During our interviews we noted the following comments about the TGP's governance structure during the procurement/tender phase:
• Multiple interviewees commented that there was a good level of collaboration between Waka Kotahi, the external advisers and the proponents;
• Some interviews highlighted that the role of the PAG was effectively an "advisory body" that the PPP Project Director and other key Project Team members could use as a sounding-board for PPP advice;
• Several interviewees commented that project governance and reporting were not best practice and could have been improved;
• Several interviewees commented that there were a number skilled technical, financial and commercial advisers across the various governance fora, but they may not have been utilised to their full potential by the Waka Kotahi project team and the proponents, in particular with respect to the provision of advice to assist in making key decisions; and
• Some interviewees also expressed the following views:
- Changes were made to the project governance and reporting arrangements during the TGP;
- Key board papers that did not go through key decision-making fora (e.g. the DMT) for discussion (i.e. went straight to the Board for decision); and
- Ancillary governance groups were formed that did not create additional value.