Project Initiation Document 'Light'...03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment 2 1. Project Summary This project has been authorised by Full Council

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

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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


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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.


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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:


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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.


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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


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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


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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.


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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:


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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


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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


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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.


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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


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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.


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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


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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.


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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


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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


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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.


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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.


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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:


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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


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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


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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.


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Appendix 1 – Project Site Development Area


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APPENDIX 2a - List of Relevant Committee Decisions and Reports


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Appendix 2b – List of Relevant HTCWP Decisions and Reports


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Appendix 3 – Gantt Chart/Project Plan


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Appendix 4 - Project Structure Chart

Structure for the Churchgate Development Project.


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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

Documents

Project Initiation Document 'Light'...03/12/2010 Project Initiation Document Version 3 Churchgate Redevelopment 2 1. Project Summary This project has been authorised by Full Council