JOINT CORE STRATEGY PROGRAMME MANAGEMENT FRAMEWORK GOVERNANCE PROCESSES AND PROCEDURES. Draft

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1 APPENDIX 1 JOINT CORE STRATEGY PROGRAMME MANAGEMENT FRAMEWORK GOVERNANCE PROCESSES AND PROCEDURES Draft

2 CONTENTS 1. INTRODUCTION 2. SCOPE 3. PROGRAMME AND PROJECT MANAGEMENT GOVERNANCE 4. PROGRAMME MANAGEMENT FRAMEWORK - OVERVIEW 5. CROSS-BOUNDARY PROGRAMME BOARD 6. PROJECT BOARD 7. POLICY DEVELOPMENT GROUP 8. INFRASTRUCTURE DELIVERY GROUP 9. SUB-GROUPS (COMMUNICATIONS AND SA/SEA) 10. SUMMARY APPENDICES APPENDIX 1 PROGRAMME MANAGEMENT FRAMEWORK DIAGRAM AND SUMMARY TABLES Programme Management Framework - Draft 2

3 1. INTRODUCTION 1.1 In the context of the Government s current policy with regard to the Regional Spatial Strategy and the Local Development Framework, there is a statutory duty on Cheltenham Borough, Tewkesbury Borough and Gloucester City Councils to produce a Core Strategy. 1.2 The preparation of a Joint Core Strategy has been agreed in principle across the three authorities, with support to joint working and infrastructure delivery being given by Gloucestershire County Council. 1.3 The development of a Joint Core Strategy presents numerous opportunities but it also creates a number of challenges. A key challenge will be the coordination of joint working and governance (decision-making) between the local authorities. 1.4 To this end, this document sets out an overview of the programme and project management processes and procedures deemed necessary to coordinate joint working and to deliver a sound Joint Core Strategy document, supported by an infrastructure delivery plan. 2. SCOPE 2.1 Outside of the scope of this document are the detailed processes and procedures necessary to deliver the Joint Core Strategy. 2.2 The focus is on the overall process of joint working between the local authorities within which the development and delivery of the Joint Core Strategy will take place. 3. PROGRAMME AND PROJECT MANAGEMENT GOVERNANCE 3.1 The Association for Project Management defines programme and project management thus: Governance is how businesses can assure the effectiveness and efficiency of their project sponsorship, project management and portfolio direction and how they can ensure proper coherent disclosure and reporting of these systems and of their performance. 3.2 Programme Management governance differs from corporate or organisational governance in so far as it concentrates on the aspects of business integrity designed to produce successful, quality project solutions. It can and should, however, feed into organisational governance from an audit perspective. Based on Prince2 methodology, the governance processes and procedures within this document should dovetail comfortably with Council governance procedures. 3.3 The governance processes set out in this framework are designed to streamline effort and ensure that all groups and teams involved in joint working, including the delivery of the Joint Core Strategy, are working in the same way: to a clearly defined set of processes and procedures. 3.4 Streamlined working means that groups and individuals understand their roles and responsibilities within the context of the programme, and have clear expectations with regard to the extent and limitations of their contributions. Programme Management Framework - Draft 3

4 3.5 Programme and Project Management governance enables the effective management of quality, risk and ultimately delivery. In this context successful delivery of outcomes is made possible. 3.6 One objective of the project management approach adopted is that the governance framework is flexible, enabling additional Project Boards, with related Project and Sub groups to be brought within the Cross Boundary Programme Board umbrella. It is envisaged that they would all work to the same basic governance principles, ensuring consistency across the programme. 4. PROGRAMME MANAGEMENT FRAMEWORK - OVERVIEW 4.1 The proposed programme management framework is based on established PRINCE2 project management methodology and, subject to approval by Members, will form the basis on which joint working between the local authorities and stakeholders is taken forward including the development and delivery of the Joint Core Strategy. 4.2 The proposed framework is a hierarchal structure headed by a Cross Boundary Programme Board. Underneath the Programme Board is a Project Board and underneath that a Policy Development Group and Infrastructure Delivery Group. Beneath these are several sub-groups. 4.3 Below is a brief description of each tier of the framework. Further information is set out in the tables and diagram attached at Appendix CROSS BOUNDARY PROGRAMME BOARD 5.1 The Cross Boundary Programme Board will take an overarching, strategic overview of the entire joint working programme, including the development of the Joint Core Strategy and related projects focused on the delivery of the Joint Core Strategy. 5.2 The main function of the board will be to sponsor and champion the joint working process and related projects within the programme. 5.3 It is envisaged that the Programme Board will generally meet bi-monthly unless there is a need for a specific meeting to be called. The board will have delegated authority to steer the joint working process but key decisions including those relating to the development of the Joint Core Strategy will still be made by each individual Council, as indicated in the Joint Core Strategy Project Initiation Document (PID). 5.4 The membership of the Cross Boundary Programme Board is, at the time of writing, currently being considered and a verbal update will be provided to Members at the meeting. Programme Management Framework - Draft 4

5 6. PROJECT BOARD 6.1 Sitting under the Programme Board is the Project Board. The main role of a Project Board is to focus on a specific project, in this case the delivery of the Joint Core Strategy and the infrastructure necessary to support the Joint Core Strategy. Members of the Project Board will include senior officers with experience and knowledge applicable to the project as well as appropriate external partners. 6.2 It is envisaged that the Project Board will generally meet monthly unless there is a need for a specific meeting to be called. The Project Board will be responsible for ensuring the operational delivery of the Joint Core Strategy in accordance with the project plan (GANTT) set out in the Project Initiation Document (PID). 7. JOINT CORE STRATEGY POLICY DEVELOPMENT GROUP 7.1 The Joint Core Strategy Policy Development Group includes Officers from each Council and Gloucestershire County Council. 7.2 The group has already been established and has been meeting on a weekly basis to develop the joint working arrangements. The group will have particular responsibility for drafting and developing the Joint Core Strategy. 8. INFRASTRUCTURE DELIVERY GROUP 8.1 Sitting alongside the Joint Core Strategy Policy Development Group is the Infrastructure Delivery Group. The group is led by Gloucestershire County Council and will consist of relevant officers from the local authorities as well as external stakeholders with responsibility for the delivery of infrastructure. 8.2 The group is currently being established and once in place will meet weekly. 8.3 Both the Policy Development Group and Infrastructure Delivery Group will report to the Project Board. 9. SUB-GROUPS (COMMUNICATION AND SUSTAINABILITY APPRAISAL / STRATEGIC ENVIRONMENTAL ASSESSMENT GROUPS) 9.1 Underpinning the Policy Development and Infrastructure Delivery groups are the Communications Group and the Sustainability Appraisal/Strategic Environmental Assessment (SA/SEA) Group. 9.2 These groups have already been established and will meet on a frequent basis as and when required. The Communication Group will have particular responsibility for public and stakeholder engagement, PR and the development of shared ICT arrangements. The SA/SEA Group will develop the Joint Core Strategy SA Scoping Report, consultation on which will signal the commencement of preparation of the Joint Core Strategy. Programme Management Framework - Draft 5

6 10. SUMMARY 10.1 In order to guide the process of joint working between the local authorities and external stakeholders, it is essential to put in place an agreed structure or framework The programme management framework described above and set out in detail at Appendix 1 provides a solid, agreed basis on which to take joint working forward including the delivery of the Joint Core Strategy The following tables expand on the Joint Working framework diagram in terms of the governance detail associated with each group within the diagram. Programme Management Framework - Draft 6

7 APPENDIX 1 CROSS BOUNDARY PROGRAMME BOARD GOVERNANCE PROCEDURES: Role Sponsors of the delivery of the Joint Core Strategy. Delegated authority from each of the Local Authorities and the County to direct and guide the programme; however formal sign off by the 3 District Authorities individually will be necessary at identified milestones (see Project Initiation Document (PID). An overarching board which will oversee the suite of projects which falls under its remit. The Programme Board takes a strategic overview, ensuring that the projects are on target to meet the objectives of the programme in a timely manner and to budget. The Programme Board ensures that the Project Boards are aware of any changes to the programme, which affect their work emanating from political or higher officer levels. Membership To be confirmed Status Clear terms of reference An operational board, with formal decision making retained by the 3 District Authorities. Chair To be appointed. Someone with a good strategic overview of the LDF programme and an understanding of the varied interests of the groups involved. Responsibilities Agree terms of reference Political brokers and Spokespersons for the programme. High level guidance and direction Advisers and enablers Mandate and Sponsor the programme. Mandate the projects comprising the programme. Initiate new projects to meet the programme s objectives as required. Senior officer level guidance and direction. Facilitate visibility of the programme within the authorities. Communicate and escalate as necessary upwards (to authorities) and downwards (Project Boards and delivery groups). Review and provide feedback on project reports. Escalation of issues to authorities, and communication across the programme. Provide strategic guidance to the 3 District Authorities to help inform decision making at the key milestones Programme Management Framework - Draft 7

8 Accountability Overall responsibility for the programme, with delegated authority from the local authorities to direct and guide the programme. Meetings Bi-Monthly Must be quorate Structured agendas, to include progress reports on all projects within the programme. All meetings minuted and action points monitored. Papers to be received 5 working days prior to meetings. Reporting Responsibilities Key Reports Receive and review bi-monthly progress reports from the programme manager and project managers 5 days prior to meeting dates (Highlight Reports). Escalation of issues up and down as necessary. Receive and review Exception Reports (reports denoting programme or project issues or variances from plan which require decisions outside the usual reporting timeframe) as appropriate. Report back to the authorities, and represent local authority views within the context of the programme. Report back to interested parties and represent their views within the context of the programme. The Programme Board can expect to receive and monitor, at a high and not overly detailed level, progress of the following: Programme and Project Initiation documents Project Briefs Business cases Highlight and Exception Reports. Council/Cabinet Reports Lessons Learned Reports at project closure Minutes of meetings. The Programme Board can expect to contribute to the following, as required: Project briefs. Communication Programme and project level communications plans to be developed, to include: o Electronic document management, accessible by all o Details of what information to be provided, by whom, how often and by what method. o Details of the derivation of the information to be communicated (which boards, which project groups, which specific documents). o Details of escalation procedures. Programme Management Framework - Draft 8

9 PROJECT BOARD GOVERNANCE PROCEDURES: Role A project specific board. A Project Board sponsors one project e.g. the Joint Core Strategy, ensuring that there is an accurately scoped brief with defined, measurable outputs, that there is a detailed Project Initiation document and that the project plan is on target to meet the objectives of the project in a timely manner and to budget. The Project Board ensures that the project is being carried out in accordance with quality standards and that risks to the project are mitigated or managed. Membership Lead Sponsor: A senior officer with experience and knowledge applicable to the project. Representative local authority officers with an operational interest in the programme. The Project Manager, with attendance from team members as appropriate. Stakeholders (to be identified). Status Clear terms of reference An operational board Chair To be appointed. Someone with a good understanding of delivery mechanisms and the range of issues which applies. Responsibilities Sponsors the project Overall management and direction of the project. Approves the appointment and responsibilities of the Project Manager Provides the Project Brief (although the Project Manager may flesh it out). Approves the Project Initiation Document (which includes risk assessment, quality assurance and audit procedures) and project plans with the Project Manager. Decision making at key stages and milestones in the project. Agrees any deviations from plan outside agreed tolerance levels. Signs off each stage of completed work, and authorises the next stage. Ensures the required resources are committed to the project. Arbitrates on any conflicts and negotiates solutions if appropriate. Responsible for assurance that the project is on course to deliver in line with the Brief. Be the voice of the project both internally an externally. Sign off the completed project, and the lessons learned report. Escalates issues to the Programme Board as and when required. Ensures the project is fully resourced. Programme Management Framework - Draft 9

10 Accountability Overall accountability for the delivery of the project. Meetings Monthly Must be quorate Structured agendas. All meetings minuted and action points monitored. Papers to be received 5 working days prior to meetings. Reporting Responsibilities Key Reports Receive and review monthly progress reports from the project managers 5 days prior to meeting dates (Highlight Reports). Escalation of issues up and down as necessary. Receive and review Exception Reports (reports denoting programme or project issues or variance which require decisions outside the usual reporting timeframe) as appropriate. Provide formal high-level reports to the Programme Board. The Project Board can expect to receive and/or sign off the following: The Brief The Project Initiation document The project plan, including project specific procedures, milestones and critical path information. The business case. Highlight and Exception Reports. End stage reports. Project Completion / Handover The Lessons Learned Report Minutes of meetings. Communication Project level communications plans to be developed, to include: o Electronic document management, accessible by all o Details of what information to be provided, by whom, how often and by what method. o Details of the derivation of the information to be communicated. o Details of escalation procedures. Programme Management Framework - Draft 10

11 JOINT CORE STRATEGY POLICY DEVELOPMENT GROUP GOVERNANCE PROCEDURES: Role To deliver a sound Joint Core Strategy. Membership The Project Manager. Representative local authority officers with operational responsibility for delivering the Joint Core Strategy (JCS). Status Clear terms of reference An operational working group focused on delivery of the Joint Core Strategy. Chair The Project Manager Responsibilities Delivery of a Joint Core Strategy document, on plan, on time, within budget and within agreed tolerance levels. Development of a Project Initiation document and project plan, with clear timelines and clearly stated project governance procedures. Keep the Project Board appraised of key stage and milestone progress, seeking decisions and input as necessary. Accountability Answerable to the Project Board. Meetings Weekly Must be quorate Structured agendas. All meetings minuted and action points monitored. Papers to be received at least 2 working days prior to meetings. Reporting Responsibilities Report on project progress to the Project Board. Contribute to Programme Board reporting as required. Prepare regular highlight reports for both boards. Prepare exception reports as necessary. Receive reports from associated sub groups. Escalation of issues up and down as necessary. Key Reports The Policy Development Group (PDG) can expect to generate the following: The Project Brief two way process of creation between the project group and the Project Board. The Project Initiation document The Project Plan, including project specific procedures, milestones and critical path information generally in gantt chart format. The business case. Highlight and Exception Reports. End stage reports. Project Completion Report The Lessons Learned Report Minutes of meetings Programme Management Framework - Draft 11

12 The PDG can expect to receive: Highlight and exception reports from sub groups Minutes of sub group meetings Communication Project level communications plans to be included in the PID, to include: o Electronic document management, accessible by all o Details of what information to be provided, by whom, how often and by what method. o Details of the derivation of the information to be communicated. o Details of escalation procedures. Programme Management Framework - Draft 12

13 JOINT CORE STRATEGY INFRASTRUCTURE DELIVERY GROUP GOVERNANCE PROCEDURES: Role To deliver a sound Evidence Base to support preparation of a sound Joint Core Strategy. Membership The Project Manager. Representative local authority officers with operational responsibility for delivering the individual infrastructure studies which form the Evidence Base for the JCS and associated infrastructure delivery plan. Status Clear terms of reference An operational working group focused on delivery. Chair The Project Manager Responsibilities Delivery of the Evidence Base, on plan, on time, within budget and within agreed tolerance levels. Development of a Project Initiation Document and an overall delivery project plan, with clear timelines and clearly stated project governance procedures. To keep track of the overall timeframe and ensure issues affecting the delivery of the Joint Core Strategy are flagged up and mitigated in a timely manner. Keep the JCS Policy Development Group and the Project Board appraised of key stage and milestone progress, seeking decisions and input as necessary. Accountability Answerable to the Project Board. Informally responsible to the JCS PDG. Meetings Weekly Must be quorate Structured agendas. All meetings minuted and action points monitored. Papers to be received at least 2 working days prior to meetings. Reporting Responsibilities Report on project progress to the JCS PDG and the Project Board. Contribute to Programme Board reporting as required. Prepare regular highlight reports for both boards. Prepare exception reports as necessary. Receive reports from associated infrastructure delivery sub groups and monitor progress. Escalation of issues up and down as necessary. Key Reports The Infrastructure Studies Delivery Group can expect to generate the following: A Project Initiation document An overall Project Plan, including project specific procedures, milestones and critical path information in gantt chart format. Highlight and Exception Reports. End stage reports. Programme Management Framework - Draft 13

14 Project Completion Report The Lessons Learned Report Minutes of meetings The Infrastructure Studies Delivery Group can expect to receive: Regular highlight and exception reports from delivery sub groups Minutes of sub group meetings Communication Project level communications plans to be included in the PID, to include: o Electronic document management, accessible by all o Details of what information to be provided, by whom, how often and by what method. o Details of the derivation of the information to be communicated. o Details of escalation procedures. Programme Management Framework - Draft 14

15 JOINT CORE STRATEGY SUB GROUPS EXAMPLE: COMMUNICATIONS SUB GROUP GOVERNANCE PROCEDURES: Role To deliver a specific aspect of the project. Example: A Communications Sub group is necessary to manage the communications aspects of delivering the Joint Core Strategy document. Membership A Team Leader. Representative local authority officers with operational responsibility for developing a project plan to deliver the Communications elements of the overall Joint Core Strategy PID. Status An operational working group focused on delivering a specific part of a larger project. Chair The Team Leader Responsibilities Delivery of the communications plan, on time, within budget and within agreed tolerance levels. Development of a project plan with clear timelines and clearly stated project governance procedures. Keeping the Joint Core Strategy Policy Development Group appraised of key stage and milestone progress, seeking decisions and input as necessary. Accountability Answerable to the Joint Core Strategy Policy Development Group. Meetings Weekly, or as often as is necessary. Must be quorate Structured agendas. All meetings minuted and action points monitored. Papers to be received at least 2 working days prior to meetings. Reporting Responsibilities Report on sub group progress to the JCS PDG. Contribute to reporting to the Boards as required.. Escalation of issues up and across to other sub groups as necessary. Key Reports The Sub Group can expect to generate the following: A sub task project plan. Regular highlight reports for the JCS PDG. Prepare exception reports as necessary. End stage reports. Sub task Completion Report The Lessons Learned Report Minutes of meetings. Programme Management Framework - Draft 15

16 Communication A Sub Group level communications plan to be included in the PID, which the sub group will adopt, to include: o Electronic document management, accessible by all o Details of what information to be provided, by whom, how often and by what method. o Details of the derivation of the information to be communicated. o Details of escalation procedures. Programme Management Framework - Draft 16

17 Cross Boundary Programme Board Membership to include: CROSS BOUNDARY PROGRAMME BOARD Senior operational group, also including Cabinet Member representation & key partners LSP RDA / Glos Economic Partnership Natural England Environment Agency Other partners, to be identified Function: Cross boundary programme management. To sponsor and champion the programme. Delegated authority from each of the Councils to take strategic and political decisions to guide the joint working process. Act as internal and external spokespersons for the programme. Key Tasks: Develop an overarching cross boundary vision and objectives. Ensure projects are delivered in line with both. High-level coordination of workload (infrastructure workload key) and delegation of Briefs to Project Boards. Advice and enabling, programme planning to deliver objectives, progress monitoring, decision making, escalation of issues to local authorities if necessary. Receives progress reports from the Project Boards, guide and direct. PROJECT BOARD LDF Joint Core Strategy & Cross Boundary Infrastructure Lead: District Sponsor POLICY DEVELOPMENT GROUP Key outputs: To prepare a sound joint core strategy for Cheltenham, Gloucester and Tewkesbury that is approved by all local authorities for the purposes of statutory public consultation and appropriate for submission to the Secretary of State. Lead: Project Manager COMMUNICATIONS GROUP Key Outputs: The planning and implementation of all JCS related internal and external communications, including PR activity and materials, consultation and the management of information through IT systems TRANSPORT STRATEGY & INFRASTRUCTURE DELIVERY GROUPS: Transport Flood risk Health services Education Bio diversity Green space/strategic green infrastructure Recreation Employment Retailing Sustainability Water management Waste management Others tbd Function: Cross boundary infrastructure studies, maximising resources, minimising duplication and waste. Responsibility Key: Outputs: A strategic and joined-up process that connects spatial, investment and business planning processes to deliver a costed infrastructure delivery Gloucestershire County plan Framework: Key Success Criteria: Competent facilitation and framework training Unified, focussed leadership Competent programme and project Key Linkages managers Clear roles and responsibilities Clear communication and decision making strategies Member Involvement Information management and dissemination web based document management Skills Audit population of groups All Three District Authorities Competent project governance procedures Competent programme and project support (document management, version control, change control, quality Programme Management Framework - Draft assurance etc.) 17

18 Programme Management Framework - Draft 18

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