Project Governance Structure post BAFB process

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Project Governance Structure post BAFB process

Maker

(The County Council’s Executive Committee comprised of elected

members)

Project Manager and Design Team

See Appendix H – Project Execution Project Board

Caroline Bruce – SENIOR RESPONSIBLE OWNER.

Corporate Director of Local Services

Councillor J. Reid – Council Leader

Councillor I Hunter – 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 Manager

Andy Rutherford – Head of Highways and

Neighbourhood Services

Project Team

Comprising Highways Senior Management Team + Others

Andy Rutherford – Head of Highways and

Neighbourhood Services

Mike Scott – Head of Sustainable Transport

Ralph Dickinson – Roads Manager

Simon Rudman – Bridges Manager

Richard Hayes – Western Area Manager

Ross Bullerwell – Northern Area Manager

Steve Bucknall – South East Area Manager

Ian Campbell – Team Manager, Spatial Planning

Monitoring and Delivery

Stephen Rickitt – Principal Solicitor, Property,

Environment & Procurement Team

Stakeholder Group

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

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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.

Project Board

The Project Board is intended to be the key decision making body for the project. The Project Board

will receive reports and advice from both the Project Team and Stakeholder Group for consideration.

Where necessary the Project Board will be responsible for seeking authority from the SMT for

decisions which exceed their delegated authority.

Project Team

The Project Team have responsibility for the delivery of the scheme. The Project 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 Project Team, are additionally briefed on proposals and progress regarding the

scheme.

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Ian Drummond

Senior Project Manager

Turner & Townsend Bede House

All Saints Business Centre Newcastle upon Tyne NE1 2ES

t: +44 (0)191 279 7200

e: [email protected] w: turnerandtownsend.com

A1 – South East Northumberland

Strategic Link Road - Morpeth Northern Bypass

Plan

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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: Project 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

5 Ian Drummond Steve Armitt 24/08/11

6 Ian Drummond Steve Armitt 06/09/11

© Turner & Townsend Project Management. All rights reserved December 08. This document is expressly provided to and solely for the use of Northumberland County Council and must not be quoted from, referred to, used by or distributed to any other party without the prior consent of Turner & Townsend Project Management who accept no liability of whatsoever nature for any use by any other party.

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1

Introduction

1.1 Scope of the Project Execution Plan

The purpose of this Project 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 Description

Client Northumberland County Council (NCC)

End User Northumberland County Council (NCC)

Project Sponsor / SRO Corporate Director of Local Services NCC (DLS) Stakeholder Group NCC, HCA, Persimmon, Parish Councils, LEP,

Community Groups, NTW NHS Project Manager Turner & Townsend PM (TTPM)

Highways Engineers Northumberland County Council (NCC)

Cost Managers Carillion

Project Team NCC, TTPM, AECOM, Carillion

1.2 Issue Status

The Project Manager 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 email to all recipients.

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2

Project Description

2.1 Scope of Works

The Project 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 2011.

Turner and Townsend (TTPM) have been appointed as Project Manager 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.

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3

Project Organisation

A Project Directory has been prepared by the Project Manager and is available as a separate electronic document and is distributed to all upon each revision.

The relationship between the Senior Management Team, Project Board, Project Team and Steering Group is shown in the Project 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 email or disc. All members of the Project 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 Project.

4.2 Senior Management Team

The Senior Management Team (SMT) comprises the Corporate Directors of all Northumberland County Council departments.

The SMT will have responsibility for oversight of the Project Board and where necessary provide support in seeking approvals / authority from the Executive in those matters that exceed the delegated authority of the Project Board.

4.3 Project Board

The Project 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 Project 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 Manager Spatial Planning Monitoring and Delivery Ian Drummond – Project Manager, TTPM

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4.4 Stakeholder Group

The Stakeholder Group is intended to provide commentary and advice as required on the work of the Project 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 Group 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 Groups

4.5 Project Team

The Project Team have responsibility for the development of the BAFB and all associated design, cost and transport and environmental modelling data.

The Project 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 Project Team comprises of the following. Turner and Townsend Project Management.

NCC Departments; Sustainable Transport, Highways, Planning, Legal, Housing, Asset Management, Finance and Regeneration.

AECOM Carillion

4.6 Monthly Project Manager’s Reports

The Project Manager shall prepare for submission to the Client, a co-ordinated monthly Project Manager’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.

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Monthly PM Reports will be submitted to the following key members of the team; Project Sponsor / Senior Responsible Owner for this Project; Caroline Bruce, Corporate Director of Local Services together with Ian Campbell, Team Manager 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. ‘Northumberland County Council, 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 Project 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 Project Manager 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 email traffic is to be copied to the PM • Fortnightly Project Team Meetings (refer to meeting schedule) • Project Board Meetings – monthly, commencement date t.b.c. • Regular Highways design meetings – weekly

• Regular Planning meetings – weekly All correspondence shall be copied to the PM.

4.10 Reporting

All communications between members of the Project Team on project related matters are to be directed as follows:

• Project Board Meetings – minutes by the PM to attendees.

• Project 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).

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4.11 External Communications

All communications with external bodies are to be subject to prior approval by the Project Board. Proposed communications may be developed with input, advice and information provided by the Project Team and Stakeholder Group, but shall only be released when authorised by the board unless in exceptional circumstances.

• Point of Contact for Steering Group – Project 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 Project 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 Project. For the purposes of this procedure, a change is defined as any proposed modification to the Project 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

5.3.1 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.

5.3.2 Change Control Forms (CCF)

The Project Manager 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

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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 Project Manager.

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 • Project 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 Project Manager’s Reports

The Project Manager’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.

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• Risk Management. • Information required. • Health and Safety. • Conclusion.

6.3 Designer’s Reports

All Designers will submit a report to the Project Manager on a fortnightly basis. The report may take the form of an email issued in advance of fortnightly Project Team meetings.

6.4 Cost Reports

The Cost Manager will submit a cost report to the Project Manager and Client on a fortnightly basis. The report may take the form of an email issued in advance of fortnightly Project 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 Project 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.

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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 Project 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 Project Manager of any matter that may, in their judgement, adversely affect the timing, quality or cost of the project.

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Appendix A

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C Bruce – Project 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 Manager Ian Drummond – Project Manager BAFB

Meets as required

Ian Drummond

Project Manager

NCC – Caroline Bruce (Chair) HCA – Alan Sears

Persimmon – David Jenkinson Parish Councils

Town Councils

Local Enterprise Partnership Community Groups

NTW NHS Meets as required

PROJECT TEAM

Ian Drummond (Chair)

Meets Fortnightly

Asset Management John Price Legal Stephen Rickitt Ian Selby Planning Ian Campbell David Rowlinson Sustainable Transport Mike Scott AECOM S McNaughton Carillion D Grigsby Housing Joy Lockhart Regeneration Rob Home Rob Strettle Finance Paul Harrison Highways Gary Mills Doug MacDonald

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m ak i ng t h e d if f e r en c e

Appendix B

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m ak i ng t h e d if f e r en c e 14

Northumberland County Council

South East Northumberland Strategic Link Road

Change Control Procedure Flow Chart (Pre-Contract Phase)

ACTION ACTION BY

CHANGE INITIATED

• Detail reasons for Change on CCF. • Issue to Project Manager.

• Specify timescale for urgent response.

ANY PARTY ⇓ ⇓⇓ ⇓ INITIAL ASSESSMENT

• Issue CCF Reference No. • Assess implications of change. • Refer to consultants as necessary.

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 Project Manager.

COST MANAGER (CM) ⇓ ⇓⇓ ⇓ ISSUE CCF TO PROJECT MANAGER

• Issue CCF to Project Manager. PROJECT MANAGER

⇓ ⇓⇓ ⇓ CLIENT APPROVAL • Appraise Change.

• Seek Client approval to decision. PROJECT MANAGER/CLIENT

⇓ ⇓⇓ ⇓ PM NOTIFIES PROJECT TEAM

• Issue copy of CCF to Project Team. • Confirm acceptance or refusal. • Instruct necessary revisions.

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Appendix C

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Change Control Form (CCF)

CLIENT: Northumberland County Council (NCC)

PROJECT NAME: South East Northumberland Strategic Link Road

TTPM REFERENCE: 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):

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Appendix D

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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

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Appendix E

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Notes

Influence ACTIVITY OWNER DEADLINE COMMENTS

1

One North East Benefactor Economic Growth Funding and/or political support

H L HL Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

2

Local Enterprise Partnership Benefactor Economic Growth Funding and/or political support

H H HH Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

3

Homes and Communities

Agency Funding Access to St George's site Funding and political support H H HH Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

4

RES Benefactor Improved access to their site Political support

L L LL Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

5

Persimmon Benefactor/Funding Improved access to their site Funding and political support

H H HH Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

6

Bellways Key Land Owner Improved access to their site Funding and/or political support

L L LL Provide update on progress and seek support through the Project Steering Group Project Manager Monthly R e f STAKEHOLDER STAKEHOLDER INTEREST IN THE PROJECT STAKEHOLDER REQUIREMENTS FROM THE PROJECT

PROJECT REQUIREMENTS FROM THE STAKEHOLDER

ACTION PLAN

Ability to

INFLUENCE..

IMPACT on

the Project SIGNIFICANCE

6 Group

7

Department for Transport Funding Increased saftey, reduced traffic numbers within Morpeth, economic growth

Funding approval and support

H L HL Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

8

Highways Agency Benefactor Increased saftey, reduced traffic numbers within Morpeth, economic growth

Planning approval and political

support H L HL Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

9

Parish Councils Key Land Owner No detrimental impact to Parish

members Planning and Political support H L HL Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

10

Local Community Groups Planning No detrimental impact to local

community and potential benefits Planning and Political support L L LL Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

11

MPs Benefactor Economic growth for Northumberland

and the welfare of the constituents Polictical support H L HL Provide update on progress and seek support through the Project Steering Group

Project

Manager Monthly

12

Narec Benefactor Improved access to their site Funding and/or political support

Project

Manager Monthly

13

Port of Blyth Benefactor Improved access to their site Funding and/or political support

Project