Page 7. Area Served: Borough Wide Chair of the Committee: Cllr Tim Crowley

Transcription

1 Report to: Date: Report of: Audit Committee Page 7 27 th September Executive Head Policy and Customer Services Agenda Item 4 Ward Location: Not Applicable Author(s) and Contact Phone Number(s): Gill Bull, Executive Head Policy and Customer Services, Sam Barker, Joint Interim Head of Improvement and Delivery, Area Served: Borough Wide Chair of the Committee: Cllr Tim Crowley Report title: Update on improvements to the council s programme and and project management framework Summary The purpose of this report is to provide an update to the Audit Committee on the operation of the council s approach to programme and project management following changes that were made last year. The report sets out the changes that were made, an assessment of their impact and the ongoing continuous improvements the council wishes to see. It covers: I. the role of the Member Steering Group and Major Programmes and Projects Board II. III. IV. the delivery of project management training to officers delivering, managing and sponsoring projects lessons learnt and the improvements to the initiation of, and reporting on Sutton s portfolio of Major Programmes and Projects development of project management resources, including guidance, examples templates etc Recommendations To note the progress made outlined within this report and agree for a further annual report in September Background Documents and Previous Decisions The Executive - 12 th September 2011 Improving the delivery of Major Programmes and Projects Audit Committee 29th September 2011 Internal Audit Review of Sutton Town Centre Refurbishment Update on the Management Action Plan Signed: Chief Executive Date: 18/09/2012

2 Agenda Item 4 Page 8 Background 1.1 Public sector organisations have recognised the importance of consistent approaches to programme and project management in order to achieve complex change programmes to agreed time, cost and quality. Three years ago the council set up the revised Sutton approach to project management, and subsequently has made continual improvements in the way it monitors and manages programmes and projects. In developing its approach it has always drawn on national best practice as applied to local government through initiatives such as the Public Sector Programme Management Approach. It has been an active member of this network and been able to both contribute and share best practice. 1.2 Over the past three years an important part of the Sutton approach has been about learning lessons from individual projects and from the work as a whole, making changes to approaches as they are needed. The council has recognised and responded to the common causes of programme and project management failure and the key success factors for successful programmes and projects (Leading Successful Programmes: A Pocket Guide for Senior Responsible Owners in the Public Sector, Local Government Group, June 2011). These include: Strong programme and project leadership Clearly defined scope, aims and benefits Appropriate skills and expertise Robust governance and controls Clear roles and responsibiliies A focus on benefits 1.3 In September 2011 the Audit Committee received a report setting out how the council was going to change the way it manages programmes and projects. This included our intention to; establish a new Major Programmes and Projects Steering Group that is led by councillors support the work of the steering group to establish a new Major Programmes and Projects Board improve the reporting of the Council s portfolio of projects by using the Council s existing performance management software (Covalent) invest in further learning, development and support over the coming period to ensure that it continues to offer the right training and guidance for officers and councillors. Place more emphasis on individual accountability for compliance with the council s programme and project management methodology. 1.4 The Committee requested that an update be made to the Audit Committee providing a review of the new arrangements. 2. The role of the Member Steering Group 2.1 Chaired by the Leader, the primary responsibility of the steering group is to provide proactive political leadership, advice and direction for the portfolio of major programmes and projects. It ensures that key risks and issues for the council are mitigated at an early stage, and ensures that all major programmes and projects have a named accountable councillor. 2.2 The Member Steering Group has met on a number of occasions. The group has focused upon; Providing political oversight and support to the portfolio of projects. Shaping the training offer for members and officers. 2

3 Agenda Item 4 Focusing on those projects rated as `amber and red ensuring that risks and issues are understood and plans are in place to mitigate them. Agreement of those projects and programmes that should be part of the portfolio. 3. Major Programmes and Projects Board Page Chaired by the Chief Executive the board is responsible for ensuring that the portfolio of programmes and projects as a whole is delivered to cost, time and quality. A key role is ensuring the proper initiation of projects, monitoring of key risks and issues and advising on the approval of any significant variations throughout the implementation of programmes and projects. It also has responsibility for monitoring the delivery of all work within the portfolio, and ensures that Programme and Project Sponsors are held to account. 3.2 The Major Programmes and Projects Board have focused upon monitoring the overall delivery and risk for the portfolio. The board have been able to ensure interdependencies between programmes and projects in the portfolio are clear, and issues relating to these are resolved. 3.3 In the period since the last update to the Audit Committee, the Decent Homes programme and the North Cheam and Worcester Park Outer London Fund project have been added to the portfolio. Given the significant reputational importance, high value and varied stakeholders of both projects reporting to the MPPB and MPPSG has enabled suitable oversight to ensure that the projects are progressing and any issues are mitigated. Particular focus has been given to the appropriate initiation of new programmes and projects. 4. The delivery of project management training to members and officers delivering, managing and sponsoring projects 4.1 It was identified that the new governance arrangements need to be supported by an improvement in the level of skills that are available to the council for officers and councillors to deliver major programmes and projects. Although it is recognised that for some major areas of work it may be necessary to buy in expert skills, in the past the council has spent significant resources on major programmes (both capital and revenue) but without appropriate investment in the people skills needed to deliver them. To correct this, from January 2012 the council has been rolling out a training programme for staff and members consisting of; Three project management sessions for members (two for the former Executive and scrutiny chairs and one open to all members) Bespoke training session for the senior management team (Executive Heads and Strategic Directors) focusing on how to be an effective project sponsor General awareness for employees with project roles (1 day, no exam) The APMIC Association for Project Management Introductory Certificate (2 days, plus exam) 4.2 All staff either responsible for delivering projects or involved in the delivery of projects have either attended, or are due to attend the suitable level of project management training by November This is the case across all directorates, where requirements for project management training are regularly assessed. 4.3 As of August members of staff had attended the general awareness course. Feedback from the course has been positive, with ¾ of attendees stating that their expectations were met, with staff displaying a greater understanding of project management, in particular how to plan a large project and the different roles within such a project. 4.4 During the same period 65 members of staff attended (and passed) the APMIC, with a further 63 staff scheduled to attend training by November The majority of attendees stated that their needs were fully met. All attendees have stated they will transfer learning back into the workplace. Key learning points were around ensuring better initiation of 3

4 Agenda Item 4 Page 10 projects, the importance of governance and decision making processes and use of correct documentation and terminology. 4.5 A number of staff have been identified as requiring a further level of project management training (Experienced Project Manager), so the training offer is currently being reviewed. 5. Lessons learnt and the improvements to the initiation of, and reporting on Sutton s portfolio of Major Programmes and Projects 5.1 Lesson s learnt from the delivery of recent major programmes and projects focus around three key areas; (i) (ii) (iii) (iv) Improved initiation of projects and programmes including clear roles and governance How we ensure that change is managed properly within projects Consistent and accurate reporting Ensuring the Council has appropriate Financial Regulations in place to support the successful delivery of programmes and projects 5.2 All major programmes and projects are expected to complete a Project Brief, Business Case (terms of reference) and Project Initiation Document (PID). These must be agreed by the project sponsor, project board and relevant members. A key role of the MPPB is to receive and comment upon these documents and also identify cross cutting issues for the portfolio. All Strategic Directors are expected to take a proactive role in quality assurance of the programme and project work that falls within their directorates. 5.3 All projects are expected to have clear governance arrangements, with roles and responsibilities outlined from the outset. This includes that where external consultants are utilised there is now a consistant and clear approach to accountability and responsibility. Guidance on roles and responsibilities within project and programmes has been updated to reflect this. 5.4 Flexibility is inevitably required as issues arise and personnel change. With clear governance arrangements it is obvious how change should be managed and where decisions should be made. The MPPB and MPPSG both have within their remit the ability to approve substantial change to project deliverables. 5.5 Savings from the structural review of Policy and Customer Services Division were used to fund a temporary dedicated resource within the Policy and Customer Services Division to support the portfolio programmes and projects through improved reporting, monitoring and advice. 5.6 Substantial progress has been made to the reporting of the portfolio of projects and programmes. The Council s corporate performance management software Covalent has been populated with the portfolio. On a monthly basis project managers and sponsors populate reports with the latest information on their project. Standardised reporting, using simple RAG ratings has enabled the MPPB and MPPSG to focus on those programmes and projects where there are issues and ensure that mitigating actions are in place. 5.7 The Council s Financial Regulations have been updated to address a number of issues identified from the delivery of previous projects including; The use of Sutton s project management approach for all projects Engagement of consultancy support on projects, covering authorisation for their use and procurement of supply 6. Development of project management resources, including guidance, examples templates etc 6.1 The Sutton approach to Project Management is based on the world-wide recognised standard, PRINCE2 (PRojectsINaControlledEnvironment) methodology, and tailored to suit 4

5 Agenda Item 4 the needs of the council and its governance arrangements. The Council s project management guidance has been regularly updated to reflect the lessons learnt from the delivery of programmes and projects and also any best practise with regard to project and programme management. 6.2 Sutton now has a comprehensive and up to date, online resource for project and programme management including guidance, templates and best practise examples. 7. Ongoing improvements to project and programme management 7.1 Overall these changes have led to more consistency in the way programmes and projects are managed, with clearer roles and responsibilities and accountability at a political and managerial level. Sutton now has the required governance, training and guidance in place to support the successful delivery of Major Programmes and Projects. 7.2 A number of programmes and projects have been implemented in this period including; Wallington Itegratred Transport Package The delivery of 2012 Primary School Expansion Programme The new Stanley Park High School The implementation of i-trent (HR self service) 7.3 It is important that lessons continue to be learnt from the delivery of all programmes and projects as the Council seeks to further improve the delivery of programmes and projects. Lessons learnt reports are now due to be received on all of these areas of work. 8. Influence of the Council s Core Values 8.1 The successful delivery of projects and programmes is key to ensuring that the Council is able to deliver its core values and build and community on which all can take part and take pride. 9. Financial Implications 9.1 Funding for the project management training offer and also additional resource within Policy and customer Services is for 2012/13. Any consideration of additional funding will need to be considered as part of the budget setting process for 2013/ Legal 10.1 There are no legal implications 11. Equalities 11.1 For each major programme and project it is expected that an Equality Impact Assessment (or Integrated Impact Assessment) is carried out as part of the initiation of the project. 12. Appendices Appendix A Page 11 Appendix A Current Major Programmes and Projects Portfolio Project/programme Beddington Project Decent Homes Franklin House Hackbridge Sustainable Suburb MASH (Multi-Agency Safeguarding Hub) One Planet Sutton 5

6 Agenda Item 4 Page 12 Primary Expansion Programme Regeneration of Durand Close Redevelopment of Elizabeth House Stanley Park High School Social Service IT replacement Westcroft Leisure Centre Development Worcester Park/North Cheam Outer London Fund Project 6