ITEM
17
CABINET 22 JUNE 2010Wards Affected: All Wards
ANALYSIS OF THE CORPORATE PROJECT DASHBOARD
Author Jill Jones, Head of Portfolio Office, Tel: (01908) 252090
Purpose:
For Cabinet to consider the latest version of the Corporate Project Dashboard and agree whether they want to see similar reports on a regular basis.
Background:
The Portfolio Office was established in early 2009 to respond to reports from the Audit Commission and the Penn Report that highlighted the Council’s weakness in using project management processes. More detail on the role of the Portfolio Office can be seen in Annex A.
The Portfolio Office has implemented a number of improvements, particularly around project reporting processes. One key product is the Corporate Project Dashboard. The Dashboard is a management tool to provide CLT and Members with a regular snap-shot of progress of the Council’s key projects and programmes.
1. Recommendations
1.1 That Cabinet consider the latest version of the Corporate Project Dashboard.
1.2 That the Cabinet receive the Corporate Project Dashboard for information on a
quarterly basis as part of the Performance Report and request the Overview & Scrutiny Management Committee to monitor it as part of the overall performance management of the Council.
Comments and Recommendations from the responsible Cabinet Member, Councillor Crooks:
1 The Cabinet should review the Corporate Dashboard on a quarterly basis.
2 The Cabinet notes that the Overview and Scrutiny Management Committee may also wish to monitor the report.
2. Issues - The Corporate Project Dashboard Analysis
2.1 The latest version of the Corporate Project Dashboard is shown in annex B.
2.2 The dashboard provides an overview of the progress of the projects with a
RAG (Red/ Amber/ Green) rating and comment from the Project Sponsor justifying the status. This reporting process puts an emphasis on Directorate
Management Teams (DMT) or relevant Programme Board to monitor and challenge progress on a quarterly basis, using standard Project Management tools such as highlight reports. The Portfolio Office also analyses highlight reports to assess project issue and risk trends across the whole organisation.
2.3 Projects that are highlighted as “red” on the dashboard require urgent action to
bring them back on track. This quarter the following projects have been reported as red on the dashboard and have agreed mitigating actions:
Project Risk/Issue Mitigating Action
Improvement
Programme: Workforce Development Strategy
Project Summary:
• Strengthened HR
Business Partner role to fully support service managers
• Reliable workforce MIS & data
• Fit for purpose recruitment service • Outcome focussed policy development • Implement Workforce Development Strategy This is a comprehensive and challenging aspect of the Improvement
Programme, requiring focused attention from CLT, DMTs and input from managers, Strategic and Operational HR.
One specific concern is that a permanent Service Delivery Manager has yet to be appointed.
A further interim Service Delivery Manager took up position.
Recruitment process for permanent Service Delivery Manager underway. Expected conclusion at end of June 2010.
Although this project is “red”, overall the
Improvement Programme, at this stage, is on track to deliver its outcome.
Job Evaluation
Project Summary: To enable the implementation of the nationally recognised JE schemes so that the Council does not fall foul of equal pay legislation.
The capacity of the business and the project team to produce and process new role profiles for all employees is insufficient and puts the September deadline for role profile completion at risk
Following discussion at Project Board and CLT additional resource is to be allocated and a plan
developed to create an agreed and deliverable project programme.
CMK Public Transport
Project Summary: To improve
x Public Transport waiting facilities within Milton Keynes, by design, information and security.
x Improved journey time
Funding is no longer available:
The South East England Regional Transport Board (SEERTB) on 12 March 2010 decided to withdraw the funding for the Scheme (£5m) on the grounds that the deadline for funding in 2009/10 had passed and
The project team are currently looking at other funding routes:
There are ongoing
discussions with SEERTB and GOSE to look at
solutions. Officers are also looking to re-scope the existing scheme or close down the project to submit
through Central Milton Keynes by bus.
x Improved accessibility
(inc DDA compliancy) to/from waiting facilities.
that funding in 2010/11 would affect the Region's ability to invest in other projects which may be ready to progress.
a new proposal based on a more affordable scheme using available MKC funding to achieve the original outputs.
3. Alternative Options
(a) For Cabinet to review the Corporate Project Dashboard on a quarterly
basis
(b) For no formal report to be sent to Cabinet and for the Overview and
Scrutiny Management Committee to monitor the report on a quarterly basis.
4. Implications of Preferred Option
As part of the Performance Report, for Cabinet to receive the Corporate Project Dashboard for information on a quarterly basis and request the Overview & Scrutiny Management Committee to monitor it as part of the overall performance management of the Council.
4.1 Policy None.
4.2 Resources and Risk
(a) Resources
No additional resources required. The Corporate Project Dashboard is created by staff within the Portfolio Office on a quarterly basis.
Y Capital N Revenue N Accommodation
N IT Y Medium Term Plan Y Asset Management
(b) Risks Opportunities
Sharing the Corporate Project Dashboard with Members will provide them with a strategic view of the progress of the Council’s key projects and programmes and give them an opportunity to challenge the information.
Implementing project reporting procedures will lower reputational risk to the Council as more projects will to be delivered to time, cost and quality.
Threats
The success of the Corporate Project Dashboard Report is directly related to the accuracy, quality and flexibility of the underlying data. The Portfolio Office has implemented challenge processes through directorate meetings and programme boards to provide data assurance.
The Portfolio Office is responding to external criticism on the way projects are managed by implementing reporting and management procedures, they are not accountable for the delivery of the projects and programmes themselves. The improvements that have been implemented will lower reputational risk for the Council.
Carbon and Energy Management Not applicable
4.3 Legal Not applicable
4.4 Other Implications
Not applicable
N Equalities/Diversity N Sustainability N Human Rights
N E-Government N Stakeholders N Crime and Disorder
Annex A The Role of the Portfolio Office and its contribution
to improving project management
Annex B Corporate Project Dashboard
ANNEX
A
The Role of the Portfolio Office and its contribution to improving projectmanagement at the Council
1.1 The Portfolio Office was established in early 2009 to respond to external
criticism over the way the Council runs its projects. The Office sits within the Finance & Risk Management Directorate and is staffed by 3 posts (2.8 FTE).
1.2 The Portfolio Office is using the Office of Government Commerce’s (OGC)
P3M3 (Portfolio, Programme and Project Management) Maturity Model to help guide improvement. There are various Maturity Models used by different organisations, however the OGC model is the one that the National Audit Office, Cabinet Office and HM Treasury all promote.
1.3 A self assessment rating in July 2008 was that the organisation was a Level 1
Maturity (where 1 is some awareness of processes and 5 is optimised processes).
1.4 The external reports highlighted the weakness of the organisation’s project
management processes and provided examples of some poor practice. However, underlying this is a cultural issue where officers have been confused about what a “project” is and what is “business as usual” (i.e. when they should be applying project management principles). This manifests itself through:
(a) No common project language: officers have been confused about the
language associated with projects, for instance what constitutes a project/ programme/ portfolio, or a project manager/ sponsor/ board/ steering group etc. This is because there is a lack of a project management culture and a poor understanding of the role of projects. The impact is that the balance of maintaining current business operations and transforming the business (e.g. by introducing a new service, or by changing the way the Council provides a service) is likely to be poorly managed and implemented.
(b) No consistent project management methodology: the success of a
project has relied on the skills and knowledge of the officer responsible for delivery. Projects are run the way the officer is familiar with – this
may be PRINCE21 (PRojects IN a Controlled Environment) or it may be
the officer ‘feeling their way’ through the project journey. This is caused by the fact that there is no common approach for officers to use. To some extent this issue is fuelled by the fact that there is no defined Project Manager role, and because projects are not recognised as different from Business as Usual. The impact is that while there are pockets of very good practice around the organisation this is not consistent and lessons cannot be learned and applied.
1
PRINCE 2 is a trademark of the Office of Government Commerce.
(c) Corporate Services not understanding their role with delivering projects: Corporate Services, for example Legal, Procurement, HR,
ICT, Finance & Risk, all play a key role in the successful delivery of projects. With no consistent approach to running projects across the whole organisation, to date it has not been clear when these services should be engaged with projects and what their role is. The impact has meant that projects are seen to be ‘delayed’ due to unanticipated processes.
Together these exposed the Council to organisational risks. The Solution
1.5 It was identified that Portfolio Management was the approach that best suited
the Council in terms of how to improve project management. Portfolio Management is in the same family as Programme and Project Management, and is a relatively new discipline with the official OGC and Cabinet Office guidance only being published this year (2009). The Portfolio Office continues to work with Sue Vowler, the lead author the OGC’s publication “Portfolio, Programme and Project Offices”.
1.6 The Portfolio Office uses Portfolio Management practices to:
(a) Support the whole organisation to improve project and programme
management
(b) Provide Senior Management with a strategic view of the progress of
key projects and programmes
(c) Support senior management to align the financial resources with the
corporate strategy Progress to date
A Corporate Approach to Managing Projects: The MK Approach
1.7 The MK Approach to managing projects was launched in June 2009 to provide
a common language and a consistent project management methodology for all those involved in delivering projects. It is a user friendly, easy to use best practice guide to managing projects. It is a tailored version of PRINCE2, the government’s methodology that is generally recognised as the standard approach to managing projects. It was developed by the Portfolio Office in consultation with a working group made up of representatives from each directorate as well as the core corporate services that support project delivery.
1.8 The MK Approach also includes a directory that makes it clear when corporate
services like Risk, Procurement and Finance should engage with projects and how they contribute to their effective delivery.
1.9 Copies of the MK Approach are available to staff on the Portfolio Office staff
portal site. The MK Approach is a living document and will evolve as the organisation matures.
A Corporate View of the Progress of Projects and Programmes: Quarterly Dashboard Report
1.10 The Portfolio Office reports regularly on the progress of key projects within the Council. Over the past year this has been trialled with 16 key projects and programmes. This has recently been changed to a quarterly report of all major projects and programmes, as identified by each Directorate.
1.11 The dashboard provides an overview of the progress of the projects with a RAG (Red/Amber/Green) rating and comment from the Project Sponsor justifying the status. This reporting process puts an emphasis on Directorate Management Teams (DMT) to monitor and challenge progress on a quarterly basis, using standard Project Management tools such as highlight reports. The Portfolio Office also analyses highlight reports to assess project issue and risk trends across the whole organisation.
The Project Manager’s Network
1.12 Following best practice approaches, the Portfolio Office has established a Project Manager’s Network to help develop the community of officers involved in delivering projects and programmes.
1.13 The purpose of the Network is to enable members to be exposed to practices they should be adhering to, case study examples of how it works in the real world as well as lessons that have already been identified, and an opportunity to explore the theory of project management and how it should be applied to our organisation.
1.14 The network also enables those involved in projects to meet with others in a similar role in order that they can share experiences and access support.
1.15 To date the Portfolio Office has run four well attended network meetings, plus additional smaller workshops and discussions.
1.16 The Portfolio Office provides a key point of contact for the group, facilitating discussions and meetings, and providing a centre of excellence for officers to turn to when they are unsure of how to proceed with anything to do with their project.
Training
1.17 The Portfolio Office has worked with HR to establish an effective training programme for project managers. This is a two stage process.
1.18 Initially the role of the training is to up-skill officers and disseminate common processes and language. This is aimed at two audiences: existing project managers with experience who need to become aware of the corporate process and language, and officers who are not aware of project management processes and need to learn these skills as well as the corporate process and language. There are two courses available.
(a) The MK Approach training will explain how projects are expected to be
managed at MKC. This one day course went live with a pilot on 14 December and followed with further courses through out 2009/10.
(b) Also available for project managers is an e-learning module for PRINCE2 foundation and practitioner. PRINCE2 is a recognised professional project management qualification. These training modules will up-skill project managers in developing a common language and methodology.
1.19 The second stage of the process is to combine these two courses and introduce one course that explains the tools and techniques for running a project and the expectations of the organisation.
1.20 Additionally training has also been provided for Project Sponsors, which virtually all members of CLT and their direct reports have now attended, and the already established Introduction to Project Management training course has been updated for project support officers.
Strengthening the Management of the Capital Programme
1.21 As part of its remit the Portfolio Office continues to work with Capital Finance strengthening the management of the Capital Programme. All projects identified in the Capital Programme must now use the MK Approach and go
through a six point review process, based on OGCs GatewayTM Process, to
ensure projects are robust. A new Panel has been established to monitor and challenge the progress of the Capital Programme. The Capital Programme Review Panel is chaired by the Corporate Director for Finance and Risk (Tim Hannam)
Red Amber Green Q3 Q4 Jan A pril Name Sponsor PM RAG RAG Comment 1 Growth Programme Brian Sandom Jonathan Entwistle Amber Amber
£4m funding from MKP received before end of year to progress delivery of environmental and community infrastructure. Issues remain around rate of progress on externally funded schemes (e.g. GAF/CIF) and withdrawal of planned funds from DfT but implications are being managed. Organisational changes to delivery arrangements in MKP and MKC are being managed.
1.1 Transport Alex Constantinides Brian Matthews Green Amber
The status is amber due to an issue around risk to funding and resources to a number of projects. Despite this, delivery remains strong across a number of projects with key milestones met.
1.1.1
Station Square
Alex Constantinides
John McLaughlin
Green
Consultant appointed to progress detailed design within approved budget.
1.1.2
Coachway
Alex Constantinides
Chris Jarmin
Amber
May delay opening due to drainage issue, any additional costs to be absorbed by contractor.
1.1.3
CMK Public Transport
Alex Constantinides
Chris Jarmin
Red
Funding is no longer available. Alternative funding routes being considered
1.1.4
Wolverton Station
Alex Constantinides Steve Mortimer / John McLaughlin
Amber
We are awaiting confirmation from London Midland that the car parking issue has now been resolved. An issue on collateral warranties remains but should be resolvable. No action is required from CLT
1.2
Environment (Growth)
Sarah Evans
Sarah Evans
Green
This quarter committed £3.38m of Growth Fund, and has spent £1.5m, and received £1m from MKP that will enable Waste Depot to proceed
1.2.1
Carbon Offset Fund
Phil Winsor
Martin Davies
Green
Green
Recent significant developer payments into the fund have resolved the previous cash flow issue
1.2.2
Landscape and Open Space (Eastern Expansion Area)
Mike Brown
Sarah Evans
Amber
Amber
Detailed designs and cost estimates are still being resolved on one of the constituent schemes. Upward pressure on cost estimates (by developers) is being generally resisted to control costs and tariff contributions.
1.2.3
Depot (to incorporate transfer station)
Mike Brown
Rebecca Trouse
Amber
Amber
Funding agreement now signed as now unblocked should be GREEN next quarter and project to proceed
1.2.4
MK Anaerobic Digester Gas Injection Plant (Part of Organic Waste Treatment Contract)
Mike Brown
Rebecca Trouse
Green
Green
The Contract has been awarded to Renewable Power System Consortium (RPSC), conditional upon obtaining the necessary planning permission and environmental permit. RPSC is holding a pre-planning application consultation/exhibition on Wednesday 12 May 2010. A mobilisation plan has also been submitted by the contractor and a meeting is arranged for Thursday 13 May 2010
1.3 Community Infrastructure Paul Sanders Wanda Fourie Amber Amber
The programme is on track with no significant shifts as regards risk, finance or delivery. Tariff funding of £3.04m received for Crematorium, Brooklands Farm Primary School and Broughton Pavilion received before end of 2009/10 financial year.
1.3.1
Wolverton Pool
Paul Sanders
Jill Dewick
Amber
A Project Board has been established and progress as regards procurement and general project development is currently on track.
1.3.2 Second Crematorium Phil Windsor Chris Londy Green Green
Tariff funding approved, legal agreement signed by MKP and funds transferred to MKC in 2009/2010 ahead of schedule as project demonstrated use of best practice project management techniques and governance. Successful Chapel naming campaign with over 80 suggestions submitted. Construction works on track for opening in April 2011.
Corporate Project Dashboard
RAG rating criteria for Programmes/Projects
Urgent Action required to get the programme/project back on track; viability of the project may need to be reassessed
RAG rating for the overall Portfolio/Programme is based on the Sponsor's opinion on whether the programme will deliver the strategic objective it has
been established to deliver.
Significant issues and risks exist which requires management mitigation – these appear resolvable, and if addressed at this sta
ge,
should not threaten delivery Programme/Project delivering to time cost & quality, with no major outstanding issues or risks (i.e. no financial/ reputation p
roblems for
the Council)
RAG rating criteria for Organisational
Jan A pril Name Sponsor PM RAG RAG Comment 1.3.3
Building a Better Bletchley (Leisure Centre)
Paul Sanders
Mark McKinlay
Amber
Amber
With the old centre now demolished and the new car park construction well underway progress is in line with projected milestones for the handover of phase two land to Country and Metropolitan Homes in July 2010.
2
Neighbourhood Regeneration Portfolio
Geoff Snelson
Kathryn Eames
Green
Green
Progress across the three regeneration areas is on target and within budget.
3
Radcliffe Initiative (Programme)
David Hill
Red
Amber
Progress on major land transaction would clear the way to resourcing the various elements of the programme.
3.1
Radcliffe Land sale (PCT & Housing)
Tim Hannam
Peter Smettem
Amber
Amber
Serious developer interest shown in joint site being marketed on behalf of MKC and Radcliffe School. Final bids received and are being evaluated; report being prepared for CLT and Cabinet
4
Working Better Together
David Hill
Simon Godfrey- Arnold (Mouchel) Mike Hood (MKC)
Amber
Programme in mobilisation phase
5
Value for Money
David Hill
Tim Hannam
Amber
Outline programme definition and governance arrangement have been approved by CLT (May 6). Identification and recruitment of suitable resources critical to drive the project forward.
6 Improvement Programme David Hill Ian Dailey Amber Amber
Overall progress is good, though some slippage and delays in a number of projects. There are resourcing issues in some areas, but these are being addressed. These slippage and resourcing issues mean the programme is at amber.
6.1
Improvement Programme: Financial & Project Management
Tim Hannam
Gary Waghorn & Jill Jones
Amber
Amber
Financial Management -
The initial draft of the report on Financial Regulations and Financial
Procedure rules for budgets/purchasing is completed - This will go to Cabinet in June. Cabinet have agreed the new Capital Programme arrangements. Portfolio Office identified key MKC projects and reporting & governance arrangements will be operational 01.04.10. A.D. Finance recruited and starts May 2010. VfM paper incorporated into Medium Term Financial Plan and agreed by Cabinet. Asset Management Plans in place. UoR self assessment has been completed - initial feedback from Audit Commission received which reflects improvement across most areas Portfolio Office -
7 Project Managers passed PRINCE2 foundation and 60 project managers have
attended MK Approach training. PM training is undergoing re-design for next financial year. Prof. Hamilton conducted a review of project management 23/24 March, outcomes to be discussed with CLT in May. January Project Dashboard was received well at O&S Management Committee.
Jan A pril Name Sponsor PM RAG RAG Comment 6.2
Improvement Programme: Risk, Corporate & Political Governance
Tim Hannam
Phil McCourt, John Moffoot & Duncan Wilkinson
Amber
Amber
Corporate Governance -
Annual Governance Statement
(
AGS) statement 08/09 agreed in June
10. Qtr 4 AGS action plan is complete and agreed at CLT March 10. Code of Corporate Governance is in process of being redrafted and will go to Committee in June. Body of AGS drafted and arrangements for strengthening Corporate Governance are being added from Improvement Programme and self assessment on KLOE's. Political Governance
-The Constitution Committee met in January and set a work programme to
the end of the year. The revised member training strategy is in progress of being completed by 31.03.10.Interviews for the member personal development plans have now been completed. Tenders received 19/03 for work to develop Member Role profiles, protocols, etc Risk Management
- Agreement on current Strategic Risks due to come to CLT in May. Effective
operational Risk Management is in place and on target. AD's have completed their training on GRACE. The Business Continuity exercise milestone is complete and in place.
6.3
Improvement Programme: Involve and Respond
Jane Reed
Rebecca Purnell
Amber
Amber
Action plans are in place for Customer Feedback and Supporting Members in the representative role strands of the programme. Public Access plus project is currently being scoped.
6.4
Improvement Programme: Organisational Development
Geoff Snelson
Ian Dailey
Amber
Amber
Substantive rollout of the all staff workshops completed 30th April. Six mop-up sessions being held in June to accommodate more staff. Two pilots of the managers workshops being held in May. Rollout of managers workshop will commence 7th June, running until end of July.
6.5
Improvement Project: Workforce Development
Geoff Snelson
Morag Shaw
Amber
Red
Phase 1 has been signed off and closed. The Workforce Development Strategy has been approved by Cabinet and Phase 2 has started. There are 10 themes to the WDS; work has started on immediate priorities and the delivery plan is being scoped. There are a number of risks to the HR Service including no permanent Service Delivery Manager appointment yet made.
7. Finance & Risk Management Directorate 7.1
e-marketplace
Mike Hood
Susan Clerk
Amber
Amber
The percentage of orders placed on SRM continues to increase slowly, throughout March, the average was around 40%, with the exception of Environment of around 60%. Both systems still continue to function. This will need to be the case until the outstanding system issues are resolved and ongoing funding for the Sourcing Posts is secured.
7.2
Western Expansion Area (Sale of Land & Infrastructure)
Peter Smettem
Kevin Monkton
Amber
Amber
Increasing concern over the Developers taking independent action, and current food store and highway issues are being discussed. A progress update report will be seen by CLT in May
7.3
EDRMS Programme
Steven Jewell
Mouchel: Paul Saunders
Amber
Amber
New Strategy needed. Report to CLT being planned, will address roll-out of Records Management.
7.4
Virtualisation
Tim Hannam
Steven Jewell
Green
Project progressing well - on time and budget. Suppliers responding very well.
8. Environment Directorate 8.1 Integrated Transport Alex Constantinides Keith Woodcock Amber Green
Final works being completed for 2009/10 projects, some projects have had to be carried forward due to outcomes from consultation. The affected projects have been agreed with finance and funding is to be carried forward to 2010/11 to allow completion of works.
8.2 Transport Maintenance Alex Constantinides Ian McGregor Green Green
Majority of schemes delivered on time for 2009/10 and overall bottom line within budget.
Jan A pril Name Sponsor PM RAG RAG Comment 8.3
Transport Strategy (Local Transport Plan (LTP) 3) Alex Constantinides
John Harper
Green
Consultants have been procured from within existing budgets to assist the Council in developing the transport vision and strategy for LTP3. A LTP3 presentation was delivered to STARS (Sustainable Transport & Road Safety Forum) in April. The Transport Advisory Group (TAG) was established in April and will act as the LTP3 Member Steering Group. Senior officer & lead member meetings are to be arranged for May. Officer & Member Steering Group workshops are also to be arranged for May (post General & Local Elections).
8.4
Play Provision (Play Builder) Mike Brown / Sue Bardell
Phil Snell
Green
Green
Phase 1 (year 1 playbuilder programme) completed. Year 2 Playbuilder first board meeting arranged for 17 May 2010 to sign off business case, project plan, work package 1 (Site Selection), risk register. Programme and project delivery boards established.
8.5
Bradwell Abbey heritage site improvement programme
Mike Brown
Green
Project documentation currently being updated after agreement of Corporate Asset Management Group to undertake site feasibility study as work package 1. Programme Board being selected and dates for first meeting being arranged. Project manager role advertised and to be appointed mid May 2010.
8.6 Project Reduce Brian Sandom Andrew Wood Green Green
The project continues to make good progress and remains on course for close on the 10th November 2011. Highlights for the last month are: 1) Permanent project manager joined the project on 1st March - Inge Flowers left the project 19th March; now recruiting for new Technical Team Manager to be supported by part time resource from Atkins. 2) 3rd dialogue sessions for ISDS completed - sessions were seen as successful by bidders and project team 3) Project plan amended - no change to end date but re-phase to later stages to allow more negotiation time 4)Technology educational visits being planned for June / July 5) 4 week radio campaign completed and judged a success as hits to website have increased to 500 per week from only 64 per week 6) Leaflets and posters being issued to Parishes 7) Draft of Inter Authority Agreement being prepared for circulation in early April 8) Project remains on track to end the year within budget. 9) Project to confirm the final two bidders in September 2010.
8.7
Facilitation of Second Generation Development Scheme (Stantonbury Campus)
Nick Fenwick
Green
Green
The planning application was withdrawn in January as it was contrary to policy. It is understood that a new more comprehensive application will be coming forward in due course which will include the retail 'enabling' development as well as details of the school regeneration elements but no approac
h
has been made to date. The school and applicant will continue to be advised by MKC on the planning merits of any proposal. A team of officers have been involved across the council and will continue to do so.
8.8 Core Strategy Nick Fenwick Ian Haynes Green Green
Revised timetable agreed with GoSE and now available on web site. 600 responses to Pre- Submission version of the Core Strategy being analysed to identify the need for any further work. Aim is still to submit the Core Strategy to the Planning Inspectorate in August, followed by a Public Examination starting in November.
8.9
Local Development Framework
Nick Fenwick
Bob Wilson
Amber
Amber
Progress was delayed by the Core Strategy. A new timetable to be published on the web site and the revised Local Development Scheme (LDS) are under preparation. Once the LDS is agreed by the Government Office, LDF should be back 'on track'.
Jan A pril Name Sponsor PM RAG RAG Comment 8.1 . 0 Conservation Areas Nick Fenwick Simon Peart Amber Amber
1) Newport Pagnell CAR 6 week consultation ends 24/05/10. 2) Bletchley CAR commenced, 6 Week Consultation starts 01/06/10. 3) Main body of Stony Stratford CAR work commences 06/09/10. The Conservation Area Review (CAR) programme is marked amber due to variance with the timescales originally anticipated. Revised timetable for this (calendar) year is now in place and key target dates have been successfully met. This could be changed to green when the timetable for 2011 & 2012 is agreed and the first priority group of CAR’s is complete (after completion of Stony Stratford).
8.11
Local Land and Property Gazetteer
Nick Fenwick
Bill Errington
Green
Green
This project is about linking the LLPG with all other address-based IT systems in the Council, so that there is only one consistent source for all addresses used by the Council and partners. A team in Environmental Services will be taking the project forward during 2010/11
8.12
Audit Commission Report and MKC action plan. Development Management and Strategic Planning.
Nick Fenwick
Peter Lawrence and Ian Haynes
Green
Green
This is a new project effective from 15 March 2010. It is being reported to the Development Control Committee in April 2010 and will be reported to Cabinet in June 2010. It is also included in the corporate improvement programme.
9. Children & Young People's Service 9.1 School Planning & Build Programme (includes Growth projects)
Michael Bracey
Mark Dolling
Amber
Amber
The major projects currently on site (Walton High, Brooklands Farm and Rickley Park schools) are progressing well following a period of disruption and delay caused by exceptionally inclement weather early in 2010. The snow, ice and prolonged period of freezing temperatures caused a 3 week delay to these schemes. These delays will not impact on opening dates and our construction partners are working hard to make up lost time.
9.2 Children's Centres Michael Bracey Mark Dolling Green Green
The phase 3 programme is progressing well and will complete within the DCSF specified timescales. Grange Farm Children’s Centre
, in conjunction with Christ the Sower School is complete and has
been handed over. Services hope to commence from the centre in late April/early May. Broughton Children’s Centre
is complete and will be handed over as soon as all relevant paperwork
is in place. Furzton Children’s Centre
now has a revised completion date, which we have been assured is
achievable and should mean that the quality of finish is good and snags are at a minimum. The snow and freezing weather contributed to the delays on these schemes. Oxley Park Community facility
is due to complete on 27th May and is progressing well. The snow
and freezing temperatures did not have such an impact here due to the stage of construction when the bad weather hit. Additional schemes
have been developed for the 2010/11 funding and consist of improvements to
existing centres and creation of outreach bases.
9.3
Learning & Skills Council Transfer to the Council (16- 19)
David Bradley
Greg Morris
Amber
Green
The transfer of the responsibilities of the Learning Skills Council (16-19) to the Local Authority was successfully achieved by the 1st April 2010. The staff transferred have been fully inducted, and the first payments to the providers have been achieved.
9.4
Children & Young People's Performance Improvement Plan
Gail Tolley
Sarah Conway
Amber
Amber
The Improvement Board (with DCSF) is now considering a slimmed down version of the Performance Improvement Plan, as many of the requirements have now been met. It has been agreed that the Board will meet monthly until July and then bi-monthly thereafter.
10. Community Wellbeing Directorate
Jan A pril Name Sponsor PM RAG RAG Comment 10.1
Housing Capital Programme
David Moore
Derek Beaumont
Green
Green
Programme for 2009/10 delivered
10.2
Traveller Sites (Fenny Lock & Calverton)
Anthony Hodson -Curran Stewart Andrew Amber Green
Minor issues remain on Calverton works. Financial issues subject to corporate resolution with Mouchel. Fenny Lock planning application approved.
10.3
Adult Social Care Systems Improvement (including Framework i)
Jane Reed
Nick Renn
Amber
Green
While Frameworki has gone live, the wider ASC programme changes are still to planned and implemented. Status is therefore green as the service is currently functioning as expected.
10.4
Social Care Reform Programme
Lyn Scott
Sandra Rankin
Green
Green
All projects on target
10.5 Major Adaptations Lyn Scott Victoria Collins Green Green
Project plan in place and on target.
10.6
Health & Social Care Integrated Services
Lyn Scott
Ruth Adam
Green
Green
The programme is running to plan and is currently in the design phase which will result in a full consultation document covering all areas by July 2010.
10.7
Regeneration: Master planning in the Lakes Estate David Hill Lynda Bull
Brian Morrison
Green
Green
Project Director seconded from HCA from 1st April 2010. PID referred by Performance Group to Sponsor Group (14th April 2010) . Project governance arrangements to be established and detailed work streams to be set out and agreed by Project Board. First meeting with the Residents Steering Group on 21st April.
11. Strategy & Partnerships Directorate 11.1
MK 2018 World Cup Bid
Geoff Snelson
Pam Gosal
Green
Green
The project for becoming the host city finished in December when Milton Keynes was selected by the FA. Work continues with the FA to produce the bid document for England by May 2010 and producing high level plans on how MK will fund their part. The real programme will start in December 2010 once it is known if England is selected
11.2
Economic Task Group (Future Jobs Fund)
Geoff Snelson
Pam Gosal
Amber
Amber
CRB checks are taking longer than anticipated therefore some of the final jobs are delayed due to this. Organisation (DWP) that funds Future Jobs Fund is fully aware of this matter and has introduced faster measures to address quick turn around times. No risk to Council
11.3
Parish Boundary Review
John Moffoot
June Allen
Red
Amber
Revised timetable has been established to bring the project back on track. No further meetings will be held until after the Elections.
11.4 Job Evaluation Geoff Snelson Mark Harden Red Red
Good progress in parts of the project with some role profiles signed off and the evaluation phase beginning. However, there remains concern that the current pace of role profile completion means the original timetable cannot be met. Following discussion at Project Board and CLT additional resource is to be allocated and a plan developed to create an agreed and deliverable project programme.
11.5
Prevent Violent Extremism
Geoff Snelson
Naila Darr
Green
Green
The overall progress of the community projects have been very good and during this quarter there have been no concerns in relation to the Financial management or governance of these projects.
PIPELINE PROJECTS
Public Access
CW
Review of Community Transport
CW
E-gov4U
Env
Digital Infrastructure
Env
Business Objects - Financial Reporting Improvement
F&RM
Office Accommodation Rationalisation
F&RM
Corporate Property
F&RM
Development of Core Systems
F&RM
