Project Governance Structure post BAFB process

Transcription

1 Appendix I Stakeholder Caroline Bruce Chair Cllr D. Woodard NCC/Pegswood Parish Cllr R. Green Morpeth TC Cllr A. Logan Morpeth TC Cllr S. Willcox Pegswood Parish Cllr J. Stephenson Pegswood Parish Cllr A. Fowlie Pegswood Parish Cllr T. Shirley Longhirst Parish Cllr B. Moon Hebron Parish Debbie Anderson Morpeth Chamber of Trade Alan Sears HCA Henry Warne Greater Morpeth Development Trust David Jenkinson Persimmon Homes Paul McCabe NTW NHS Stephen Biddle Road Haulage Assoc Mike Scott NCC Head of Sustainable Transport Ian Campbell NCC Planning Gary Mills NCC Highways John Price NCC Asset Management Ian Drummond Turner and Townsend Management Investment Decision Maker (The County Council s Executive Committee comprised of elected members) Board Caroline Bruce SENIOR RESPONSIBLE OWNER. Corporate Director of Local Services Councillor J. Reid Councillor I Hunter Council Leader Executive Member for Transport Strategy Steven Mason SECTION 151 OFFICER. Corporate Director of Finance Mike Scott Head of Sustainable Transport Karen Ledger Head of Development Service Rob Strettle Regeneration Policy Andy Rutherford Head of Highways and Neighbourhood Services Team Comprising Highways Senior Management Team + Others Andy Rutherford Head of Highways and Neighbourhood Services Mike Scott Head of Sustainable Transport Ralph Dickinson Roads Simon Rudman Bridges Richard Hayes Western Area Ross Bullerwell Northern Area Steve Bucknall South East Area Ian Campbell Team, Spatial Planning Monitoring and Delivery Stephen Rickitt Principal Solicitor, Property, Environment & Procurement Team and Design Team See Appendix H Execution Governance Structure post BAFB process

2 Investment Decision Maker Ultimate responsibility for the County Council investment rests with the Executive Committee, comprising elected members of the Council, who make investment decisions regarding the use of council resources (capital, operational and manpower). Decisions are based on the justification of the business case prepared by senior officers, including highways management. They, along with the Risk Appraisal Panel, are consulted at critical stages in the programme, e.g. where a significant change has occurred, or expenditure is about to be undertaken. As the Investment Decision Maker position is undertaken by County Council elected members, no delegated authority is required to fulfil the requirements of this role. Section 151 Officer The Head of Finance is responsible and accountable for the financial administration of the County Council, and an advisor to the Executive Committee on all matters financial. The Head of Finance has the delegated authority to fulfil the requirements of the role of Section 151 Officer. Senior Responsible Owner As Corporate Director of Local Services, the senior responsible owner has overall budgetary control with regard to highways within the County. She is also responsible for the administration of the County Councils highways policy, of which the A1 - South East Northumberland Strategic Link Road: Morpeth Northern Bypass is a major part, as laid down by the executive committee. The Senior Responsible Owner has final approval of all of the proposals produced by the design team prior to submission to the Executive Committee for consideration. The Corporate Director of Local Services has the delegated authority to fulfil the requirements of the role of Senior Responsible Owner. Board The Board is intended to be the key decision making body for the project. The Board will receive reports and advice from both the Team and Stakeholder for consideration. Where necessary the Board will be responsible for seeking authority from the SMT for decisions which exceed their delegated authority. Team The Team have responsibility for the delivery of the scheme. The Team will seek approval from the Board, in line with the programme, for key elements of work and where necessary will seek authorisation for expenditure or any divergence from the approved scheme, which attracts extra cost, or may offer a saving. The Team consists of the existing Highways Senior Management Team and other senior officers. The Highways SMT comprises various senior highways related managers whose position and experience allows them to provide support and advice to the project team in order to deliver a project that the fulfils the scheme specific objectives whilst complimenting the existing highway network within programme and budget. The Highways SMT meet fortnightly to discuss all matters relating to the highway network and, acting as members of the Team, are additionally briefed on proposals and progress regarding the scheme.

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4 Execution Plan Ian Drummond Senior Turner & Townsend Bede House All Saints Business Centre Newcastle upon Tyne NE1 2ES t: +44 (0) e: w: turnerandtownsend.com A1 South East Northumberland Strategic Link Road - Morpeth Northern Bypass

5 A1 South East Northumberland Strategic Link Road CONTENTS 1 INTRODUCTION 2 2 PROJECT DESCRIPTION 3 3 PROJECT ORGANISATION 4 4 COMMUNICATIONS 4 5 CHANGE CONTROL 7 6 REPORTING 8 7 RISK MANAGEMENT 9 8 PROGRAMME MANAGEMENT 10 APPENDIX A: Organisation Chart 11 APPENDIX B: Change Control flowchart 13 APPENDIX C: Change Control Form 15 APPENDIX D: Mlestone dates 17 APPENDIX E: stakeholder management plan 19 Rev Originator Approved Date 0 Ian Drummond Paul Laybourne 27/04/11 1 Ian Drummond Paul Laybourne 11/05/11 2 Ian Drummond Paul Laybourne 11/05/11 3 Ian Drummond Paul Laybourne 08/06/11 4 Ian Drummond Paul Laybourne 15/06/11 5 Ian Drummond Steve Armitt 24/08/11 6 Ian Drummond Steve Armitt 06/09/11 Turner & Townsend Management. All rights reserved December 08. This document is expressly provided to and solely for the use of and must not be quoted from, referred to, used by or distributed to any other party without the prior consent of Turner & Townsend Management who accept no liability of whatsoever nature for any use by any other party. E:\PM20339\PEP\REV6\PEP REV DOC

6 A1 - South East Northumberland Strategic Link Road 1 Introduction 1.1 Scope of the Execution Plan The purpose of this Execution Plan (PEP) is to record the strategy for the management of the Best and Final Bid (BAFB) process for Northumberland County Council (NCC) A1 - South East Northumberland Strategic Link Road (SEN SLR) project within a pre-defined scope and the procedures for it s successful completion and implementation by using a comprehensive methodology. The aim is to ensure a successful procurement and implementation of the project in line with NCC objectives. The PEP also identifies and communicates the procedures to be used to control the project in line with the agreed strategy. The PEP is to be regarded as a live document and as such will be regularly updated at strategic points during the project duration. In this PEP the following terms have the following meanings: Terminology Client End User Sponsor / SRO Stakeholder Highways Engineers Cost s Team Description (NCC) (NCC) Corporate Director of Local Services NCC (DLS) NCC, HCA, Persimmon, Parish Councils, LEP, Community s, NTW NHS Turner & Townsend PM (TTPM) (NCC) Carillion NCC, TTPM, AECOM, Carillion 1.2 Issue Status The has prepared the PEP in order to ensure the proper administration and governance of the contract, and will maintain the currency of the document through revision and controlled re-issue. The PEP will be issued electronically to the project team and will be revised or removed from use under cover of an to all recipients. 2

7 A1 - South East Northumberland Strategic Link Road 2 Description 2.1 Scope of Works The is entitled A1-South East Northumberland Strategic Link Road-Morpeth Northern Bypass (A1-SEN SLR-MNB) and is for the preparation and submission of the Best and Final Bid (BAFB) to the Department for Transport (DfT) for funding of the proposed A1-SEN SLR-MNB. The proposed road constitutes a northern bypass to the town of Morpeth linking to the A1. The strategic nature of the road relates to the significant developmental and investment benefits attracted by its construction. An Expression of Interest and initial submission to the DfT Bid Pool was successful and NCC has been asked to submit their BAFB for this project to DfT by September Turner and Townsend (TTPM) have been appointed as under an OGC Catalogue Order to provide project management service including project planning, monitoring and control of the BAFB production, procurement and funding advice and stakeholder management. This project will be undertaken in a controlled manner and all agreed changes to the contract documents recorded. 2.2 Strategic Objectives The strategic objective of this project is to deliver the BAFB in respect of the SEN SLR in accordance with NCC policy and procedures and the requirements of the DfT. In addition the development is designed to respond to the following specific design, cost and procedural objectives and constraints. A high quality and robust highway design. Optimise strategic development and investment opportunities. Reduce Uncertainty Gap. Manage exposure to Commercial Risk. Offer value for money. Comply with existing and emerging National and NCC Planning Policy. Environmental considerations and energy efficient design. Cost certainty prior to commitment to build is understood to be a priority. Procurement in accordance with NCC policy and public procurement regulations. 3

8 A1 - South East Northumberland Strategic Link Road 3 Organisation A Directory has been prepared by the and is available as a separate electronic document and is distributed to all upon each revision. The relationship between the Senior Management Team, Board, Team and Steering is shown in the Organisation Chart appended herewith. The communication routes between team members are as described below. 4 Communications 4.1 General Communications may be in writing; by letter, fax, or drawing etc. or may be oral by telephone or face to face meeting etc. or may be electronic by or disc. All members of the Team are to ensure compatibility of format of information produced in connection with the project. General software should be compatible with Microsoft office applications such as Word, Excel, Access, PowerPoint and. 4.2 Senior Management Team The Senior Management Team (SMT) comprises the Corporate Directors of all departments. The SMT will have responsibility for oversight of the Board and where necessary provide support in seeking approvals / authority from the Executive in those matters that exceed the delegated authority of the Board. 4.3 Board The Board (the Board) is intended to be the key decision making body with respect to the BAFB project. The Board will receive reports and advice from both the Team and Steering group for consideration. Where necessary the Board will be responsible for seeking authority from the SMT for decisions which exceed their delegated authority. The Board may be constituted as follows. Caroline Bruce Corporate Director of Local Services (Chair) Jeff Reid Council Leader Isobel Hunter Councillor, Infrastructure and Environment Mike Scott Head of Sustainable Transport Ian Campbell Team Spatial Planning Monitoring and Delivery Ian Drummond, TTPM The Board will convene as required for specific key decisions. 4

9 A1 - South East Northumberland Strategic Link Road 4.4 Stakeholder The Stakeholder is intended to provide commentary and advice as required on the work of the Team and decisions of the Board. This is intended to ensure that the views of wider interests and community are reflected in the bid development process. The Stakeholder will be comprised of the following. NCC Corporate Director of Local Services (Chair) HCA Head of Area North East Persimmon North West & North East Chairman NTW NHS Parish Councils Local Enterprise Partnership Community s 4.5 Team The Team have responsibility for the development of the BAFB and all associated design, cost and transport and environmental modelling data. The Team will seek approval from the Board in line with the programme for key elements of work and where necessary will seek authorisation for expenditure or any divergence from the previously approved document, which attracts extra cost, may offer a saving. The Team comprises of the following. Turner and Townsend Management. NCC Departments; Sustainable Transport, Highways, Planning, Legal, Housing, Asset Management, Finance and Regeneration. AECOM Carillion 4.6 s Reports The shall prepare for submission to the Client, a co-ordinated monthly s Report on the progress, quality and costs relating to the project. The format and content of the report is agreed with the Client in advance of publication. 5

10 A1 - South East Northumberland Strategic Link Road PM Reports will be submitted to the following key members of the team; Sponsor / Senior Responsible Owner for this ; Caroline Bruce, Corporate Director of Local Services together with Ian Campbell, Team Spatial Planning Monitoring and Delivery and Mike Scott, Head of Sustainable Transport. 4.7 Written Communication All written communication is to include the following project/subject particulars., A1-South East Northumberland Strategic Link Road -Morpeth Northern Bypass Generally, letters should refer only to one subject with a sub-title referring to the content of the written communication. Only those members named in the Directory are to enter into written communication 4.8 Verbal Communication Direct or telephone conversations between the team members will be encouraged to expedite progress. However, the must be made aware of the content of all conversations that have an impact, or potential impact, on the project. Notification should be verbally, followed by written notification if necessary or if requested. It must be stressed that the outcome of verbal communications at any level will not relieve the parties of their responsibilities. 4.9 Internal Communications All internal communications communication between NCC Departments involved in BAFB delivery are to be directed as follows: All project related traffic is to be copied to the PM Fortnightly Team Meetings (refer to meeting schedule) Board Meetings monthly, commencement date t.b.c. Regular Highways design meetings weekly Regular Planning meetings weekly 4.10 Reporting All correspondence shall be copied to the PM. All communications between members of the Team on project related matters are to be directed as follows: Board Meetings minutes by the PM to attendees. Team Meetings action list will be prepared by the PM to attendees. TTPM reports to be issued monthly by the PM (see 4.2 above). 6

11 A1 - South East Northumberland Strategic Link Road 4.11 External Communications All communications with external bodies are to be subject to prior approval by the Board. Proposed communications may be developed with input, advice and information provided by the Team and Stakeholder, but shall only be released when authorised by the board unless in exceptional circumstances. Point of Contact for Steering Sponsor / SRO Point of Contact with Landowners NCC Asset Management NCC Communications Team is to provide a Communications Plan, based upon the Stakeholder Management Plan, a copy of which is included at Appendix E. The Board is to be responsible for liaison with the SMT who will in turn undertake any direct communications with Council Members, MPs and other interested external parties. 5 Change Control 5.1 Definition of a Change This procedure relates to changes made during any stage of the. For the purposes of this procedure, a change is defined as any proposed modification to the Brief, Design (drawings and/or specification) and Programme, from that previously agreed or revision of agreed drawings or specification. Changes may be proposed by any team member. 5.2 Change Control Policy No change will be actioned unless authorisation has been obtained from the Client. For each proposed change, the agreed Change Control Procedure should be instigated by the relevant team member. A flowchart illustrating the Change Control Procedure is included at B and the Change Control Form for their implementation is included at Appendix C. These may be refined to suit the procurement strategy adopted for the project as necessary. 5.3 Change Control Authority Scope The Change Control procedure illustrated by the flowchart at Appendix B is intended for use during the pre-construction phase of the project i.e. prior to the appointment of a Principal Contractor Change Control Forms (CCF) The will have sole authority to sign off and approve Change Control Forms to the defined value. All Client derived CCF that require a Client decision will 7

12 A1 - South East Northumberland Strategic Link Road be directed to NCC for approval, and consultation within the client team as appropriate. 6 Reporting 6.1 Generally A structured reporting and review process is required and is used as the key formal communication tool on the project. The project progress reporting philosophy is to report by exception, where divergences exist from pre-agreed plans, and to look forward to report how the divergences will be overcome. Regular progress reports (of a standard format) will be sought from all consultants and contractors engaged on the project and these will be used to provide the data required for the key project reports prepared by the. Reports issued during the project will be of a standard format, in order to promote a high quality of work and ease of reference. Each report will be typed on single sided portrait A4 paper, appropriately numbered and referenced. Each report shall include a title sheet of standard layout, containing the following information: Client title Document title Revision/issue letter Date of production Author identification In addition, each report exceeding five pages of text shall include a contents list and an Executive Summary highlighting main points of Report. 6.2 s Reports The s Report will be undertaken monthly and issued to the Client. The report may include, but is not limited to the following: Executive summary. Programme review. Progress review. Finance. 8

13 A1 - South East Northumberland Strategic Link Road Risk Management. Information required. Health and Safety. Conclusion. 6.3 Designer s Reports All Designers will submit a report to the on a fortnightly basis. The report may take the form of an issued in advance of fortnightly Team meetings. 6.4 Cost Reports The Cost will submit a cost report to the and Client on a fortnightly basis. The report may take the form of an issued in advance of fortnightly Team meetings and can include, but is not limited to the following: Summary of the cost estimate for the Works compared with approved budget. Fixed price additions and/or inflation allowances within the estimates. Client approved changes. Design changes. Evaluation of instructions and variations. Evaluation of potential changes and variations. A cash flow forecast indicating anticipated monthly expenditure. An estimate of any anticipated claims for extra payment. 7 Risk Management Risks are defined as any event that could impact on the output, programme or costs. Risk Management is an integral part of the project and will be subject to continual development and refinement throughout the project. TTPM will review the project risk register on a monthly basis and agree a strategy for managing each risk heading. Risk Management is to be included in progress reports from all team members. All team members will be required to contribute to the risk management process. 9

14 A1 - South East Northumberland Strategic Link Road TTPM will provide an overview of project risk as a function of the monthly reporting cycle. 8 Programme Management 8.1 Indicative Master Programme The indicative master programme is based upon the main activities, milestones and constraints applicable to the project, in order to meet NCC objectives as defined in the project brief. This programme combines tasks from the NCC Highways programme, the AECOM BAFB programme, Carillion programme and TTPM Key Dates programme. 8.2 Milestone Dates All programmes shall reflect the key milestone dates, which affect the sequence and timing of activities. Milestone dates are included at Appendix D. 8.3 Early Warning Members of the design team must give early warning to the of any matter that may, in their judgement, adversely affect the timing, quality or cost of the project. 10

15 A1 - South East Northumberland Strategic Link Road Appendix A Organisation Chart 11

16 Senior Management Team PROJECT BOARD C Bruce Sponsor (Chair) J Reid Council Leader Isabel Hunter Executive Member for Transport Strategy Steven Mason Corporate director of Finance Mike Scott Head of Sustainable Transport Karen Ledger Head of Development Services Rob Strettle Regeneration Policy Ian Drummond BAFB Meets as required Steering NCC Caroline Bruce (Chair) HCA Alan Sears Persimmon David Jenkinson Parish Councils Town Councils Local Enterprise Partnership Community s NTW NHS Meets as required Ian Drummond PROJECT TEAM Ian Drummond (Chair) Meets Fortnightly Asset Management John Price Housing Joy Lockhart Legal Stephen Rickitt Ian Selby Regeneration Rob Home Rob Strettle Planning Ian Campbell David Rowlinson Highways Gary Mills Doug MacDonald Sustainable Transport Mike Scott Finance Paul Harrison AECOM S McNaughton Carillion D Grigsby

17 South East Northumberland Strategic Link Road Appendix B Change Control Flowchart 13

18 South East Northumberland Strategic Link Road South East Northumberland Strategic Link Road Change Control Procedure Flow Chart (Pre-Contract Phase) ACTION ACTION BY CHANGE INITIATED INITIAL ASSESSMENT Detail reasons for Change on CCF. Issue to. Specify timescale for urgent response. Issue CCF Reference No. Assess implications of change. Refer to consultants as necessary. ANY PARTY PROJECT MANAGER (Other consultants as necessary.) DESIGN IMPACT ASSESSMENT Document effect upon design. Forward to PM and CM for action. DESIGN CONSULTANTS COST AND PROGRAMME IMPLICATIONS Assess cost implications. Assess programme implications. Feedback to. COST MANAGER (CM) ISSUE CCF TO PROJECT MANAGER Issue CCF to. PROJECT MANAGER CLIENT APPROVAL Appraise Change. Seek Client approval to decision. PROJECT MANAGER/CLIENT PM NOTIFIES PROJECT TEAM Issue copy of CCF to Team. Confirm acceptance or refusal. Instruct necessary revisions. PROJECT MANAGER 14

19 South East Northumberland Strategic Link Road Appendix C Change Control Form (CCF) 15

20 South East Northumberland Strategic Link Road Change Control Form (CCF) CLIENT: (NCC) PROJECT NAME: TTPM REFERENCE: South East Northumberland Strategic Link Road PMXXXXX/XXX/CCF CHANGE ORIGINATOR: DATE: PROPOSED CHANGE: DETAILS OF CHANGE: REASON FOR CHANGE: ESTIMATED COST (CM): ESTIMATED PROGRAMME (PM): ASSESSMENT (PM): PROJECT TEAM COMMENTS: SUBMITTED (PM): DATE: APPROVED/REJECTED (CLIENT): DATE: 16

21 South East Northumberland Strategic Link Road Appendix D Milestone Dates 17

22 South East Northumberland Strategic Link Road Milestone Dates Submit Planning Application August 2011 Submit BAFB to DfT - 09/09/11 Planning Application Validation October 2011 Anticipated date of Planning Consent February 2012 Detailed design completed February 2013 Tender action commences February 2013 Completion of land purchase & CPO November 2013 Construction start on site January 2014 Construction substantially complete & the bypass open - August

23 South East Northumberland Strategic Link Road Appendix E Stakeholder Management Plan 19

24 Stakeholder Analysis Proforma Title: A1-SE Northumberland Strategic Link Road - Morpeth Northern Bypass Date Reviewed 03 June 2011 Date of last stakeholder workshop N/A Ref STAKEHOLDER STAKEHOLDER INTEREST IN THE PROJECT STAKEHOLDER REQUIREMENTS FROM THE PROJECT PROJECT REQUIREMENTS FROM THE STAKEHOLDER Ability to INFLUENCE.. One North East Benefactor Economic Growth Funding and/or political support H L HL 1 Local Enterprise Partnership Benefactor Economic Growth Funding and/or political support H H HH 2 Homes and Communities Funding Access to St George's site Funding and political support Agency H H HH 3 RES Benefactor Improved access to their site Political support L L LL 4 Persimmon Benefactor/Funding Improved access to their site Funding and political support H H HH 5 Bellways Key Land Owner Improved access to their site Funding and/or political support L L LL 6 Department for Transport Funding Increased saftey, reduced traffic Funding approval and support numbers within Morpeth, economic H L HL 7 growth Highways Agency Benefactor Increased saftey, reduced traffic Planning approval and political numbers within Morpeth, economic support H L HL 8 growth Parish Councils Key Land Owner No detrimental impact to Parish members Local Community s Planning No detrimental impact to local community and potential benefits Planning and Political support Planning and Political support MPs Benefactor Economic growth for Northumberland Polictical support and the welfare of the constituents Narec Benefactor Improved access to their site Funding and/or political support Port of Blyth Benefactor Improved access to their site Funding and/or political support Notes ACTION PLAN IMPACT on SIGNIFICANCE Influence the ACTIVITY OWNER DEADLINE COMMENTS H L HL L L LL H L HL L L LL L L LL 13/06/2011 Page 1 F:\New\PM\PROJ\PM A1-SE Northumberland Strategic Link Road\NCC Stakeholder Plan