HERTFORDSHIRE COUNTY COUNCIL

WASTE PROCUREMENT PROJECT

Stage 2 – Programme governance and management

1.Introduction

1.1Stage 1 of the waste procurement and project produced a feasibility report setting out for the County Council an assessment of future options for residual waste treatment, together with a strategy for procurement.

1.2A further, distinctive phase of work is now required to take forward the preferred option.

1.3Stage 2 will run for approximately 12 months from April 2008 – March 2009 and will consist of two primary workstreams:-

  1. Procurement (production and submission of an outline business case [OBC] and start of procurement programme)
  2. Planning (preparation and submission of a planning application for waste treatment facilities)

2.Programme governance

2.1The project board, established to oversee Stage 1, will be the key forum to drive forward the second stage. Roles of board members will be modelled upon PRINCE 2 methodology. Board membership will be expanded to include additional Suppliers and Users as well as a representative from Defra’s Waste Infrastructure Development Programme (WIDP).

2.2Whilst much of the project board’s work and decision-making will fall within the scope of the scheme of delegations to officers, recommendations on key matters will be made to the Cabinet via the Executive Member Planning, Partnerships and Waste. A mechanism may need to be established to ensure timely oversight by Members of progress with the workstreams – perhaps through a subgroup of the Waste Management Panel.

2.3See page 3 for a diagram showing the relationship between governance and project management.

3.Programme / project management

3.1The arrangements for programme and project management are being developed and will build upon those used in Stage 1.

3.2During the earlier stage, Mace Ltd. were commissioned (through HCC’s framework contract) to provide project management. Mace in turn commissioned technical and financial advice from specialist suppliers. In parallel, the County Council hired a communications consultancy to provide advice on stakeholder and public relations.

Client-side input to Stage 1 comprised a full-time Project Manager to oversee the whole programme.

3.3For Stage 2, Mace will be re-engaged as project managers, specialist advisors will be procured direct by the County Council and client side programme management will be strengthened.

3.4The engine room will be the project team, the core of which will be:

Programme Director

Programme Manager

Assistant Programme Manager (Waste Ops)

Assistant Programme Manager (Strategy)

Technical Assistant

These roles are explained further on page 4.

3.5Users and suppliers will join the project team to form a project steering group.

3.6Specialist advisors will be secured through the relevant users / suppliers. The likely main subject areas and routes for procurement are set out in the table below.

Discipline / work area / Procurement route / Appointment
Project management / Framework contract (HP) / Mace Ltd.
Finance / OGC list (HF)
Legal / OGC list (CSD)
Technology / Approved suppliers list (ENV)
Insurance / OGC list
Town + Country Planning / Framework contract (HP) / Vincent + Gorbing
Communications / Tender exercise (Comms)
Property / Framework contract (HP) / Lambert Smith Hampton

The skills and experience of each team member will be complimented with an ongoing programme of best-practice training and development, likely to include as appropriate:-

  • Introduction / familiarisation PRINCE 2
  • Waste treatment technologies
  • Document management + control

4.Budget

4.1The draft Environment budget for 2008/9 includes provision of £200k for waste procurement. The draft budget also includes Defra’s Waste Performance and Efficiency (revenue) grant of £673k – intended to assist local authorities with a range of possible items of expenditure including costs of procurement.

4.2 These two budgets will be combined into a single account under the control of the Programme Manager who will be required to carry out monitoring and management in the usual way.

Programme governance / project management

External Advisors

Legal / Finance / Technical / Planning / Comms /
Procurement strategy
EoI 31/3/08; OBC 31/10/08 / Planning application/s
Preparation, including EIA, March 08 onwards; Submission 31/10/08
Project Steering Group
Reference group for project outputs. Challenges assumptions, help project team shape advice. Provides pointers to new lines of enquiry. Proofs recommendations.
Project Team
Leadership and management of the workstreams. Responsible to the Project Board.
Project Board
Overall direction and management of the project. Responsibility to and authority from the Director of Environment.

080304 Procurement Programme Appendix.doc 1

Project management / primary roles and responsibilities

  1. Programme Director
  2. Supervision of main contract (Mace), work progress, cost control and quality assurance.
  3. Reporting of programme outputs to Project Executive, Procurement Board.
  4. Leadership of project team.
  5. Liaison with external partners and advisors including Defra, WIDP and other local authorities.
  6. Performance management of Assistant Programme Managers.
  7. Budget holder, member of Procurement Board.

2. Assistant Programme Manager (Waste Operations)

  • Liaison with main contractor (Mace) and technology advisor/s to ensure verifiable client inputs and credible outputs.
  • Advice on alignment of current and future contracts (collection, transport, recycling, composting, disposal).
  • Reporting outputs to Programme Director, Project Executive, Procurement Board.
  • Deputising for Programme Manager.

3.Assistant Programme Manager (Strategy)

  • Liaison with main contractor (Mace) and user/suppliers to ensure appropriate and timely client inputs and credible outputs.
  • Advice on sequencing of processes, ensuring best fit with internal and external timetables.
  • Reporting progress with overall programme to Programme Director, Project Executive and Procurement Board.

4. Technical Assistant

  • Organisation of work programmes, meetings and other events.
  • Management and control of documents.
  • Research and analysis of technical and other matters.
  • Liaison with work stream leaders over deadlines and reporting.
  • Dealing with enquiries and requests for information from internal and external sources including Govt. agencies, commercial interests, elected Members etc.

080304 Procurement Programme Appendix.doc 1