PROGRAMME DOCUMENTATION PROGRAMME PLAN

CHORD Programme

Programme Plan Date: 31 August 2009

PROGRAMME DOCUMENTATION

PROGRAMME PLAN

CHORD Programme

Date: 31 August 2009

PRINCE 2

Author: Nicola Debnam

Owner: CHORD Programme Management Board

Client: Argyll and Bute Council

Document Reference: PP01_v1.0

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CHORD Programme


Programme Plan Document History Document Location This document is only valid on the day it was printed. The source of the document can be found on Argyll and Bute Council network drive -\\abc2k30186\CHORD Revision History Date of this revision: 31/08/09 Date of next revision: following Programme Management Board meeting Revision date

Previous revision date

Summary of Changes

03/08/09 First draft 31/08/09 03/08/09 Changes made following Programme Management Board,

10/08/09. Approvals This document requires the following approvals. Signed approval forms are filed in the Programme Office project files. Name Signature Title Date of

Approval Version

Robert Pollock CHORD Programme SRO v1.0

Councillor Dick Walsh

CHORD Programme Management Board

v1.0

Once approved, a signed copy of the document will be held in the Programme Office central filing system. An electronic copy can be found on Argyll and Bute Council network drive -\\abc2k30186\CHORD.


CHORD Programme


Contents 1. Overview ...................................................................................................................................... 4

2. Aim and Objectives of the Programme ........................................................................................ 5

3. Portfolio of projects and anticipated benefits ............................................................................... 6

4. Target timescales and costs ........................................................................................................ 9

5. Overall programme schedule .................................................................................................... 10

6. Summary of Risks and Assumptions ......................................................................................... 11

7. Monitoring and control activities ................................................................................................ 14

8. Resources ................................................................................................................................. 18

9. Communication .......................................................................................................................... 20

Appendices Appendix 1 – Highlight / Progress report template Appendix 2 – Benefits realisation plan (under development) Appendix 3 – Communications plan The purpose of this document is to:

• track and control programme progress • provide the basis for tracking the impact of each project on the programme's overall aim,

benefits, risks and costs

This document should be read in conjunction with:

• the Project Initiation Documents prepared for each project, including the Project Plan • the CHORD Programme, Programme Governance and Management Plan, v3

This document will be revised on an ongoing basis as information on progress appears.


CHORD Programme


1. Overview

1.1. Overview of the CHORD Programme WHO: Argyll and Bute Council WHAT: an investment programme of more than £30million in physical infrastructure works WHEN : 2009 – 2016 WHERE: the five waterfront towns of Campbeltown, Helensburgh, Oban, Rothesay and Dunoon WHY: to assist in the regeneration and economic development of Argyll and Bute

1.2. Background Waterfront and town centre regeneration is one of the key strategic outcomes of the Council’s Corporate Plan. In 2007 the Council embarked on developing Outline Business Cases for five of its waterfront towns. The conclusion of this developmental work resulted in the Council agreeing to the investment of more than £30million to assist regeneration and economic development in Argyll and Bute. The Outline Business Cases can be viewed online at: http://www.argyll-bute.gov.uk/moderngov/Published/C00000257/M00003360/$$Supp668dDocPackPublic.pdf All of the projects selected to be included in the CHORD portfolio of projects represent important and valuable contributions to the communities in which they are based. Irrespective of the economic and other benefits, all of the projects can be justified by reference to their contributions to the sustainability and growth of these important communities in Argyll and Bute.


http://www.argyll-bute.gov.uk/moderngov/Published/C00000257/M00003360/$$Supp668dDocPackPublic.pdf

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2. Aim and Objectives of the Programme

The Council and its Community Planning Partners have put economic development at the centre of their ambitions and plans. The foreword to the Single Outcome Agreement (SOA) notes, “The key to the future in Argyll and Bute is to encourage and enable sustainable economic growth by seeking investment from government and private sector sources.” One of activities to achieve this goal is town centre and waterfront regeneration. The Council’s Corporate Plan contains four strategic objectives centred on the environment, the economy, social change and organisational development. One of the outcomes with respect to the economy is town centre and waterfront regeneration. Given the significance of town centre and waterfront regeneration in both the SOA and the Corporate Plan, it is important that the aim and objectives for the CHORD programme echo these. CHORD programme aim: Contribute to the creation of an attractive, well connected and modern economy. CHORD programme objectives: • To improve the character, appearance and function of our towns for residents, visitors and

investors. • To make our towns places of economic vibrancy that create employment and prosperity for the

residents of Argyll and Bute.

All of the projects selected for the CHORD programme will play their part in the delivery of the programme aim. The projects will either contribute wholly or in part to the achievement of the programme objectives.


CHORD Programme


3. Portfolio of projects and anticipated benefits

The projects will be delivered in the context of the programme objectives for each town. Detailed benefits will be further developed in the benefits realisation plan. 3.1. Campbeltown – CHORD funding allocation = £6.50 million

3.1.1. CN01 - Campbeltown Townscape Heritage Initiative WHAT: • to generate improvements to Campbeltown’s heritage and conservation sites,

renewing and restoring historic buildings.

3.1.2. CN02 - Campbeltown Loch Marina WHAT: • to redevelop the existing marina to increase the number of berths from 40 to

145 and improve/ install associated marina facilities to capture a greater share of the growing recreational sailing market.

3.1.3. CN03 - Kinloch Road Regeneration WHAT: • to assist ACHA with their planned development of housing and community

facilities. • to relocate the Council’s road depot to another site to facilitate the housing

development proposed by ACHA. • to investigate the potential for environmental improvement or renewal on

underutilised land adjacent to the Council depot.

3.1.4. Anticipated benefits for Campbeltown include:

• Improved character and appearance of the gateway to Campbeltown and the town centre.

• Increased turnover and employment in the commercial, retail and hospitality sectors and through new housing.

3.2. Helensburgh – CHORD funding allocation = £6.66 million

3.2.1. HH01 - Helensburgh - Town Centre WHAT: • to develop a more sustainable traffic management scheme in the town centre

by reducing traffic through the main streets in the town centre, thus enhancing pedestrian movement, creating events space and a street-cafe culture.

• improved enforcement of parking regulations, pay-on-street parking, as well as improved cycling facilities.

3.2.2. HH02 - Helensburgh - West Bay WHAT: • to redevelop the West Bay Esplanade between Colquhoun Square and

William Street, linking it to the town centre • to create an environment suitable for leisure strolling with a string of “event

points” along the shore and for much better access by customers to the many and varied local shops, restaurants, cafes and bars on West Clyde Street.


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3.2.3. Anticipated benefits for Helensburgh include:

• Improved character and appearance of Helensburgh town centre and the West Bay

esplanade. • Increased turnover and employment in the retail and hospitality sectors.

3.3. Oban – CHORD funding allocation £6.90 million

3.3.1. OB01 - Oban Bay / Harbour WHAT: • to provide a pontoon facility and associated floating breakwater within Oban

Bay to provide berthing in the heart of Oban town centre. • provide berthing for 60 vessels and form a transit marina for short stay only.

3.3.2. OB02 - Oban Development Road WHAT: • to design and procure the construction of the Oban Development Road to

provide sufficient road capacity to deal with future traffic levels, and thus prevent gridlock in the town centre.

3.3.3. Anticipated benefits for Oban include:

• Improved character and function of Oban. • Continued population growth. • A more diversified and stronger economy. • Increased retail turnover and margins.

3.4. Rothesay – CHORD funding allocation - £2.40 million

3.4.1. RY01 - Rothesay Townscape Heritage Initiative WHAT: • to generate improvements to Rothesay’s heritage and conservation sites,

renewing and restoring historic buildings.

3.4.2. RY02 - Rothesay Pavilion WHAT: • to restore the external and internal fabric of Rothesay Pavilion

sympathetically to the original post modernist and Art Deco style.

3.4.3. Anticipated benefits for Rothesay include:

• Improved character and appearance of Rothesay. • Increased turnover and employment in the retail and hospitality sectors.

3.5. Dunoon – CHORD funding allocation £8.30 million

3.5.1. DN01 – Dunoon Waterfront WHAT: • to deliver waterfront infrastructure that contributes to an attractive, vibrant and

contemporary town centre.


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3.5.2. Anticipated benefits for Dunoon include:

• Improved character and appearance of Dunoon. • Increased turnover and employment in the commercial, retail and hospitality sectors. • Continued population growth.


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4. Target timescales and costs

A Project Initiation Document (PID) has been prepared for each project. This document defines the project, forms the basis for its management and the assessment of its overall success. An initial project plan has also been prepared and included as part of the PID. A summary of the key target timescales and associated costs for each project is detailed below. Target timescales and costs PROJECT PID approved Full Business

Case completion

Construction start

Construction completion

Estimated gross capital

costs £

Campbeltown THI n/a April 2009 June 2009 June 2014 £1.14 million

Campbeltown Marina June 2009 presently

unknown presently unknown

presently unknown £2.50 million

Campbeltown - Kinloch Road Regeneration

June 2009 February 2010 April 2010 December 2011 £4.04 million

Helensburgh - Town Centre

June 2009 October 2011 August 2012 October 2013 £3.30 million

Helensburgh - West Bay June 2009 January 2011 November 2011 January 2013 £3.40 million

Oban Bay/Harbour July 2009 December 2009 presently

unknown presently unknown £1.70 million

Oban Development Road

June 2009 November 2013 August 2014 January 2016 £ 11.50 million

Rothesay THI June 2009 April 2010 May 2010 May 2015 £2.50 million Rothesay Pavilion June 2009 July 2010 June 2011 January 2013 £5.31 million

Dunoon Waterfront June 2009 presently

unknown presently unknown

presently unknown

presently unknown

TOTAL

£35,390,000


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5. Overall programme schedule

2009 2010 2011 2012 2013 2014 2015 2016 All PIDS approved Jul.

50% of FBC completed

Jul.

100% of FBC completed Nov.

50% of projects complete Jun.

100% of projects complete Jan.

(See Section 7 of this plan for details of monitoring and control activities, including the decision gates for each stage of the programme.)

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6. Summary of Risks and Assumptions

Each project in the CHORD programme has developed a risk register which is included as an appendix to the PID. The following table summarises the risks for the programme. The following scoring mechanism has been adopted for the Programme.

Chance Impact

Description Value Likelihood Cost/Time Outcome

High 4 60% TO 100% Showstopping Serious impact on

programme / cost

Medium/ High

3 40% TO 60% Major Problem Impact on programme

Low/ Medium

2 20% TO 40% Minor Problem Minor impact

Low 1 0% TO 20% Niggle Insignificant issue

Risk Score Risk Rating

11-16 Red

6-10 Amber

1-5 Green


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Programme Plan Risk Register

Ref. Category Risk Description Chance Impact Score Mitigating Actions Current Status Risk Lead Timescale

PP01_R001

Funding

Sufficient external funding cannot be levered in to complete the programme. 3 4 12

Project Manager responsible for seeking additional funding. Programme Management Board will engage with appropriate funding bodies as appropriate. Decision gates will ensure that appropriate decisions are taken in respect to failure to achieve the anticipated level of external funding.

Project Managers currently

engaging with potential

funders as appropriate.

External funding

opportunities have been identified.

Programme Manager Ongoing

PP01_R002

That the financial regime for Local Authorities remains sufficiently stable to deliver the programme. 3 4 12

Keep Local Authority funding regime under review. Review

Programme Finance Advisor Ongoing

PP01_R003

Political Risk / Approval

Full Business Cases do not receive approval 1 4 4

Ensure FBC are robust. Ensure communication throughout the process is maintained.

Political representation

at both Programme and Project

level. Programme

SRO Ongoing

PP01_R004

Project Management Capacity Capacity / skills for dealing with this

number of projects simultaneously. 2 4 8

Skills / capacity gap has been identified. External resources to fill the gaps are being procured.

Gaps currently being filled.


PP01_R005 Cost escalation and over-run

Programme development costs underestimated. 4 2 8

Review at every meeting of the Programme Management Board. Under review


PP01_R006 Timescales for projects too optimistic. 4 2 8



PP01_R007 Other risks Reputational risk to the Council in the delivery of the Programme. 2 4 8


Programme SRO Ongoing

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Ref. Category Risk Description Chance Impact Score Mitigating Actions Current Status Risk Lead Timescale

PP01_R008 Other risks Communication process is not effective. 2 4 8

Implement Programme Communications Plan. Implement Project Communications Plan.

Review at Programme

Management Board and

Project Board meetings.


The following assumptions have been made:

• that the Council continues to make the resources available to deliver the programme. • that other projects being implemented by the Council may affect this risk register

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7. Monitoring and control activities

7.1. Governance Arrangements

The CHORD programme will be delivered based around the Office of Government Commerce (OGC), “Managing Successful Programmes” methodology. Project management methodology will be based largely around PRINCE2. The governance arrangements are detailed in the CHORD Programme, Programme Governance and Management Plan, v3 approved by the Programme Management Board, 20/03/09: http://www.argyll-bute.gov.uk/moderngov/Published/C00000416/M00003561/$$ADocPackPublic.pdf 7.2. Reporting structure The reporting structure, roles and responsibilities for the programme are also included in the Governance and Management Plan and is summarised here for ease of reference.


http://www.argyll-bute.gov.uk/moderngov/Published/C00000416/M00003561/$$ADocPackPublic.pdf

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7.3. Programme Controls / Monitoring

7.3.1. Reporting of individual projects

Project controls for each project are detailed in the PID. These include tolerance levels in terms of project plan and project budget. Project Managers will prepare a Highlight / Progress report for the Project Board when the project is outwith these tolerances. The reports will highlight progress made versus plan, changed risks and budgetary matters. (A template for these reports is included as Appendix 1.) Projects are being managed in a PRINCE2 framework and therefore reporting is by exception. It is recommended that Project Managers report to their Project Board on at least a quarterly basis. Reporting to the Project Board outwith this basis will be triggered when it is necessary to produce a Highlight / Progress report.

7.3.2. Reporting of the programme

A Highlight / Progress report will also be prepared for the Programme Management Board. This will report programme progress and track the impact of each project on the programme's overall aim, benefits, risks and costs. This will be reported quarterly to the Programme Management Board.

7.3.3. Financial management

The financial resources to progress each project within the CHORD programme to FBC were approved by the Executive Committee, 18/06/09. In addition, the financial management arrangements were also approved. To summarise: • The approved budget will be profiled by the Project Manager to reflect the anticipated

spend pattern. • On a monthly basis the Project Manager will be given a financial report which shows

year to date spend compared to the profiled budget, the annual budget and the projected outturn.

• The Project Manager will complete a budget monitoring statement in line with Council’s Revenue / Capital Budget Monitoring process.

• In addition any material variations will be reported to the Project Board for corrective action to be agreed.

• The Project Board will then report to the Programme Management Board who will report to the Executive as required.

These arrangements will provide the data required to report financial programme progress to the Programme Management Board and will be included in the Highlight / Progress report.


CHORD Programme


7.3.4. Decision gates Decision gates at the following milestones will ensure that progress and the impact of each project on the programme's overall aim, benefits, risks and costs, is tracked:

• completion of PID • during and on completion of FBC • during procurement process and prior to appointment of contractor • during construction phase • on conclusion of construction • post-project review – following construction completion • benefits realisation

The Programme Management Board and the Project Boards should always be alert to the aim and objectives driving this programme.

There are key criteria that will be applied throughout the process and, in particular, at each of the decision gates:

• the project must still contribute to the programme aim and objectives • the risks must be able to be mitigated • the project is within budget • the project can lever the funds required to progress

As the FBC develops, if a project is no longer meeting these criteria a decision should be taken to terminate the project. The final decision about continuing with a project will rest with the Programme Management Board and the Executive.

7.3.5. Benefits realisation

A benefits realisation plan (BRP) will be prepared for the programme. This plan will be used to track the realisation of benefits across the programme. Many of the anticipated benefits will not start to materialise until after the projects have been delivered. It is therefore essential that the ownership of the BRP is maintained beyond project delivery through to complete realisation. The content of the plan will include a schedule of when each benefit will be realised, identify appropriate milestones when a programme benefit review could be carried out and details of any handover activities to ensure that benefits continue to be realised after the programme is closed. The Council is currently developing benefits realisation techniques, namely for the Process for Change programme. These techniques will feed into the BRP for the CHORD programme. Once the BRP is approved, it will form Appendix 2 to this programme plan.


CHORD Programme


The socio-economic baseline of each town will require to be measured to allow the benefits to be known. It should be noted that despite the successful delivery of the programme – external factors will still have their part to play in the benefits realised in each town.

7.3.6. Pyramid

Key milestones for both the programme and individual projects will be entered and maintained in the Council’s Performance Reporting tool – Pyramid.

7.3.7. Communication Communication will form an integral part of programme control, please refer to Appendix 3 of this plan - the Communications Plan.


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8. Resources

8.1. Core members of the programme team Name Role Responsibility Robert Pollock Programme Senior

Responsible Officer (SRO)

Ultimately responsible for the delivery of the programme and the projects within it. Ensuring that the programme meets its objectives and delivers projected benefits.

Nicola Debnam Programme Manager SRO for all projects

Undertake all programme management arrangements to ensure the coordinated organisation, direction and implementation of the projects. Lead and manage the Project Managers. Ensure the projects deliver the right outputs, to the required level of quality and within the specified constraints.

Peter Cupples Finance Advisor To provide advice to the Programme Team on all financial matters and to support the Finance Managers assigned to each project. To provide regular reports on the financial monitoring of the programme.

Mary Louise MacQuarrie

European Funding Advisor

To provide advice on European funding opportunities for the programme. To co-ordinate the submission of funding bids.

Arlene Cullum Domestic Funding Advisor

To provide advice on domestic funding opportunities for the programme. To co-ordinate the submission of funding bids.

Moya Ingram Strategic Transportation Advisor

To provide advice on any transportation issues that may arise as the projects are developed.

Lynda Syed Communications Advisor

To provide advice on all aspects of communication throughout the life of the programme. To assist with the preparation of the CHORD Communication Plan.

Alan Brough Procurement Advisor To provide advice on all aspects of procurement throughout the life of the programme. To ensure that local companies and the employability team benefit through the physical delivery of the Programme.

Various (see 8.2 below)

Project Managers To run their specific project on a day to day basis on behalf of the SRO, within the constraints laid down by the Programme Management Board and the Project Board.

The Programme Office will also be supported through an agreement, e.g. a framework contract, with

a multi-disciplinary consultant. A tender for this service is currently being prepared.

CHORD Programme

Progr me Plan am Date: 31 August 2009


8.2. Members of the project teams Members of the various project teams are detailed in the following table. This will be kept up to date as the projects progress. Indicative Project Team

(INTERNAL) Specialist advice required

(EXTERNAL) Project

Ref. Project Project

Manager to develop PID

Project Manager to progress FBC

Legal advice Financial advice

Technical advice

Planning advice

CN01 Campbeltown THI

Fergus Murray

Fergus Murray

(THI Officer appointed to implement project.)

Legal advice will be provided through a combination of internal advice – (speak with Donnie Kelly in the first instance) – and from Brodies (or which other firm may from time to time be Legal’s Strategic partner within the private sector).

Ishbel McDonald

n/a Richard Kerr n/a

CN02 Campbeltown Marina

Stuart Green Stuart Green* Ishbel McDonald

Martin Gorringe Richard Kerr Feasibility Study, engineering surveys

CN03 Campbeltown – Kinloch Road Regeneration

Paul Convery Kevin Williams Ishbel McDonald

Arthur McCulloch

Richard Kerr Landscape designer

HH01 Helensburgh - Town Centre

Helen Ford Helen Ford Business Consultancy

procured

Kirsty Flanagan

Alan Kerr Howard Young

Entire Design Team

HH02 Helensburgh - West Bay

Helen Ford Kirsty Flanagan

Alan Kerr Howard Young

Entire Design Team

OB01 Oban Bay/Harbour

Kevin Williams

Paul Finch – AECOM procured

Allan Macdonald

Martin Gorringe Arlene Henderson

Third party financial advice

OB02 Oban Development Road

Peter Ward Peter Ward Allan Macdonald

Peter Ward Arlene Henderson

Specialist design – e.g. geotechnics

RY01 Rothesay THI Audrey Martin Audrey Martin

(THI Officer appointed to progress Stage 2

HLF bid.)

Donald McKinnon

n/a Steven Gove Conservation Appraisal, Construction Skills training,

Condition / Valuation surveys

RY02 Rothesay Pavilion

Neil Leckie External appointment – PQQ process underway

Donald McKinnon

Neil Leckie Michael Thorndyke

Entire Design Team, Conservation architect

DN01 Dunoon Waterfront

Audrey Martin Audrey Martin Sandra McLindon

Arthur McCulloch

Sandra Davies

n/a (at this stage)

* - to progress the Feasibility Study.

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9. Communication

Key to the achievement of this programme will be the successful communication with those parties

that have an interest in the projects that make up the programme. These stakeholders will be both

internal and external to the Council and although they can be categorised in many different ways,

there are four key groups to consider:

• the beneficiaries of the project;

• those implementing the project;

• those assisting with funding the project, and;

• those making decisions about the project

Each of these groups will require, “communication” and Appendix 3 to this document presents the

Programme Communications Plan identifying the interested parties and the means and frequency of

communication with them about the programme, its progress and its outputs.

Communication is a continuous process and the Programme Management Board, the Project

Boards and Project Managers are encouraged to make any suggestions throughout the process

that they feel will ensure effective communication.

Each project will have a Project Communications Plan detailing communication at a project level

and, in particular, for engaging with local stakeholders and the public. The Project Communications

Plan will align with the Programme Communications Plan.


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APPENDIX 1

HIGHLIGHT / PROGRESS REPORT

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HIGHLIGHT / PROGRESS REPORT

PROJECT NAME: Project Manager:

Reporting Period: xx/xx/xx – to – xx/xx/xx Date report prepared: xx/xx/xx

Project stage: Preparation of Full Business Case Project stage completion date: xx/xx/xx

Tolerance levels for this stage: Project Plan + / - 15 working days Project budget + / - 10%, or £10,000 whichever is greater Progress – please refer to Project Plan

Key products completed this period (including those completed ahead of schedule)

Key products outstanding this period (including brief explanation of why product

outstanding)

Revised delivery

date

Key products for next reporting period

Delivery date

Risk Management – please refer to Risk Register Risk Ref. Risk Current status Previous

RAG status Revised

RAG status Budget Management – please refer to Resource Allocation Schedule Total budget available to complete this stage: £

Forecast expenditure for current financial year Actual expenditure to date Variance explanation if required: £ £

Any further information

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APPENDIX 2

BENEFITS REALISATION PLAN (to follow)


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APPENDIX 3

COMMUNCIATIONS PLAN

Appendix 3 – CHORD Programme Plan

CHORD Communications Plan Date: 31 August 2009

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1. Purpose The purpose of this document is to identify those parties interested in the programme and to detail the means and frequency of communication with them about the programme, its progress and its outputs. The activities set out in this plan are integral to the CHORD programme and will require to be kept up to date as situations alter. This is the responsibility of the Programme Manager. 2. Key Groups of stakeholders Stakeholders will be both internal and external to the Council and although they can be categorised in many different ways, there are four key groups to consider:

• the beneficiaries of the project; • those implementing the project; • those assisting with funding the project, and; • those making decisions about the project

3. Key messages Key messages should be promoted to the various stakeholders irrespective of the method of communication used. Stakeholder group Key Message • the beneficiaries of the project • Argyll and Bute: Leading Rural Area.

• Creating an attractive, well connected and modern economy.

• Benefits of the programme. • How to engage with the programme.

• those implementing the project • Programme progress. • Benefits of the programme. • Partnership working.

• those assisting with funding the project • Argyll and Bute: Leading Rural Area. • Creating an attractive, well connected and

modern economy. • Partnership working. • Benefits of the programme.

• those making decisions about the project • Programme progress. • Benefits of the programme. • Achieving our strategic objectives.

4. Action Plan The following action plan details the means and frequency of communication with key stakeholders about the programme, its progress and its outputs.




4.1. Programme Management Board reporting to the Council’s Executive Committee Information required • Overall progress on the programme.

• Budgetary information – in particular in regard to the allocation of capital / revenue expenditure.

Information provider CHORD Programme Office Frequency of communication

Following Programme Management Board meetings that have discussed budgetary information.

Method of communication Written committee report based on a Highlight / Progress report. These meetings are governed by the Council’s Standing Orders and are organised by the Director of Corporate Services. Agendas and minutes can be viewed via the Council’s website – www.argyll-bute.gov.uk and the Meetings, Agendas, Minutes section. Action following meeting / decisions taken Responsibility Prepare press release if necessary Programme Manager / Comms Team Update CHORD website if necessary Programme Manager / Comms Team Email update of meeting to all Project Managers Programme Manager

4.2. Programme Office reporting to the Programme Management Board Information required • Overall progress on the programme.

• Tracking of the impact of each project on the programme's overall aim, benefits, risks and costs.


Quarterly. Additional meetings may require to be held outwith this frequency if decisions are required in order to progress projects.

Method of communication Written committee report based on a Highlight / Progress report. These meetings are governed by the Council’s Standing Orders and are organised by the Director of Corporate Services. Agendas and minutes can be viewed via the Council’s website – www.argyll-bute.gov.uk and the Meetings, Agendas, Minutes section. Action following meeting / decisions taken Responsibility Email update of meeting to all Project Board Chairs Programme Manager Email update of meeting to all Project Managers Programme Manager

http://www.argyll-bute.gov.uk/

http://www.argyll-bute.gov.uk/




4.3. Project Board meetings Information required • Highlight / Progress report – including details of progress

made versus plan, changed risks and budgetary matters. Information provider Project Manager Frequency of communication

Projects are being managed in a PRINCE2 framework and therefore reporting is by exception. It is recommended that Project Managers report to their Project Board on at least a quarterly basis. Reporting to the Project Board outwith this basis will be triggered when it is necessary to produce a Highlight / Progress report. The Chair of the Project Board can call a meeting of the Project Board outwith this frequency, if necessary. Likewise, the Project Manager will call a meeting of the Project Board if a Highlight / Progress report is required to be presented.

Method of communication Written report, verbal discussion. These meetings are governed by the Council’s Standing Orders and are organised by the Area Corporate Services Manager. Action following meeting / decisions taken Responsibility Follow up on recommended actions Project Manager Prepare press release if necessary Project Board Chair / Project Manager /

Comms Team Local radio update if necessary Project Board Chair / Project Manager Update CHORD website if necessary Project Manager / Comms Team Prepare report to Programme Management Board if necessary

Project Manager

4.4. Project Team meetings Information required • Project Plan, risk register, resource allocation schedule.

• Other project material such as drawings, reports, etc. Information provider Project Manager Frequency of communication

Team meetings will happen as required according to each projects need / complexity.

Method of communication Discussion to review the “information required”. The Project Manager is responsible for organising Project Team meetings and recording an action point minute which should be distributed to the team and others as necessary as soon as possible after the meeting. Action following meeting / decisions taken Responsibility Follow up on recommended actions Project Manager and members of the

Project Team Email update to Programme Manager Project Manager Prepare report to Project Board if necessary Project Manager




4.5. Programme Manager liaising with Project Managers / Project Teams Information required • Programme progress

• Provision of advice / support Information provider Programme Manager / Programme SRO Frequency of communication

As required.

Method of communication Joint meeting / individual face-to-face Action following meeting / decisions taken Responsibility Follow up on recommended actions Project Manager Provision of support / information Programme Manager

4.6. Programme Management Board engaging with potential funders Information required • Programme information – including progress.

• Project specific information, if necessary • Partnership working. • Benefits of the programme. • Programme delivery method.


As necessary.

Method of communication Presentation / discussion. Action following meeting / decisions taken Responsibility Ensure any follow up requested from funders Programme Manager Email update of meeting to all Project Board Chairs Programme Manager Email update of meeting to all Project Managers Programme Manager

4.7. Programme Office engaging with Community Planning Partnership Information required • Programme information – including progress.

• Project specific information, if necessary • Partnership working. • Benefits of the programme. • Programme delivery method. • Partnership working. • Engagement process.


Bi-annually to full CPP meeting.

Method of communication Written committee report or verbal presentation. Action following meeting / decisions taken Responsibility Ensure any follow up requested from CPP members Programme Manager / Project Manager Email update of meeting to Project Managers Programme Manager




4.8. Project Board engaging with Local Area Community Planning Group Information required • Overall progress on the programme.

• Benefits of the programme. • Project progress. • Partnership working. • Engagement process.

Information provider Project Board Chair / Project Manager. Frequency of communication

As required.

Method of communication Verbal / written update at Local Area CPG meetings. Each Project Chair should engage with the Chair of the Local Area CPP to determine the preferred method of keeping members up to date with their project/s. Action following meeting / decisions taken Responsibility Ensure any follow up requested from local area CPP members – e.g. further information to members about project specifics.

Project Board Chair / Project Manager

4.9. Community engagement Information required • Overall progress on the programme.

• Benefits of the programme. • Project information. • Engagement process.

Information provider Programme Manager / Project Manager Frequency of communication

At key consultation points for each project and then ensuring that information is continued throughout the process.

Method of communication Workshops / information sessions / open days / press releases / radio interviews / website / local newsletters

The framework set out in the community engagement strategy “Improving Community Engagement in Argyll and Bute” will be used. Action following meeting / decisions taken Responsibility Ensure any follow up is carried out, especially with regard to feedback on the consultation process.

Project Manager