project initiation document 'light'...03/12/2010 project initiation document version 3 churchgate...

of 30/30
Project Initiation Document - Final Project: Churchgate Redevelopment Version: 3 Approval Record Project Manager: Louise Symes Project Executive: Norma Atlay Submitted Date: 15 July 2010 Accepted Date: Signature: Signature: CONFIDENTIAL

Post on 08-Jul-2020

2 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • Project Initiation Document - Final

    Project: Churchgate Redevelopment

    Version: 3

    Approval Record

    Project Manager: Louise Symes Project Executive: Norma Atlay

    Submitted Date: 15 July 2010 Accepted Date:

    Signature: Signature:

    CONFIDENTIAL

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    1

    CONTENTS

    1. Project Summary 2 1.1 Project Background and Purpose 2 1.2 Key Objectives of Project 4 1.3 Project Acceptance Criteria 5 1.4 High Level Project Plan and Budgetary Summary 5 1.5 Key Planning Assumptions, Constraints and Dependencies 7

    2. Project Scope, Deliverables and Commitments 8

    3. Key Roles & Responsibilities 12 3.1 Project Board 12 3.2 Project Executive 14 3.3 Senior User 14 3.4 Senior Suppliers 15 3.5 Project Manager 16 3.6 Project Team members 17 3.7 Stakeholders 18

    4. Approach 20 4.1 Project Delivery Methodologies 20 4.2 Progress Measurement and Monitoring 20 4.3 Major Milestones Delivery 20 Project Risk Management 20 4.5 Project Issue Management 22 4.6 Information about Work in Progress 22 4.7 Change Management 22 4.8 Project Control Procedures 23

    Appendices

    Appendix 1 Project Plan Site Area 24 Appendix 2a List of relevant Committee Decisions and Reports 25 Appendix 2b List of relevant HTCWP Decisions and Reports 26 Appendix 3 Gantt Chart/Project Plan 27 Appendix 4 Project Structure Chart 28

    Document History

    Version State / Changes Date Author(s)

    1. Draft Issued for Review 15/07/2010 Louise Symes

    2 Updates from Review 3/09/2010 Louise Symes and Project Team

    3 Final Version 3/12/2010 Louise Symes

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    2

    1. Project Summary

    This project has been authorised by Full Council on 25th February 2010 with the appointment of

    a development partner, Simons Development Ltd, to proceed with the redevelopment of the Churchgate Shopping centre and surrounding area in Hitchin town centre as outlined in the site plan attached at Appendix 1. The purpose of the Project is to develop a high quality retail-led, mixed use scheme, with a residential component which will significantly enhance the town of Hitchin, both in terms of the quality of its retail offer and its visual amenity. This should contribute to the promotion of the town as a place to invest and live and attract a broad mix of visitors and residents. This project seeks to meet one of the top corporate priorities for North Hertfordshire District Council (NHDC), regeneration of our town centres as set out in the Corporate Plan. It is a long-term project that will take a number of years to be progressed from scheme evolution, through planning permission to construction and post-construction phase.

    1.1 Project Background and Purpose

    1.1.1 For some years the Council has been looking to regenerate and improve the existing Churchgate centre, the market area and River Hiz walkway. In 2004 after full and extensive consultation the Council adopted the Hitchin Town Centre Strategy which was the first of the town centre strategies to be produced for each of the District’s four towns. The Strategy was adopted as the Council’s Statement of Policy and provides the context for promoting changes and improvements in the town centre. An important element of this strategy is guiding physical development and maximising the opportunities that will benefit the future viability of the town centre, whilst emphasising its historic character, its local distinctiveness and the needs of its local community.

    1.1.2 The Churchgate Area Planning Brief was one of the key projects to come forward from

    the adopted Town Centre Strategy. The Planning Brief was prepared by John Thompson and Partners and DTZ Pieda Consulting on behalf of the Council. A key aspect of the project was the involvement of, and communication with, local businesses, organisations, market traders and the community. Following a two day public workshop event, feedback session and meetings with key stakeholders a draft Brief was prepared, which was then the subject of a formal public consultation exercise. The draft Brief was amended in light of the public consultation exercise and was supported by a viability appraisal of the indicative masterplan from a regeneration point of view at that point in time. The Planning Brief for the Churchgate development area was formally adopted as the Council’s Statement of Policy in November 2005. The Planning Brief included development concepts, potential uses, design principles and an indicative masterplan. The planning brief is not a blueprint, in that it does not specify exactly what type of development the Council expects on site, rather it presents a set of guiding principles.

    1.1.3 The Churchgate development area covered by the Planning Brief comprises the existing Churchgate Shopping Area plus service areas, the market area and the land between the River Hiz and St. Mary’s Square and the Biggin Lane Car Park. The St Mary’s Square and Portmill Lane car parks were identified as areas for enhancement. A plan is attached at Appendix 1 identifying these areas. A Final Report was also prepared by John Thompson & Partners (May 2005), as a background paper to the Planning Brief. This Report outlined the consultation process and the various development options considered for the area including making reference to the longer term vision, which included the possibility of development on the St. Mary’s and Portmill Lane car parks.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    3

    1.1.4 The period following the adoption of the Planning Brief involved giving consideration to

    the asset management aspects of any potential scheme. In Early 2007 the head lessee of the Churchgate Centre, Hammersmatch, approached the Council with a confidential report demonstrating that the site as outlined in the Churchgate Planning Brief was too restrictive, no longer viable and that consideration should be given to incorporating the surrounding car parks to improve the development opportunity of the site. The Council had this report confirmed by Donaldsons, its financial advisors at the time and, following a Part 2 report to Cabinet in September 2007, it was agreed that if the Council wished to progress with regeneration of the site it should consider inviting prospective developers to submit proposals for the redevelopment of the Churchgate shopping centre and surrounding area in open competition, and that, pursuant to this, officers commence marketing of a scheme within the Churchgate Development and Enhancement Area in September 2007.

    1.1.5 The opportunity was advertised and Expressions of Interest were received from a

    number of bidders. However legal advice obtained on the ramifications of the Roanne case (Auroux and others v Commune de Roanne) meant that the marketing exercise was halted as the marketing strategy was unlikely to comply with the public procurement regime.

    1.1.6 At the Hitchin Town Centre Working Party on 20 May 2008, following advice from DTZ

    and Eversheds (the Council’s development and legal consultants for this project respectively), it was resolved that the opportunity be remarketed using the Competitive Dialogue procurement process. The Council then entered into a twenty month procurement process. This followed the OJEU process with a pre-qualification questionnaire stage, an outline solution stage and finally the invitation to tender stage. During this process the Hitchin Town Centre Working Party (HTCWP) and Cabinet received reports on the PQQ Scoring, progress reports on the competitive dialogue process with a final report on the Tender Scoring to Full Council in February 2010. (See Appendix 2a for a chronological list of relevant Committee decisions and reports discussed as Part 1 or Part 2 and Appendix 2b for a chronological list of HTCWP decisions and reports discussed relating to this project.)

    1.1.7 Objectives from the Hitchin Town Centre Strategy and the guiding principles from the

    adopted Churchgate Planning Brief were used to set the objectives for the project and were outlined in the Invitation to Participate in Competitive Dialogue (IPD) and the Invitation to Tender (ITT) reports. These are still relevant to this project and are outlined in Section 2 of this report.

    1.1.8 Simons Development Limited was the successful bidder and the Council has since

    entered into a Development Agreement with Simons as its development partner for the redevelopment of the Churchgate Shopping centre and surrounding area. The contract was signed on 19

    th March 2010.

    1.1.9 The purpose of this project is to ensure that the project is delivered in respect of all

    functions required under the signed Development Agreement and that the redevelopment strategically meets the key objectives of the project.

    1.2 Key Objectives of Project

    1.2.1 The key objectives of the project are:

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    4

    To deliver a high quality retail-led mixed use scheme that is of high quality in overall

    design and contributes to the historic character of the life of Hitchin as a market town.

    This should:

    contribute to the promotion of the town as a place to invest and live and attract a broad mix of visitors and residents;

    include as a minimum areas 1 to 3 of Churchgate Development and Enhancement Area and provide the rationale for any need to include areas 4 & 5 as part of the overall site area;

    make provision for additional comparison retail units of variable size, including in excess of 200 sqm to enable the town to maintain its current market share and provide suitable units to encourage both multiples and local independent retailers to move into or relocate within the town centre;

    include a mix of high quality private and affordable housing that has regard to the Council’s Strategic Housing Market Assessment, whilst recognising the need for flexibility on the amount of affordable housing when considering viability;

    allow for the re-provision of the market to improve the operational efficiency and quality of the market’s environment and contribution to the diversity of the town centre retail offering;

    include the provision of an integrated car parking solution that not only enhances accessibility but also maintains, as a minimum, the current number of parking spaces;

    make provision for a high quality public realm that will provide a seamless connection of active streets, spaces and paths where compatible with the historic character of the town including a strengthened pedestrian link between the Market Place, River Hiz and St. Mary’s Square. The scheme should also deliver a sustainable transport solution for the highways in the town centre to ensure easy access to and from the centre for public and private transport;

    allow for the re-provision of public conveniences that should be conveniently located, freely accessible to the public and maintained at no expense to the Council.

    To deliver a solution that is commercially viable, sustainable, satisfies best value

    considerations, provides a financial return to North Hertfordshire District Council and

    establishes a long term management and maintenance structure at minimal cost and risk

    to the public sector.

    To deliver a scheme in accordance with the Development Agreement and to ensure the

    efficient assembly of land necessary for the timely execution of the development; whilst

    ensuring that provision is made for the continuity of service for the market during the

    development and a continuous provision of an appropriate level of car parking is made

    available during the development.

    1.2.2 These will all require a high degree of officer expertise from the Project Team and from other officers across the Council when advising the Project Board. Commitment and communication with officers will be key to delivering these objectives.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    5

    1.3 Project Acceptance Criteria

    1.3.1 The Project will be considered completed when (i) a development scheme for the Churchgate area has been delivered on the ground in accordance with the Development Agreement, and (ii) a long term management and maintenance structure for the new development has been established and agreed. The project would also be considered completed if the situation arose where the viability test for a scheme is never met. This would result in drawing up a Plan B in due course and seeking Cabinets approval.

    1.3.2 The project will be considered fit for acceptance once the acceptance conditions that constitute this project have been delivered and accepted as fit for purpose.

    1.3.3 The criteria for accepting completion shall be:

    Delivery of the scheme in accordance with the phases in the project plan

    Delivery of the scheme in accordance with the Development Agreement

    Delivery of a solution that is commercially viable, sustainable, satisfies best value considerations and provides a financial return that is acceptable to Cabinet and the Full Council.

    Satisfactory agreement is met on the long term management and maintenance of the scheme

    An alternative Plan B is drawn up should the viability test for the scheme is never met and agreed by Cabinet

    1.4 High Level Project Plan and Budgetary Summary

    1.4.1 In summary, the project breaks down into the following 4 phases: 3.5.1.1 Pre-planning to viability phase, which includes:

    Establishing a Compulsory Purchase Order (CPO) strategy,

    Undertaking pre-application advice with the Local Planning Authority,

    Seeking advice from technical experts internal and external to NHDC,

    Consulting with key stakeholders and the general public,

    Simons’ negotiating with key landowners and potential occupiers,

    Evolution of scheme design and options to address public concerns, meet potential occupier requirements and planning requirements,

    Undertaking viability test of scheme prior to submission of planning application

    3.5.1.2 Planning Application Phase, this will include:

    Preparing and agreeing a scoping and EIA screening Report

    Preparing necessary technical documentation to support a planning application

    Developing a design solution for planning application submission

    Submitting a detailed planning application

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    6

    Undertaking s106 negotiations

    Conditions precedents are agreed and signed off

    3.5.1.3 Pre-construction Phase which includes:

    Preparing tender documents for procuring contractors

    Appointing contractor

    Discharging conditions and S106 requirements

    3.5.1.4 Post contract/construction phase includes:

    Setting up construction design work and lead in period for construction on site

    Undertaking construction in accordance with agreed phasing plan

    Release of retail and residential accommodation for occupation

    Management and maintenance agreement signed.

    1.4.2 A Gantt chart has been prepared and is attached as Appendix 3. It is noted that this

    project plan will be monitored and updated accordingly. 1.4.3 The planned timeframe for the delivery of the project is set out in the Development

    Agreement and is based on the recovery of the economy. Simons will only submit a detailed design scheme for planning permission if the planning viability test is met. Given the current economic climate, it is anticipated that the project could take approximately 4 to 6 years to completion. There are a series of break clauses in the Development Agreement that protect both the Council and the developer should a scheme not be found to be viable for delivery within 3 years initially or a second cut off date of 5 years (subject to the possibility of extension in prescribed circumstances). Further time limits exist once the construction work starts.

    1.4.4 The funds for this scheme will come from existing budgets. Staff time is already

    budgeted for elsewhere. Property Consultancy support is currently being tendered, with an expectation that a contract will be awarded in September 2010. This must also be met from existing funds and budgets need to be identified, although at this time neither the amount of support required, nor the timing of the requirement is known.

    1.4.5 In total, over a number of years, costs of approx £1.14 million have been incurred on the

    Churchgate project as follows:

    A total of £518k of the above was capitalised, of which £200k will subsequently be

    recovered from Simons, the developer, when Simons have planning permission

    and are ready to commence on site. It is standard practice that some pre-

    development costs are recovered by agreement from the selected developer.

    Another £400k on Landlord and Planning authority functions, which were incurred

    as preparatory work as part of NHDC Town Centre Strategy work to identify a way

    forward for Hitchin Town Centre, prior to commencement of the competitive

    dialogue process with potential developers

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    7

    Expert support with the competitive dialogue process added another £220k of

    revenue cost.

    These costs cover the period from when development was first mooted in 2001 to February 2010 and are exclusive of internal staff resources incurred by the Council.

    1.5 Key Planning Assumptions, Constraints and Dependencies

    1.5.1 The assumptions, constraints and dependencies identified to date are:

    Expenditure is to be kept to a minimum

    When required external advisors will be used to assist in delivering the project. They will be appointed in accordance with a framework agreement as a means of keeping expenses to a minimum

    Sufficient resources from Financial Services, Property Services, Legal Services and Planning Services will be made available to meet the time scales of the Project

    Sufficient officers with the appropriate technical expertise to advise the Project Board are identified and available to meet the timescales of the project

    The developer will lead the consultation process on the evolution of the scheme with input and support from NHDC officers as required.

    Planning officers and legal advisors on the Project Board shall not be involved in any discussions with the Planning Authority when considering the planning application.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    8

    2. Project Scope, Deliverables and Commitments

    2.1 This Project is to deliver the regeneration of the Churchgate centre and its surrounding area in Hitchin town centre, to complement the existing town and contribute to the overall vitality and viability of the town. The development of a retail-led mixed scheme will ensure that Hitchin town centre addresses the current issue with retail spend leakage and retains its market share as the town continues to grow in the future, thereby meeting the aspirations of its local business community, residents and other town centre users. This is a long-term project expected to cover a 5 to 10 year period before final completion on site and necessary management and ownership agreements are negotiated and signed. The regeneration of Hitchin town centre meets the Council’s priorities for town centres and will also contribute towards it other priorities of sustainable development and green issues.

    2.2 The scope of this project covers:

    Consulting on Simons’ tender submission which sets out its initial vision for the redevelopment of the Churchgate area

    Continuing open dialogue with key stakeholders, land owners and other interested parties in evolution of the scheme design

    Simons’ undertaking negotiations with key landowners and potential key occupiers in working towards a solution that is deliverable

    Establishing a CPO Strategy

    Establishing a communications strategy

    Facilitating necessary discussions with technical officers and advisors as the scheme evolves

    Ensuring that Simons prepares the necessary technical reports to be submitted with the detailed planning application

    Ensuring that a viable scheme is prepared that can be delivered and meets the financial requirements of the Council

    Submission of a detailed planning application and negotiation of S106 requirements

    Ensuring that Simons prepares and procures contractors in accordance with the Development Agreement

    Ensuring that all phasing of the works is carried out in accordance with an agreed phasing plan.

    Provision is made for the continued trading of the market and that sufficient car parking is made available during the construction phase.

    Implementing a scheme that meets retail, business, local resident and visitor requirements for the town

    Implementing a high quality scheme that respects and contributes to the historic character of the town

    Provision of other identified works required to facilitate the Project

    Development of any longer term lease, management and maintenance strategies

    2.3 The following areas are explicitly excluded from scope:

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    9

    Discussion with the Planning Authority

    Any incidental town centre works on adjacent sites where these do not have a direct relationship to the project.

    2.4 The following table indicates the main products and milestones for the Project:

    Key products and major milestones for the project are highlighted in bold italics. Once delivered, they will be presented to the Project Board and then to the Project Executive for final sign-off.

    Key Products and Major Milestones

    No. Name Anticipated

    Delivery

    Date

    Delivery

    Resp.

    Sign-off

    Auth

    1 Project Initiation

    Finalise Project Mandate

    Set up Officer Group & Project Board

    Set up Churchgate Liaison Forum

    Establish dedicated section on NHDC website

    Hold first public exhibition

    Finalise Project Initiation Document

    Finalise Revised Communications Plan

    25/02/10

    25/02/10

    May ‘10

    May ‘10

    May ‘10

    Sept ‘10

    Sept ‘10

    PM

    PM

    PM

    Full Council

    Full Council

    Full Council

    Full Council

    Full Council

    Board

    Board

    2 Pre-planning to viability

    Establishing a CPO strategy,

    Undertaking pre-application advice with the Local Planning Authority

    Seeking advise from technical experts,

    Consulting with key stakeholders and the general public,

    Simons negotiating with key landowners

    Simons negotiating with potential occupiers

    Evolution of scheme design and options to address public concerns, meet potential occupier requirements and planning requirements

    Undertake viability test of scheme prior

    to submission of planning application

    Mar & Nov 2011

    Dec 2010 &

    Dec 2011

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    10

    Key Products and Major Milestones

    No. Name Anticipated

    Delivery

    Date

    Delivery

    Resp.

    Sign-off

    Auth

    3 Planning Application

    Preparing and agreeing a scoping and EIA screening Report

    Preparing necessary technical documentation to support a planning application

    Developing a design solution for planning application submission

    Submitting a detailed planning

    application

    Undertaking S106 negotiations

    Conditions precedents are agreed and signed ff

    July 2012

    4 Pre-construction

    Preparing tender documents

    Tender period

    Appointment of contractor

    Discharging conditions and S106

    requirements

    Phasing plan prepared and agreed

    Aug 2013

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    11

    Key Products and Major Milestones

    No. Name Anticipated

    Delivery

    Date

    Delivery

    Resp.

    Sign-off

    Auth

    5 Post contract/construction:

    Setting up construction design work and lead in period for construction on site

    Undertaking construction in accordance with agreed phasing plan

    - Relocate outdoor market

    - Relocate Churchgate retailers

    - Demolition of Churchgate centre

    - Commence construction of St. Mary’s Terrace

    - Construction of Churchgate site

    Practical completion of retail and

    occupation

    Residential construction

    Practical completion of residential

    accommodation for occupation

    Mar 2015

    6 Longer Term Strategies

    Negotiate and agree management and maintenance agreements

    Negotiate land ownership and income agreements

    7 Scheme completed

    Scheme delivered on site

    Necessary legal agreements signed.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    12

    3. Key Roles & Responsibilities

    See Project Structure Chart attached at Appendix 4.

    3.1 Project Board

    3.1.1 Overall responsibility for the direction and management of the project lies with the Project Board, which represents at managerial level the business, user and supplier interests of the project. The Board shall make all decisions requiring the consent of the Council under the Development Agreement. The Project Board is responsible to the Cabinet as the Corporate Sponsor for the project. The Project Board:

    approves major plans and authorises major deviations from agreed plans

    ensures that required resources are committed

    Arbitrates on any issues/conflicts escalated to it within the project, or negotiates a solution to any problems between the project and external bodies

    3.1.2 The Project Board is composed of authoritative decision makers who do not need to

    seek approval for decisions outside the group, except in the case of financial aspects that are of significance to the Corporate Business Planning Process and should be reported to Cabinet. The Project Manager reports to the Project Board. The Project Board is responsible for all policy decisions about the project including scope, direction, progress, and, through the Project Executive, key product and milestone sign-off. This Board ensures that the project will achieve the planned objectives, meet the Council’s requirements and deliver the expected benefits to the business.

    3.1.3 Key responsibilities also include:

    Approving an accurate and satisfactory Project Initiation Document, (PID), ensuring it complies with relevant Council standards and policies, plus any associated contracts with suppliers

    Overseeing the delivery of the project within the timetable and within cost and to the required quality

    Ensuring that the revenue implications of the development are fully recognised in the Council’s financial plans

    Ensuring effective project management arrangements are in place

    Ensuring and monitoring adherence to the project programme

    Ensuring that there are sufficient project management resources available to deliver the project successfully

    Ensuring there is a risk management system in place and receive regular reports on the risks and issues

    Ensuring there is a system of cost control in place and receive regular reports on existing and planned expenditure. Agreeing and ensuring compliance within limits of delegation

    Ensuring there are mechanisms in place to minimise the disruptive effects of the project on Hitchin town centre

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    13

    Providing reports on progress where appropriate to Hitchin Committee, Cabinet and Council

    Ensuring there is an integrated, comprehensive communications strategy in place to keep all stakeholders, such as Councillors, staff, public and relevant third party organisations, informed of progress

    Ensuring there is appropriate consultation with the public on the development proposals

    Ensuring there are mechanisms in place for the close coordination and performance management of the Council’s project advisors and the development partner

    Providing leadership, advice and support to the Project Manager

    Guaranteeing the demonstration of probity at all times and maintain a sound audit trail

    Ensuring compliance with relevant council policies

    Receiving reports from the Churchgate Liaison Forum

    Receiving reports from the Project Manager

    Providing assurance that all acceptance criteria have been met

    Signing off on the delivery of the project (via the Project Executive)

    The Project Board shall meet as and when necessary to discharge its functions

    3.1.4 The Project Board for this project is:

    Name - Current Role & Title

    Norma Atlay Project Executive – Strategic Director of Finance, Policy & Governance

    Councillor L Needham Senior User – Chair of the Project Board and Leader of the Council

    Councillor T W Hone Senior User – Portfolio Holder for Finance & IT

    Councillor T Brindley Senior User – Portfolio Holder for Planning, Transport & Economic Development

    Councillor J. Billing Senior User – Chair of Hitchin Committee

    Charles Vyvyan Senior Supplier – Project Director – Simons’ Development Ltd

    Andy Cavanagh Senior Supplier - Head of Finance, Performance & Asset Management

    Anthony Roche Senior Supplier – Solicitor – Legal & Democratic Services

    Simon Ellis Senior Supplier - Principal Planning Officer – Development Management

    Louise Symes Project Manager

    Christine Phillipps Project Support

    3.2 Project Executive

    3.2.1 The Project Executive, StrategicDirector of Finance, Policy & Governance, is the member of the Project Board with ultimate business accountability for the successful delivery of the project.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    14

    3.2.2 The Project Executive’s role is to ensure that the project is focused throughout its life

    cycle on achieving its objectives and delivering a solution that will achieve the forecast benefits. The Project Executive has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of business, user and supplier.

    3.2.3 Key responsibilities include:

    Overseeing development of and taking ownership of business case

    Ensuing that business benefits are realised

    Monitoring and controlling progress of project at strategic level

    Briefing the Council’s senior executives about project progress

    Supplying overall direction and guidance for the project

    Conveying user requirements to the project team (personally or through nominated user representatives)

    Ensuring user representatives make themselves available to the project as needed

    Formal sign-off of the Project Initiation Document (PID) and Project Plan

    Approval of project acceptance criteria

    Ensuring that any proposed changes of scope, cost or timescale are checked against their possible effects on the business case

    Assessing the impact of potential changes on the business case and project plan

    Reviewing, accepting and signing-off key products and milestones in a timely manner

    Reviewing interfaces with other Council initiatives

    Ensuring risks are tracked and mitigated as effectively as possible

    Approving project closure

    Agreeing any project tolerances with the Project Board and Project Manager

    Monitoring stage and project progress against the agreed tolerances

    3.3 Senior User

    3.3.1 The Senior Users, Leader of the Council, Portfolio Holder for Finance & IT, Portfolio Holder for Planning, Transport & Economic Development and Chair of Hitchin Committee, are responsible for specifying the needs of those who will use the final solution, for user liaison with the project team and for monitoring that the solution will meet those needs within the constraints of the business case in terms of quality, functionality and ease of use.

    3.3.2 As resolved by Council on 25 February 2010 the Leader of the Council will chair the

    Project Board. 3.3.3 The role represents the interests of all those who will use the final product(s) of the

    project, those for whom the solution will achieve an objective or those who will use the solution to deliver benefits. The Senior User role commits user resources in terms of

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    15

    preparing for and attending meetings and monitors delivered products against requirements.

    3.3.4 Specific responsibilities include:

    Ensuring the desired outcome of the project is specified

    Making sure that progress towards the outcome required by the users remains consistent from the user perspective

    Promoting and maintaining focus on the desired project outcome

    Contributing user opinions on Project Board decisions on whether to implement recommendations on proposed changes

    Resolving user requirements and priority conflicts

    Advising user management on all matters concerning the project

    3.3.5 In addition, the assurance responsibilities of the Senior User are to check that:

    Specification of the users needs is accurate, complete, unambiguous and formally signed off, before development work commences

    Development of the solution at all stages is monitored to ensure that it will meet the users needs and is progressing towards that target

    Impact of potential changes is evaluated from the user point of view

    Risks to the users are frequently monitored

    Quality checking of the delivered products at all stages has the appropriate user representation

    Quality control procedures are used correctly to ensure products meet user requirements

    User liaison is functioning effectively

    3.4 Senior Suppliers

    3.4.1 The Senior Suppliers, Project Director of Simons Development Ltd, and the following officers from NHDC including, Head of Finance, Performance & Asset Management, Solicitor from Legal & Democratic Services and Principal Planning Officer from Development Management, are responsible for the quality of the products delivered and represent the interests of those designing, developing, procuring, implementing and operating/maintaining the project products. The senior suppliers must have the authority to commit or acquire supplier resources required for the project.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    16

    3.4.2 The Senior Suppliers:

    Promotes and maintains focus on the desired project outcome from the point of view of supplier management is accountable for the quality of all products delivered by the supplier

    makes sure that progress towards the outcome remains consistent from the supplier perspective

    Ensures that proposals for designing and developing the products are realistic

    Contributes supplier opinions on Project Board decisions on whether to implement recommendations on proposed changes

    Monitors potential changes and their impact on the correctness, completeness and integrity of products against their description from a supplier perspective

    Monitors any risks in the production aspects of the project

    Ensures quality control procedures are used correctly, so that products adhere to requirements

    3.5 Project Manager

    3.5.1 The Project Manager has the authority to run the project on a day-to-day basis on behalf of the Project Board within any constraints or tolerances laid down by the board. The Project Manager is responsible for planning, managing, controlling and reporting against the project in order that the products produced achieve the impacts that enable the benefits to be realised as defined in the business case.

    3.5.2 The Project Manager’s prime responsibility is to ensure that the project delivers to the

    required standard of quality, and within the specified constraints of time and cost. 3.5.3 The Project Manager is specifically responsible for:

    Ensuring that the project delivers the required products to defined standards of quality within agreed cost, time and other constraints

    Agreeing the technical and quality strategy with the Project Board

    Planning the project, agreeing the plan with Project Board, and preparing detailed plans for each stage

    Preparation and maintenance of the Project Initiation Document (PID)

    Managing the project on a day-to-day basis

    Organising key product acceptance and sign-off

    Progressing key delivery and budgetary issues, and escalating to Project Board where required

    Ensuring overall project adherence to standards

    Defining the project team structure and the Team Managers’ objectives and responsibilities

    Identifying and acquiring required resources

    Building and motivating the project team

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    17

    Executing the plan, monitoring progress and taking the necessary corrective actions

    Reporting progress at the agreed intervals, advising the Project Board immediately if plan tolerance levels are exceeded and, if appropriate, recommending corrective action

    Preparing and reporting to the Project Board through Highlight Reports, and attending Project Board meetings as required

    Identifying and managing the project risks, including the development of contingency plans

    Preparation and maintenance of the Risk Log

    Reporting on all risks relevant to the project

    Managing issues; resolving all project issues as they arise, referring those which cannot be resolved, or require a change to the project plan, to the Project Board

    Preparation and maintenance of the Issues Log

    Change management and any required configuration management

    Achieving sign-off

    Regulatory compliance of the project

    Managing the expectations of the business areas

    Managing external suppliers and/or third parties

    3.6 Project Team members

    3.6.1 The project team is responsible for working with the Project Manager to ensure the project delivers to the required standard of quality, and within the specified constraints of time and cost. The team contributes towards the production of the project products. The core Project Team comprises officers that are on the Project Board and will draw on other officers both internal and external to the Council as required.

    3.6.2 Listed below are other members of the project team showing where resources are being

    drawn from across the Council. External resources will also be drawn form Herts County Council as required.Where possible days/hours required for each key stage of the project is shown.

    Name - Current Role/Area of expertise Estimated time input

    Steve Crowley Management of Hitchin Market TBA

    Sarah Dobor Public Relations and Communications TBA

    Jim Turner Asset & Property Management TBA

    Daniel Kingsley Waste Management & Street Cleansing

    TBA

    Andy Godman Environmental Health TBA

    Alan Davey Housing TBA

    Simon Young Traffic & Transport TBA

    Mike Young-Husband Hertfordshire Highways TBA

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    18

    Other Resources Required

    3.6.3 Listed below are all resources that are needed to ensure success of the project. These people have been contacted and engaged through an officer meeting at the start of the launch of the public exhibition on 18

    th May 2010.

    Name Activity Contacted & Engaged

    All Heads of Service & Corporate Managers

    Identification, promotion and support of expertise within their service areas towards meeting the project objects in the redevelopment of Churchgate and its surrounding area

    Yes

    3.7 Stakeholders

    3.7.1 This is a Project which will affect all users of the Hitchin Town Centre, It will have an impact on landowners, local businesses, local residents and visitors to the town centre. Stakeholder input is important and would be beneficial to the delivery of the project. Given the amount of public interest in the project it was agreed by Full Council to set up a public forum through which there is a means of effective communication between local residents, businesses and the developer to ensure that the proposed redevelopment best meets the aspirations of the town. As a result the Churchgate Liaison Forum has been set up comprising representatives form amenity groups, business interest, local members and the developer, Simons’. A constitution and agreed terms of reference has been set up for the Forum.

    3.7.2 It is also recognised that whilst there has been significant public consultation on the

    future of Churchgate during the preparation on the Planning Brief, wider public consultation will be required prior to the submission of any planning application. A minimum of 3 levels of community engagement have been agreed:

    A Churchgate Liaison Forum

    A dedicated section on the NHDC website for the Churchgate project

    Public exhibitions

    3.7.3 There are a number of key landowners and stakeholders that have an interest in the

    project and it is recognised that Simons should be consulting with these interest groups as its scheme evolves through the design/pre-planning application phase.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    19

    3.7.4 The following members of the public that are likely to have an interest in the project are:

    Name/Job Title Interest Need to Know

    Churchgate Liaison Forum Ensure effective communication between local residents, town centre users and local businesses and the developer

    The evolution of proposals and input to the discussion

    Key Organisations and Amenity Groups

    Providing input to the redevelopment proposals

    Evolution of proposals and at what stages in the project they will be consulted. What arrangements are in place and when changes will be implemented

    Business Interest Groups Providing input to the development proposals

    Evolution of the proposals, positive impacts on the town from an economic perspective and possible constraints during construction.

    Local business, residents and members of the community

    Expressing views on the development proposals

    Evolution of the scheme, timescales and how they can feed into the process through various consultation methods.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    20

    4. Approach

    4.1 Project Delivery Methodologies

    4.1.1 This project will use the following project delivery methodologies:

    Use of internal resources to provide advice and expertise to the Project Board at key points in the project, and including

    Possible use of external expertise to assist with the provision of highway, property, commercial and legal advice at key points and milestones in the project

    4.1.2 The Project will be undertaken in accordance with to PRINCE2 management principles.

    The key objectives of the approach is to ensure:

    that all parties are clear about why the project is needed, what it is intended to achieve, how the outcome is to be achieved and their particular responsibilities

    a schedule with a definite start and end for all activities is actively maintained

    all predicted risks and issues that arise on the project are addressed in a timely and effective manner

    lessons learned in one part of the project will be applied across the project where appropriate

    4.2 Progress Measurement and Monitoring

    4.2.1 Key documents produced during this project will be controlled and maintained within a central library held on the Council’s network Drive. This will include all documents relating to project planning, project monitoring and reporting, project control, quality control and sign-off.

    4.3 Major Milestones Delivery

    4.3.1 Major milestones for the project are associated with the key products identified in the table at paragraph 2.4. These will be monitored and reported in terms of progress and their anticipated date for delivery.

    4.4 Project Risk Management

    4.4.1 A risk is the chance of exposure to adverse consequences of events. It is an issue that may occur in the future. It has an element of ‘probability’ and it has an impact. The management of risk is an essential part of project management, and risks will be identified, recorded, analysed, and mitigation plans established throughout the project.

    4.4.2 The Project Manager is responsible for ensuring that risks are identified, recorded and

    regularly reviewed with the Project Executive, who will escalate to the Project Board as appropriate. The Project Manager, working with the project team, will:

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    21

    identify and evaluate potential risks

    obtain agreement to action plans to contain the risks

    take the actions

    monitor the results

    4.4.3 The Project Board has four main responsibilities with regard to risks:

    to assess any external risk exposure to the project

    to make decisions on the recommended reactions to risk exposure

    to strike a balance between the level of risk and potential benefits which the project may achieve

    To make decisions on any risks that affect the project’s ability to meet project constraints

    4.4.4 The Project Manager will ensure that the plans are modified to include agreed actions to

    avoid or reduce the impact of risks. 4.4.5 Listed below are the preliminary risks identified as part of the preparation of the PID. The following list indicates the main risks for the project. These risks will be explored in

    more detail in the appropriate Risk Log, which will be populated within one week of project sign-off and mobilisation. The mitigation of risks will be closely monitored and reported at Project Board Meetings:

    1. Delays in signing off the PID and agreeing the project plan

    2. Insufficient resources are available to the project to meet the deadlines

    3. The quality of the delivered products for each phase causes delays to implementation

    4. There are delays in agreeing the scope and content of the project phases

    5. Requirements and priorities change significantly during the project

    6. Business requirements are not sufficiently specified, leading to delivered solution not meeting user expectations

    7. A viable scheme cannot be delivered within the agreed terms of the Development Agreement

    8. There may be difficulties in managing third party involvement and performance

    9. The development partner changes or becomes insolvent

    10. The wider economic situation and possible delays to the project if the rise in the economy is slower than anticipated

    11. Changing government policy could impact on financial and planning implications

    12. Not fulfilling the necessary Land assembly requirements for progression of the project

    13. Failure to obtain planning permission, both generally but also without onerous conditions

    14. The development partner not securing a funding partner on appropriate terms to fund the post-planning phase of the project

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    22

    4.4.6 The risk management plan will be reviewed and updated bi-monthly and the Project Board will be alerted to any major changes.

    4.5 Project Issue Management

    4.5.1 An issue is a generic term for any matter that has to be brought to the attention of the Project Board, and requires an answer. It encompasses the various problems, queries and changes which can occur during a project, but primarily covers deviations from specification.

    4.5.2 After receiving a unique reference number, each issue will be logged and evaluated in

    terms of impact on the project. The Project Manager may make a decision on what action to take, or it may be escalated or referred to the Project Board in line with agreed tolerance levels.

    4.5.3 The Issue Log will be managed by the Project Manager. 4.5.4 If an issue requires a change to the scope of the project, work stream or stage, then the

    change management process will be invoked.

    4.6 Information about Work in Progress

    4.6.1 The Project Manager will ensure that project status is accurately reported to the Project Board at least bi-monthly using the Project Highlight Reporting Template.

    4.6.2 The agenda, progress reports and minutes will be stored in the project library and

    distributed, or made available, to all Project Board members. 4.6.3 All papers submitted to the Project board will be regarded as confidential and will require

    specific agreement by the Board before release to any other party.

    4.7 Change Management

    4.7.1 This project will be subject to strict Change Control. 4.7.2 If the resolution of a logged issue requires either a change of scope to the project (or a

    constituent work stream or stage) or to the contents of a delivered product, then a Change Request needs to be raised.

    4.7.3 All changes must be discussed with the Project Manager before Change Requests are

    raised. Any Change Request raised will be reviewed first by the Project Executive, and discussed by the Project Executive and Project Manager. Depending on the impact of the change, it may be submitted to the Project Board.

    4.8 Project Control Procedures

    4.8.1 This project will be subject to full project control. The Project and Programme Management Framework provides procedures for issue resolution, change management, product and milestone acceptance, and project completion events. These

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    23

    procedures will be followed for all such events and the associated documentation stored in the project library.

    4.8.2 There will be bi-monthly Project Board meetings. The first meeting of the Project Board

    commenced on 26th May 2010. The Project Board can request other project team members to attend on an ad hoc basis as required.

    4.8.3 The Project Manager will supply the Project Board with a Highlight Report in advance of

    each Project Board meeting.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    24

    Appendix 1 – Project Site Development Area

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    25

    APPENDIX 2a - List of Relevant Committee Decisions and Reports

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    26

    Appendix 2b – List of Relevant HTCWP Decisions and Reports

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    27

    Appendix 3 – Gantt Chart/Project Plan

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    28

    Appendix 4 - Project Structure Chart

    Structure for the Churchgate Development Project.

  • 03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment

    29

    Corporate Sponsorship

    Cabinet

    Project Board

    Senior Users

    Leader of the Council

    Portfolio Holder for Finance Portfolio Holder for Planning &

    Transport Chair of Hitchin Committee

    Project Executive

    Strategic Director of Finance, Policy & Governance

    Senior Suppliers

    Simons Developments Ltd

    Head of Finance, Performance & Asset

    Management

    Solicitor - Legal & Democratic Services

    Principal Planning Officer - Development Management

    Project Manager

    Project Manager – Strategic Planning & Enterprise

    Team Management &

    Specialist Teams

    See Section 3.6

    Project Support

    Technical Support Officer

    Stakeholders

    Churchgate Liaison Forum

    Key Organisations, Business Interest & Amenity Groups

    Local Community, Businesses and Residents