3.10 In order to be able to manage programme risks and the complex contractual arrangements effectively, Crossrail Ltd needs to rebuild its capability and capacity in a number of disciplines. During 2018, Crossrail Ltd reduced the number of staff in its central functions, such as risk management, planning and contract and commercial management, as it pursued its demobilisation plans in accordance with its aim to meet the December 2018 deadline. All of these functions are critical to completing the programme efficiently and effectively.
3.11 The company now recognises that it still needs skills and has started to recruit. It has hired a head of risk and plans to increase the team from one person to five, and has reinstated its audit and assurance committee, which it disbanded in 2018. It has increased the size of the planning team by 15 to 34. It is also re-establishing its external affairs team. Crossrail Ltd has, however, struggled to recruit the skills it needs. Its capacity to manage the programme effectively remains a key risk. It told us it has 143 vacancies in its central delivery teams, including project delivery teams to work with main contractors to deliver the programme, and a further 33 vacancies across other areas of the programme.