17 Until the new services are open to passengers and the final costs of the programme are known, it is not possible to conclude on overall value for money. What we can say is that there are a number of features in the way the programme has been delivered that have driven unnecessary cost. The compressed schedule, the contractual model, the loss of downward pressure on costs, and the absence of a realistic plan were set against an atmosphere where 'can do' became unrealistic. All these factors and many more set out in this report have contributed to underachievement in terms of cost and progress so far.
18 As mentioned at the start of this report, Crossrail must be completed and the new Crossrail Ltd management team needs to be supported in getting that task executed in the most practical and achievable way possible.