted to deliver the defined project outputs. They are responsible for
organising the project into one or more sub-projects, managing the day-to-day aspects of the
project, developing the Project Execution Plan(s), resolving planning and implementation issues,
and monitoring progress (schedule) and budget. The Contract Manager will:

Manage and monitor project activity through detailed plans and schedules;
Report at regular intervals against forecast schedule milestones and budget;
Maintain a close working relationship with the Procurement Directorate to ensure the
contract and its management are meeting the overall project expectations, especially in the
areas of Schedule and Budget;
Approve all variations to the contract or Statement of Requirements in a formal manner,
ensuring the Asset Manager or Owner is involved in the process; and
Manage (client/provider/stakeholder) expectations through formal specification and
agreement of goals, objectives, scope, outputs, resources required, budget, schedule,
project structure, roles and responsibilities.

The Contract Manager for the Project is:

Patrick Hancock, IFCW

TCCS Project Manager (Chris Hocking) and Patrick Hancock will work collaboratively in managing
the contract.

9 Quality Assurance
The following will assist with quality assurance:

Consultant team to submit Project Quality Plan (PQP) within 14 days of scope verification
meeting
Competitive procurement of consultant team will ensure high quality consultancy contract
PCG Subject Matter Experts will be actively involved in reviewing all consultancy outputs
Steering Group will be actively involved in development of infrastructure investment
prioritisation criteria and investment selection decision making

10 Schedule
Table 1 : Program Schedule*

High level program Target Date


Award contract November 2017

Scope verification meeting Late October 2018

Complete agreed tasks Pre August 2018

Consultancy close Pre August 2018

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11 Consultation
Key phase one consultancy stakeholders include:

ACT Government
o TCCS
Ministers Office
Executive
Capital Works
Roads ACT
Finance
o CMTED
Ministers Office
Treasury
IFCW

Australian Government

o Department Infrastructure and Regional Development


South East Roads Branch
o National Capital Authority
o Department of Defence

NSW Government

o Roads and Maritime Services


Southern Region

Canberra Airport Corporation

12 Liaison and Reporting


12.1 TCCS Project Manager

The TCCS Capital Works Project Manger is Chris Hocking who can be contacted on 6205
9676 or by email at chris.hocking@act.gov.au
The Project Manager shall be kept informed regularly during all phases of the project on
any risks or issues which will impact on any aspect of the project. Any enquiries related to
the project should be directed to the nominated Project Manager.
The TCCS Project Manager is to be invited to all project meetings.

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12.2 IFCW Contract Manager

The Procurement Contract manager, Patrick Hancock shall provide the TCCS Project
Manager with a written, monthly/weekly report on the physical and financial progress of the
project against the agreed schedule or program. These reports should also provide details
of any new risks or issues that have been identified by the consultant, contractor or
contracts manager within the procurement directorate.
Project Manager will accept more frequent progress reports if the Consultant provides more
frequent reports to Infrastructure Finance and Capital Works.
Client review meetings will cover as a minimum Schedule, Budget, and Risks.
Infrastructure Finance and Capital Works shall provide the Project Manager with a
milestone schedule and cash flow prediction at the earliest opportunity after acceptance of
the brief. The milestone schedule will be used to measure progress of deliverables against
expected dates. Billing will be based on earned value being the value of the work
completed at the time of reporting.
Invoices provided to the Project Manager will be accompanied with evidence showing
justification for the amount being invoiced. This data will also provide the basis of the
project review meetings.

13 Communication
The TCCS Project Manager will be responsible for providing responses to all ministerials,
correspondence and requests that are directly related to the project.
Infrastructure Finance and Capital Works shall provide TCCS Project Manager with

assistance and obtain the most relevant and reliable information when requested.

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Project Brief: Attachment 1 Roles and Responsibilities


1 Director (TCCS)
The Director, Capital Works is responsible for resourcing decisions essential for the delivery of
project outputs and the attainment of project outcomes. The role is also responsible for:

Approving milestone release of funds to the project related to Steering Committee


ensuring appropriate management of the project components outlined in this project plan
including risk monitoring, quality and timeliness;
project assurance; and
conflict arbitration

The Director also lends support, by advocacy, at senior levels and ensures that the necessary
resources (both financial and human) are available to the project. The Acting Director is ultimately
responsible for ensuring that project outcomes are secured.

The Director is

Ben McHugh, Capital Works

2 Section Manager (TCCS)


The Section Manager managing the project oversees the business management and project
management issues that arise outside the formal business.

Section Manager leads project managers in the effective and successful delivery and completion of

projects. Ensuring projects are delivered in accordance with ACT Govt. legislation, policies, value

for money, procurement requirements, TCCS standard systems and record keeping.

The Section Manager has delegation for endorsement of:

Expenditure related to the project I.e. financial delegation to $250k

The Section Manager is:

Carl Dias, Capital Works, TCCS

3 Project Manager (TCCS)


The Project Manager is accountable to the Project Sponsor and Steering Committee to deliver the
defined project outputs to the required quality within specified time and cost parameters.

They are responsible for managing the day-to-day aspects of the project, resolving planning and
implementation issues, and monitoring progress and budget.

The Project Manager will:

Develop and maintain the Project Plan and Project Schedule;


Manage and monitor the project activity through detailed plans and schedules;
Deliver a Monthly Project Status Report to PCG
Deliver quarterly monthly status report to Steering Committee;
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Report to the Project Sponsor and Steering Committee at regular intervals;

Develop and maintain the projects risk register;

Manage change control and implementation of project outputs;

Manage stakeholder expectations through formal specification and agreement of goals,

objectives, scope, outputs, resources required, budget, schedule, project structure, roles
and responsibilities; and
Manage the projects financial elements budget tracking in TM1

The Project Manager is:

Chris Hocking, Capital Works, TCCS

4 Contract Manager (IFCW)


The Contract Manager will undertake all procurement activities for the project and manage the
consultant and contractor contracts to physical and financial completion. This includes:

Preparation of a Procurement Plan Minute

Prepare Project Brief from the Project Brief in consultation with Project Manager

Preparation of tender documentation and management of the tender process.

Prepare Tender Evaluation Report

Prepare Contract Documentation and award contract

The Contract Manager is:

Patrick Hancock, IFCW, CMTED

5 TCCS Finance
The TCCS Finance is responsible for:

Providing guidance and assistance with project costing and financial reporting to Project
Managers;
Reviewing the Project Plan and any project variation requests for completeness and
accuracy of financial information;
Ensuring the approve project budget figures are entered in financial management systems;
Accounting for the costs of the project;
Monitoring the project actual costs against the budget;
Monitoring availability of approved funds and warning the Project Manager of potential
overruns;
Reconciling the FMIS GL-WIP account against Monthly Project Status Reports prepared by
the Project Manager
Capitalising assets in accordance with capitalisation procedures; and
Reviewing the Project Closure Report to confirm final actual expenditure of the project.

The TCCS Finance representative for the Project is:

Kae Harradine, Manager, Capital Budgets & Reporting

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