Agenda item

The Chief Executive to submit a table advising Members of procurement and procedural stages of a sample of projects.

On behalf of the Chief Executive the Corporate Director submitted a table (copies of which had previously been circulated to Members) advising of procurement and procedural stages of a sample of projects.

 

The Chair reminded Members that the purpose of the document was to provide information about the governance of projects.  She suggested that rather than being submitted to future meetings of this Committee, governance of projects be monitored via an alternative means,.  The Corporate Director added that the intended purpose of this agenda item was not being fulfilled.  Concerns about projects could be included in the Internal Audit Plan instead.  The Chief Executive was committed to achieving good governance processes.

 

Members disagreed with the suggestion, commenting that not enough was known about ‘some things’.

 

The Corporate Director highlighted that the Capital Project Monitoring concerned only the governance, rather than the minutiae of projects.

 

The Deputy Chief Executive suggested that this be discussed at the next meeting of the Conservative Chairs on 25 September 2017.

 

A Member commented that there appeared to be a lack of progress on projects and that this had been commented on at the Community and Social Affairs Committee meeting on 13 September 2017.

 

The Interim Asset Manager

 

(a)       provided an overview of the governance of the Gretton Court – Extra Care project, highlighting that a full Feasibility Update report had been presented to Members of the Community and Social Affairs Committee on 24 January 2017 and the Committee had agreed development of a full financial and operational Business Case for Members consideration, working in partnership with Leicestershire County Council;

 

(b)       advised there were on-going discussions with the Project Design Team and Leicestershire County Council, concerning development of the Business Case, which would be presented to the Community and Social Affairs Committee on 15 November 2017.  It was anticipated that the project would be delivered in 2018/19;

 

(c)        confirmed that a joint Risk Register had been developed with Leicestershire County Council;

 

The Interim Asset Manager

 

(a)       provided an overview of the governance of the Fairmead Regeneration project, highlighting that the Community and Social Affairs Committee had approved the Business Case for the project in 2015/16.  The project was programmed for 2017/18, with anticipated delivery in 2018/19;

 

(b)       advised that the project would form part of a joint development with Partners to lever in monies.  The review of costs and concepts from the original plan were underway;

 

(c)        confirmed that a full Risk Register was in place to take into account planning, demolition & development.

 

The Waste and Environmental Services Manager

 

(a)       provided an overview of the governance of the Play Equipment Renewal (Honeysuckle Way and Kirby Fields) project, confirming

 

•      an overarching twenty-five year Play Area Renewal and Replacement Programme had been approved by the Community and Social Affairs Committee in November 2014, ensuring reputable equipment would be purchased when needed from funds set aside for this purpose.  This Council had three main suppliers, two of which were the leading suppliers in the country;

•      Programme Board had approved a Project Mandate for equipment renewal at both sites in March 2017;

•      the Business Case for the equipment renewal had been approved by the Policy, Finance and Administration Committee in June 2017;

•      the Community and Social Affairs Committee had approved policy, requiring identification of both a quality company and like for like value play equipment, with consideration given to whole life durability (reliable, steel constructed equipment), assurance of quality and timely installation;

•      site meetings were conducted to agree equipment orientation, location and fit with existing apparatus.

 

(b)       advised that in line with the overarching Renewal and Replacement Programme and Replacement Policy, equipment specification had been agreed.  Only one supplier had been identified as able to meet the requirements for this project.  There had been some unavoidable delays but the procurement was progressing, with a view to installation taking place in October 2017;

 

(c)        confirmed that as part of the overarching Replacement and Renewal Programme, this project was subject to an internal Risk Log.

 

 There being no comments or questions from Members it was

 

RESOLVED that the Capital Project Monitoring document be noted.