MAJOR PROJECTS BUSINESS PLAN

Transcription

1 PROJECT DOCUMENTATION MAJOR PROJECTS BUSINESS PLAN Major Projects Team Guildford Borough Council Release: th January 2016 Page 1

2 Business Plan History Document Location This document is only valid on the day it was printed. The source of the document will be found at G:\Major Programme & Projects Unit\PORTFOLIO DOCUMENTS Revision History Date of this revision: 1 st January 2016 Date of Next revision: None Revision date Previous revision date Summary of Changes Changes marked 1 st January 2016 N/A First Draft issue N/A Approvals This document requires the following approvals, following adoption after GBC Senior Management Team review; Name Title Organisation Signature Sue Sturgeon Managing Director GBC Neil Taylor Interim Director of GBC Development Distribution This document has been distributed to the following delegates; ~ Guildford Council *Surrey County Council Name Title Organisation Date Version Neil Taylor Interim Director of Development GBC TBC 1.0 Carolyn Patterson PR & Marketing Manager GBC TBC 1.0 Claire Morris Head Of Financial Services GBC TBC 1.0 Mike Harris Manager Major Projects GBC TBC 1.0 Satish Mistry Director Of Corporate Services GBC TBC 1.0 Sue Sturgeon Managing Director GBC TBC 1.0 Sandra Herbert Head Of Legal Services GBC TBC 1.0 Cllr Spooner Lead Cllr For Planning & Regeneration GBC TBC 1.0 Cllr Furniss Lead Cllr For Infrastructure & Environment GBC TBC 1.0 Cllr Davis Lead Cllr For Economic Development GBC TBC 1.0 Cllr Manning Lead Cllr For Finance & Asset Management GBC TBC 1.0 Cllr Rooth Lead Cllr For Housing & Social Welfare GBC TBC 1.0 Tim Dawes Planning Development Manager GBC TBC 1.0 Barry Fagg Infrastructure Programme Director GBC TBC 1.0 Gaurav Choksi Developments Project Manager GBC TBC 1.0 Page 2

3 Major Projects Mandate The Unit has a core objective to deliver major programmes, projects and initiatives that have been ratified and agreed within Guildford Borough Council s current development statements. This is primarily in support of the Draft Local Plan, going forward to examination and adoption in 2017 where it has to be demonstrated the key development projects on Brownfield land in the town centre can be delivered. The Major Projects Team, Terms of Reference also anticipates the need for GBC to intervene and lead on specific projects, as published in the Council s Corporate Plan The unit s primary outputs and products are to design, procure and implement a portfolio of property and infrastructure interventions. These projects and schemes will enable Guildford to enhance its infrastructure, resilience, housing, retail and commercial offer and support the investment targets in the development strategy. The primary drivers of the team s work streams and project delivery are the three corporate strategies; Guildford Corporate Plan 2015/20 The Projects that are scoped and evolved to potential feasibility stage and beyond will be strategically consistent with: Guildford Housing Strategy 2015> Guildford Parking Strategy 2016> Key Strategic Partners Guildford Borough Council Surrey County Council Highway Authority Highways England Highway Authority LEP3 Funding Partner & Key Strategic Stakeholder Department Of Transport Central Funding Body Department of Communities & Local Government Funding Body Network Rail Environment Agency Major Projects Context Guildford Council has developed a draft Local Plan development strategy that covers development in the borough until The Major Projects Team will be a vehicle through which the Council undertakes direct development on its land in the commercial, housing, infrastructure and public realm themes by incorporating sites within the Council s capital programme that have potential for development. It may also look to purchase additional land and sites within the town that fit with its strategic aims and bring forward development on those sites. The team will also have a primary function in monitoring and assisting the delivery of schemes which will contribute to the three corporate strategies, seeking to coordinate the two exercises including those being delivered by third parties & partners services and crucially, outside agencies such as Surrey County Council and the Highways Agency. Page 3

4 As well as forging integral working across the operations, policy and delivery partners within the Council the team will also progress the structure of relationships with key delivery partners such as Surrey County Council, the Local Enterprise Partnership, Thames Water, Highways England, Statutory Providers and other legislative agencies. In tandem the team will also evolve relationships and partnerships with the private sector, including third party developers and occupiers in order to achieve holistic benefits for the town centre and wider borough envelope. Major Projects Objectives Guildford Corporate Plan The department has a number of delivery objectives revolving around property and economic development, infrastructure resilience, unlocking opportunities and enhancing the Council s transport network for the benefit of all modal users. In alignment with the Corporate Plan the team s project outputs correspond with three of the five high level strategic plan objectives; Our Borough» Attractive, competitive, multi-faceted and vibrant town» Range of housing to meet need» Enhanced shopping and leisure offer» Adoption of Local Plan. Publishing the Town Centre Masterplan with high quality urban design aspirations.»protect green spaces and limit encroachment into countryside» Sensitive integration of development in existing communities» Improved accessibility and pedestrian environment Our Economy» High quality commercial land and buildings» Improving skills and employment opportunities» Building strong links and levering synergies between public, private and third sectors» Improving local community facilities» Unlocking economic advantages of urban regeneration Our Infrastructure» Sustainable transport urban and rural» Improvements to A3 and borough-wide road network» High quality cycling and walking network» High quality facilities and provision of land for schools and health centres» Improved rail connectivity with new halts Page 4

5 Major Projects Portfolio Board The agreement of a clear, concise reporting and governance structure was an early priority of the unit. In November 2015 the proposed governance structure was adopted, with potential inputs and guidance from other sections of the authority as the programme plan requires; The governance structure is supported by a proposed terms of reference which sets out the roles and responsibilities of the group, which is also reproduced here to specify activities during the first September 2015 to March 1 st 2016 inception phase, and subsequent emphasis as the unit moves into a more detailed scoping and delivery phase during 2016 and beyond. Portfolio Roles and Responsibilities September 2015 March 2016 The main drive of the unit during its inception phase is to establish a robust project management centre with all the necessary reporting, financial and planning protocols in place. This needs to be Page 5

6 consistent with and mirror the reporting protocols and procedures of the Council. In terms of scoping the programme of works these priorities are driven by GBC s ability and commitment to intervene to assist in delivery of key programme areas such as Housing, Retail and Commercial in the town centre, and a ratification of the Town Centre projects as they move into adoption of the Local Plan. Other proposals need to be assessed for feasibility and viability before a decision is recommended. Since the unit was established on September 1 st 2015 four aligned programme work streams have been identified which will run for the first financial year. These are; a) Supporting the function of the Local Planning Authority to generate and submit a credible local plan for adoption; b) The Council itself acting as a developer and landowner, and as part of its corporate strategy reviewing its property / landholdings and investigating/ scoping projects and development schemes in this capacity; c) the Council leading on transport schemes, working closely with the highways authority and scoping transport schemes to work then up into projects and bid for funding from GBC / LEP; d) delivering approved capital projects whether they are property developments (such as Guildford North Street) or transport schemes (such as Walnut Bridge); For the first tranche of scoping and feasibility work the matrix of individual officers to specific project strands has been identified as follows; Major Projects Major Projects Manager Development Project Manager Transport Project Manger Property Project Manager Project Support Officer SCC Transport (Shared) Local Plan Development 50% 25% - 50% 25% - & Scoping GBC Developer 17% 25% 10% 30% 25% 10% GBC Transport Lead Capital Project Delivery 17% 25% 50% - 25% 50% 16% 25% 40%~ 20%* 25% 40% *Guildford North Street ~ Walnut Bridge MAJOR PROJECTS MANAGER To manage the Unit, take responsibility for the overall work programme, and to direct the development of the strategy and work programme to ensure that the GBC objectives are met; To scope and manage the specific delivery actions in the GBC Corporate Plan ;. Page 6

7 To report to CMT / Executive on the delivery objectives and the mechanism for delivering the outcomes; To manage associated risks and issues that unfold during the Portfolio lifetime; To work closely with all relevant teams including Finance, Regeneration, Planning, Procurement, Asset Management, Economic Development, Engineers, Legal and Property leads to ensure timely delivery; To work closely and performance manage all programme managers, portfolio level appointed consultants and technical support during the lifecycle; To maintain vision, integration and consistency where appropriate with the Local Plan, Corporate Plan and Town Centre Masterplan; To plan in detail the delivery procedures and projects which GBC has agreed to roll out in support of the corporate objectives and to ensure the programmes are fully resourced and implemented on time and to budget; To advise in the delivery of the Council s Corporate Level programme; To recruit technically skilled and qualified staff to fulfil the project deliverables; To publish, consult and adopt a feasible Town Centre Corporate Plan for reporting April 2016> INDVIDUAL PROJECT MANAGER PROFILES UNIT PROJECT MANAGER / TRANPORT PROJECT MANAGER / PROPERTY PROJECT MANAGER To assist in the day to day management of the Unit, acting as Group PM, and establishing a robust project management methodology and reporting system; To draft out and maintain a PM process for governing and managing the programmes to deliver the outcomes according to the agreed governance protocols; To liaise with key stakeholders and manage their party inputs into the work-plan; To input best PM practice into the Unit and the Council covering all its work streams and to ensure the process if managed to deliver its programmes and projects within agreed budgets and other resources constraints; To control and monitor the work of the Unit to ensure the policies and programmes agreed by the GBC are implemented efficiently and within budget; To scope and establish a project risk register and ensure mitigation measures are actioned; Under the directives of the portfolio procurement strategy, ensuring the transparent and robust appointment of any strategic partners, technical support or delivery consultants; Managing the performance and financial activity of all appointed consultants and partners; Leading on liaison and communication with all key stakeholders including consultation activities, website updates, press releases and liaison with the portfolio communication lead; Producing the monthly project report, risk register and exception report; Responsible for completing an agreed and ratified Verto Project record; Responsible for updating all Verto reporting requirements to deadlines; Reporting to peers and sponsors all issues around financial & technical delivery; PROJECT SUPPORT OFFICER MAJOR PROJECTS To monitor the programme plan(s) and risk register(s), notifying risks to the programme manager(s) in a timely fashion; To book the necessary meeting rooms for the Portfolio board and individual Portfolio working groups; To book the necessary meeting rooms for the programme boards and individual programme working groups; Page 7

8 To maintain the portfolio contact and communication database; To maintain the portfolio version control methodology; To maintain the portfolio filing structure and document coding; To monitor the portfolio & programme websites for comments, feedback & queries; To accurately minute meetings and circulate all records for review and agreement prior to final sign-off; To maintain portfolio & programme meeting attendance records; To maintain the programme and project plans; To maintain the Portfolio, programme and project o library of supporting reports, papers, and legal documentation that the various delivery strands produce; To support the Portfolio, Programme and Project Manager(s) during meetings and events; To assist with the response to public / other agency / central government queries and questions; To manage and deliver specific programme and project deliverables and products, as instructed and agreed with the programme managers and CMT group; Portfolio Roles and Responsibilities April 2016 onward With a robust PM structure in place and significant progress in scoping the feasibility, the technical and financial constraints the ambition is to populate a formidable portfolio of technical and strategic skills sets to effectively and efficiently manage the evolving project portfolio and work programme. Underpinning the work plan will be the outcomes and constitution of the Page 8

9 Council s Corporate Plan. Moving forward from the ambitions and schemes identified from the three corporate strategies there is a requirement to; a) Translate the projects and proposals within the corporate strategies into viable projects within the capital programme; b) Intervening and inducing partners and stakeholders in the market to organise the delivery of development schemes in alignment with our policy statements and aspirations; This phase of works can be considered the specific project pre-development & delivery phase. Each project will have a different level of maturity and this will have a impact on the level of input required from the team. An example would be Walnut Bridge that is currently in the architectural design phase with an outline budget, whereas Ash Bridge is still in embryonic, conceptual discussions with the primary stakeholders. From the proposed project priorities at Appendix 2 and represented in the above Governance envelope the project briefs should be evolved to the next stages of feasibility and funding, with umbilical links to the Corporate Plan and Town Centre Masterplan aspirations; Proposed 2016/17 Staffing Profile Major Projects Major Projects Manager Property Programme Manager Transport Programme Manger Property Development Surveyor Senior Housing Manager Seconded Property Officer SCC Transport (Shared) Project Support Officer Local Plan Development & 10% % 10% 10% 10% 25% Scoping GBC Property Developer 30% 50% - 80% 80% 80% - 25% GBC Transport Lead Capital Project Delivery 30% - 50% % 25% 30% 50% 50% 10% 10% 10% 10% 25% MAJOR PROJECTS MANAGER To manage the Unit, take responsibility for the overall work programme, and to direct the development of the strategy and work programme to ensure that the GBC objectives are met; To scope and manage the specific delivery actions in the GBC Corporate Plan ;. Page 9

10 To carry out the validation and feasibility study of the LP and TCMP projects to consider them as part of a corporate delivery plan going forward which delivers brown field land in the town centre and a stream of GBC led outputs. To report to CMT / Executive on the delivery objectives & mechanism for delivering outcomes; Responsible for managing the implementation of the Infrastructure & Property Portfolio ToR To ensure the scheme operates within the agreed Portfolio management methodology and programme manage all activities held within the work-plan; To manage associated risks and issues that unfold during the Portfolio lifetime; To work closely with all relevant teams including Finance, Regeneration, Planning, Procurement, Asset Management, Economic Development, Engineers, Legal and Property leads to ensure timely delivery; To work closely and performance manage all programme managers, portfolio level appointed consultants and technical support during the lifecycle; To maintain vision, integration and consistency where appropriate with the Local Plan, Corporate Plan and Town Centre Masterplan; To agree implementation strategies with SCC and key stakeholders and the Executive Board; To populate and manage Portfolio management spreadsheets, risk registers, timelines, key milestone and plans with clean and accurate data; To deliver coherent, accurate and comprehensive Portfolio reports to the Portfolio board at agreed deadlines; To produce Portfolio reports and briefing papers for councillors & stakeholders as required; Ensuring all Executive Reports for decisions are promptly agreed, circulated and ratified; Ensuring that all bids for funding are submitted in line with the Council s financial procedure rules ; To raise with the Portfolio Board in a timely fashion any significant risks or obstacles to Portfolio delivery; To deliver the Town Centre Corporate Plan and the Councils Corporate Development Plan from April 2016> PROGRAMME MANAGER PROPERTY & PROCUREMENT Responsible for managing the successful implementation of the property milestones and objectives within the Portfolio Terms of Reference; Responsible for delivering the planning, property & infrastructure elements of the Council s Corporate Plan; To ensure the scheme operates within the agreed Portfolio management methodology and Portfolio/programme manage all activities held within the work-plan; To agree the final sign-off of Project Briefs, PID s and Business Cases under the programme umbrella with Executive Board; To manage associated risks and issues that unfold during the Portfolio lifetime; To strategically lead on the development of the property portfolio, specifically leading on acquisitions and disposals; To performance manage all project managers and associated consultants and officers under the programme umbrella; To work closely with the all appointed consultants and technical support during the Portfolio lifecycle; Page 10

11 To work with the portfolio Infrastructure programme manager to establish and realise the Portfolio synergies, enabling economies of scale in terms of resources, funding and commissions; To populate programme management reports, risk registers and associated PMO tools with clean & accurate data; Producing the monthly project report, risk register and exception report; Responsible for completing an agreed and ratified Verto Project record; To deliver coherent, accurate and comprehensive programme reports to the portfolio board at monthly intervals; To co-ordinate the delivery of all programme management elements of the scheme; To produce programme reports and briefing papers for councillors, stakeholders and working groups as required; To raise with the Portfolio Board in a timely fashion any significant risks or obstacles to programme delivery; To successfully recruit project managers to effectively ensure the delivery of the programme umbrella; To performance manage all project managers, consultants and contracted partners; To ensure robust stakeholder engagement with the myriad stakeholders and third parties impacted and affected by the programme deliverables and activities. PROGRAMME MANAGER TRANSPORT & INFRASTRUCTURE Responsible for managing the successful implementation of the property milestones and objectives within the Portfolio Terms of Reference; To ensure the scheme operates within the agreed Portfolio management methodology and Portfolio/programme manage all activities held within the work-plan; To agree the final sign-off of Project Briefs, PID s and Business Cases under the programme umbrella with the Executive Board; To manage associated risks and issues that unfold during the Portfolio lifetime; To strategically lead on the development of the property portfolio, specifically leading on acquisitions and disposals To performance manage all project managers and associated consultants and officers under the programme umbrella; To work closely with the all appointed consultants and technical support during the Portfolio lifecycle; To work with the property programme manager to establish and realise the Portfolio synergies, enabling economies of scale in terms of resources, funding and commissions; To populate programme management reports, risk registers and associated PMO tools with clean & accurate data; Producing the monthly project report, risk register and exception report; Responsible for completing an agreed and ratified Verto Project record; To deliver coherent, accurate and comprehensive programme reports to the portfolio board at monthly intervals; To co-ordinate the delivery of all programme management and administration of the scheme; To produce programme reports and briefing papers for councillors, stakeholders as required; To raise with the Portfolio Board in a timely fashion any significant risks or obstacles to programme delivery; Page 11

12 To successfully recruit project managers to ensure the delivery of the programme umbrella; To performance manager all project managers, consultants and contracted partners; To ensure robust stakeholder engagement with the myriad stakeholders and third parties impacted and affected by the programme deliverables and activities. INDVIDUAL PROJECT MANAGER PROFILES PROPERTY & INFRASTRUCTURE STRANDS - SENIOR DEVELOPMENT SURVEYOR / JOINT TRANSPORT PLANNER / SECONDED PROPERTY OFFICER To produce and agree the project brief with the Executive, then oversee the project implementation document and business case; Ensure that key milestones are achieved in line with group programme timescales; Ensure that the project actions are completed in line with the project plan; Responsible for monitoring, updating and managing all items on the project risk register and ensuring any progression to the programme risk matrix; Under the directives of the portfolio procurement strategy, ensuring the transparent and robust appointment of any strategic partners, technical support or delivery consultants; Managing the performance and financial activity of all appointed consultants and partners; Responsible for satisfying all the programme quality thresholds to achieve key milestones; Leading on liaison and communication with all key stakeholders including consultation activities, website updates, press releases and liaison with the portfolio communication lead; Producing the monthly project report, risk register and exception report; Responsible for completing an agreed and ratified Verto Project record; Responsible for updating all Verto reporting requirements to deadlines; Responsible for monthly milestone monitoring for the project; Reporting to programme managers and sponsors all issues around financial, methodological and technical delivery; To appraise development sites and projects and lead on property aspects of negotiations; To appraise the development sites and the other sites to produce an overall cost plan and cash-flow of the potential TC. To report on development programme options which could advantage GBC in going forward. Agree funding with Finance for input into the chosen delivery vehicle. To take agreed development projects and set out a full appraisal for use in GBC negotiations. Demonstrate how cost centres could be paid for out of the positive development. Propose development strategy. To Consider the opportunities for commercially mixed development which meet multiple objectives; To take forward private and public housing projects with third parties / developers and prepare briefs for schemes. PROJECT SUPPORT OFFICER INFRASTRUCTURE & PROPERTY STRANDS To monitor the programme plan(s) and risk register(s), notifying risks to the programme manager(s) in a timely fashion; To book the necessary meeting rooms for the Portfolio board and individual Portfolio working groups; To book the necessary meeting rooms for the programme boards and individual programme working groups; Page 12

13 To maintain the portfolio contact and communication database; To maintain the portfolio version control methodology; To maintain the portfolio filing structure and document coding; To monitor the portfolio & programme websites for comments, feedback & queries; To accurately minute meetings and circulate all records for review and agreement prior to final sign-off; To maintain Portfolio & programme meeting attendance records; To maintain the programme and project plans; To maintain the Portfolio, programme and project o library of supporting reports, papers, and legal documentation that the various delivery strands produce; To support the Programme and Project Manager(s) during meetings and events; To assist with the response to public / other agency / central government queries and questions; To manage and deliver specific programme and project deliverables and products, as instructed and agreed with the programme managers and portfolio; Guildford Town Centre Master Plan - Context In 2015 GBC commissioned the informal masterplan for the Town Centre, following on from the Town Centre visioning study that was produced and consulted on in The Allies & Morrison publication for the extended town centre went into more detail to show how the town has evolved, and the potential for Guildford to grow its economy while preserving its rich and varied heritage. This plan also identified the scope of housing, employment, retail and leisure uses which could be introduced to meet the needs stated in the draft Local Plan, while ensuring that Guildford s historic core was protected and preserved. However, while the Allies & Morrison study has been presented as a masterplan for the town, it cannot formally be adopted, even when modified, as a plan. It will be published as part of the evidence base of the emerging Local Plan. The Allies and Morrison Town Centre Masterplan will guide the GBC asset & investment strategy for the Town Centre in the context of enhancing the spatial offering. The TCMP will inform other third party developments, which GBC may try to catch and steer in order to achieve a coordinated place. Clear project management will underpin the activity & development process to deliver the objectives and aspirations of the GBC Corporate Plan. Page 13

14 Guildford Borough - Context The Local Plan process has identified, through the potential allocation of development sites, an infrastructure gap which needs to be addressed. Work contained in the Surrey Infrastructure Plan also identified and supported the idea of suc a gap. Residents are concerned to address the shortcomings in the road network provision, power provision, drainage & flooding and other infrastructure elements. The Major Projects Team have identified a range of issues that they will seek to address either by direct intervention or by close liaison with third parties. The role of Guildford as a Growth Town as designated by the EM3 allows GBC to apply for funding to address the information deficit and applications have already been made under LDGF Round 3. The list of projects and their designations are included in Appendix 2 of this document. The key feature of the TCMP is that it provides the inspiration and aspiration for how Guildford Town Centre may evolve as a place given the necessity to increase the levels of retail, offices, leisure, and residential development. Moving Into Delivery - March 2016> Page 14

15 With the TCMP March 2016 report published as part of the Local Plan evidence base the aspirational development strategies and associated resources can be finalised in alignment with GBC Corporate Plan objectives. The arrangements for the next implementation phase have been scoped in the draft budget for 2016/17, and will evolve as the work streams and project requirements come forward from the priorities of the Local Plan adoption and the Corporate Plan There are alternative options to the Major Projects Team in terms of driving delivery across the borough. The main service departments could expand resources to deliver objectives through housing, development, traffic (in partnership with SCC), public realm, however it makes sense that delivery be more centrally co-ordinated through a dedicated team. At present, through consideration of the evolving work-plan and the Corporate Plan objectives the following core staffing roster has been developed in tandem with the anticipated project work-streams and technical intelligence; Project Support Officer Proposed Grade 3 Major Projects Delivery Manager Service Head 1 Senior Project Manager Infrastructure / Transport Proposed Grade 9E Senior Project Manager Procurement / Property Proposed Grade 9E Senior Development Surveyor Proposed Grade 6 Transport Planner (GBC / SCC 50%) Shared Resource Senior Project Manager - Housing Proposed Grade 6 Property Officer Secondment (SCC part funded GBC) The list may expand as the development programme evolves however in is anticipated that Page 15

16 further work will be project specific and therefore capital funded. The following actions are published in the Council s Corporate Plan and will be used as a guide for the team activities; Our Borough» Start Delivery of Housing as part of SARP;» Complete the Clay Lane Link Road;» Enhanced shopping and leisure offer;» Publication of the new Town Centre Masterplan;» Facilitate the delivery of a major new mixed development on North Street;» Work with developers and landowners to deliver high quality attractive regeneration;» Develops proposals for improvements to surface & public realm in core shopping areas;» Replace Walnut Bridge footbridge;» Explore, & subject to feasibility, introduce an electric bike scheme; Our Infrastructure» Work with Thames Water to deliver a new modern waste-water treatment plant Page 16

17 Portfolio & Programme Communications The Portfolio board and team will meet in line with the following guidelines and issue written updates where specified. On occasion, it may be necessary to increase or decrease the frequency of communication depending on the demands of the portfolio. The first portfolio board was held in November 2015 with monthly sessions programmed into April 2016 and beyond. Method Interested Parties Frequency Time Output Executive review of progress against programme plans; Meeting Portfolio Board Monthly (then possibly bimonthly) 120 minutes Operational decisions required to progress programme; Business Case sign-off; Pre-Cabinet Scrutiny & Approvals; Review of progress against programme plan; Meeting* Programme Board Property Strand Monthly (post April 2016) 120 minutes Update programme plan; Complete actions on Project Plan; Identify and escalate risks / issues; Review of progress against programme plan; Meeting* Programme Board Infrastructure Strand Monthly (post April 2016) 120 Minutes Update programme Plan; Complete actions on Project Plan; Identify and escalate risks / issues; Portfolio Communication Portfolio Board / Programme & Project Members / Monthly n/a Monthly update to members, scrutiny, executive committee and senior management team including notification of items on risk register, key milestones achieved etc. Website Portfolio Board / Project Members / Department of Transport / Public / Councillors / Business Groups / Surrey County Council / Thames Water / Utilities / Network Rail / Environmental Groups / Statutory Consultees As required n/a Update of progress on key milestones Communication of Stakeholder Engagement activities & events Advise of key decision achievements (planning agreements, property acquisitions etc.) * Due to the synergies identified between the two project strands this meeting could be combined into one session depending on progress on the specific strands and timetables at any given point during the project lifecycle Page 17

18 Constraints & Risks Funding awards Portfolio & Programme Resources Key Partner Engagement Technical Feasibilities Contract Agreements Planning Permissions CPO Protocols Procurement Frameworks Interfaces LEP3 and wider economic aspirations of the area; Property Developers, Leaseholders & Freeholders; Commercial entities potentially disrupted by installation work in the street scene; Third parties governmental organisations including Department for Transport, Environment Agency; Network Rail; Surrey Fire & Rescue Service; Surrey Ambulance Service; Surrey Police; Natural England, English Heritage; Residents, Residents Associations, Local Area Forums; SCC & Ward Councillors Project Outputs Project Initiation Document(s) (PID) Portfolio Risk Register Programme Work Plan (post April 2016) Town Centre Corporate Delivery Plan March 2016 Agreed Terms of Reference Portfolio Stakeholder Engagement Plan (post April 2016) Major Projects Governance Structure Project Outcomes Phase 1 Project Scoping Report Phase 2 Project Feasibility Report Phase 3 Project Delivery Report X 8 contracted FTE to manage portfolio Agreed Capital Budget 2016/17 Agreed Revenue Budget 2016/17 Forecast Revenue Budget 2017/18 Forecast Capital Budget 2017/18 Executive & Project Manager Name Title Organisation Role Sue Sturgeon Managing Director GBC Project Executive Neil Taylor Interim Director of Delivery GBC Project Sponsor Page 18

19 Appendix 1 Major Projects Inception Plan Page 19

20 Page 20

21 Appendix 2 Major Projects Chart Page 21

22 Appendix 3 LEP Round 3 Submissions N Project Name Strand Theme Location Cost 1 Guildford Town Centre Regeneration / Masterplan Transport Development Programme Priority Places 2 Tesco Roundabout Scheme (Eggerton Rd) Smart Local Roads Priority Places 3 Guildford West (Park Barn) Station Development Programme Priority Places 4 Yorkie s Bus Bridge Development Programme Priority Places 5 Transport A331 Hotspots Development Programme Priority Places 6 Clay Lane Link Road Development Programme Priority Places 7 SARP Remediation Development Programme Priority Places 8 Slyfield Industrial Estate Commercial Intensification Development Programme Priority Places 9 Thames Water Sewerage Works Development Programme Priority Places 10 GBC Deport Development Programme Priority Places 11 Guildford Business Incubator Development Programme Priority Places Guildford BC Guildford BC Guildford BC Guildford BC Guildford BC Guildford BC Guildford BC Guildford BC Guildford BC Guildford BC Guildford BC 82m Green 5m Green 5.5 million Green 10m 2.5 million 750K 15 million Green 30 million 1 million Green 20 million 1 million Green Local Growth Fund Contribution 81 million Private Sector Contribution 34 million GBC / Other Public Sector 58 million TOTAL 172 million Green Page 22