Agenda Item No.9

 

 

THE VALE OF GLAMORGAN COUNCIL

 

CABINET MEETING: 28th FEBRUARY 2007

 

REPORT OF THE DIRECTOR OF ENVIRONMENTAL

AND ECONOMIC REGENERATION

 

 

UPDATE ON MAJOR PROJECTS

 

Purpose of Report

 

1.         To provide a definition of what constitutes a ‘Major Project’ in response to Cabinet’s request under Minute No. C2676.

 

2.         To provide a set of briefing notes on major projects currently managed by the Project Management Unit (PMU).

 

Background

 

3.         The Scrutiny Committee (Corporate Resources) in 2006 undertook a review of major corporate projects undertaken by the Council.  The Review considered three key areas in relation to corporate projects, namely, the general management of the project, partnership working and the levels of external funding and access to grants.  The Review had concentrated on projects undertaken over the last five years with a value of £500,000 or more.  The findings of the research went before the Cabinet on 25th April, 2006.

 

4.         The findings of the research amongst other things, concluded that whilst Members saw regular reports on how projects were progressing financially, there was no reporting or evaluation on the impact that the corporate projects had on the wider community it served, either at inception or completion of the project. The recommendations of this earlier report also required:

 

(i)         That the Project Management Unit provide a quarterly briefing note to Cabinet and Scrutiny Committee (Corporate Resources) on current major corporate projects and upon completion of a project (or a phase) an assessment on the impact on the relevant community.


 

 

(ii)        That the recommendations of the Scrutiny Committee (Economy and Environment) in their recent review of Community Regeneration Projects (Cabinet Minute No. C2305 refers) be reaffirmed and extended to cover all major corporate projects.

 

Appendix A refers to the following list of projects currently being undertaken by the Project Management Unit:

 

·                    Barry Town Hall

·                    Penarth Heights

·                    Thompson Street Bridge

·                    Waterfront Innovation Quarter

·                    Business Support Centre, Barry Waterfront

·                    Hydraulic Pumphouse, Barry Waterfront

·                    Medical Centre, Barry Waterfront

·                    Barry Steam Railway Project

·                    Central Station Project. Phase 1 Barry Docks Platform.

·                    Catching the Wave Initiative. Barry Marina Options.

·                    UWIC . Wales International Centre for Tourism and Leisure.

·                    The Knap Landscaping Scheme

·                    Penarth Pier Pavilion and Italian Shelter

·                    Former Bus Depot, Board Street

·                    Barry Island Footbridge and Plymouth Road Access

 

Relevant Issues and Options

 

5.         Cabinet has asked officers to provide a definition of major projects and has asked to receive quarterly reports for all projects with a financial implication £100,000 or more.  The answer to the question of what is a major project can rely on a large number of criteria but essentially refers to the complexity of a particular project and its perception within the corporate framework of the organisation.

 

6.         The Council has adopted an internally produced Project Management Manual that advises what constitutes a project and why we need project management. It defines a project as:

 

“A unique set of co-ordinated activities, with definite starting and finishing points, undertaken by an individual or organisation to meet specific objectives within defined schedule, costs and performance parameters”.

 

Generally, a project is a one-off work activity that introduces change through the delivery of its services. It is a temporary work activity that only exists to deliver improved services to support the aims of the Council. Projects can be technical or procedural i.e. physical construction schemes or projects designed to deliver improvements to services.

 

All projects involve the elements of time, money and people. Poor project management will result in a project failing to realise its full potential no matter how good the original concept.

 

7.         For the purposes of the Council, therefore, a major project might be defined as a large or complex project that manages the following criteria:

 

·                    An element of possible large financial risk.

·                    The comprehensive assessment and management of other risk factors.

·                    The need for a corporate overview and set up of corporate management structures to take the scheme forward.

·                    The need for the creation or utilisation of external networks to facilitate the scheme.

·                    The creation of a wide ranging team, either internal or external, to manage a larger number of complex issues.

·                    Dedicated resources that are not readily available within existing service delivery frameworks or staff structures.

 

8                    A number of the reports relate to projects involved with the development of aims, objectives and strategic plans for projects that, at present, can only be considered as longer term schemes or projects that are developed in a phased manner and are integrated in terms of geographic location or end use.  These projects sit within the remit of the Project Management Unit as capacity often does not exist within the relevant client structures and the issues relating to the development of these areas are either corporate or complicated in terms of external barriers to development, e.g, the Barry Steam Railway Project that relies on a long term strategy and approvals from other organisations such as the Office of the Rail Regulator and Network Rail.  The client’s role of these projects remain however with the originating officer and/or Department.

 

Resource Implications (Financial and Employment)

 

9.         The resource implications of major projects in respect of programme, contract and associated costs are regularly reported by the Project Management Unit to the Director of Environmental and Economic Regeneration and form the basis of reports to the Cabinet and Scrutiny Committees as required.

 

Legal Implications (to include Human Rights Implications)

 

10.       None.

 

Crime and Disorder Implications

 

11.       None.

 

Equal Opportunities Implications (to Include Welsh Language Issues)

 

12.       None.

 

Corporate/Services Objectives

 

13.       To provide the Cabinet and Scrutiny Committees with information in respect of major projects.

 

Policy Framework and Budget

 

14.       This report is a matter for Executive Decision by Cabinet.

 

Consultation (Including Ward Member Consultation)

 

15.       None applicable to this Report.

 

Appropriate Scrutiny Committee

 

16.       Corporate Resources.

 

RECOMMENDATION

 

(1)       That the report be noted.

 

Reason for Recommendation

 

(1)       The report is for information purposes.

 

Background Papers

 

None.

 

Contact Officers: John Dent - Project Management Unit.

 

Officers Consulted:

 

Head of Economic Development and Leisure

Head of Performance and Development

Corporate Policy and Communications Officer

Head of Legal Services

Director of Finance, ICT and Property

 

R. Quick

Director of Environmental

and Economic Regeneration