Agenda item

The Board considered a report of the Strategic Director – Environment and Economy which gave Members details of the proposed governance arrangements for the next phase of project preparation, which would cover the pre-qualification of private sector firms (the bidders) and the competitive dialogue procurement process, leading to the selection of a preferred bidder and contract execution. 

The Board was advised that the Council had established a dedicated project organisation equipped with the authority and resources to deliver the project through the development and preparation phase. The established project delivery structure was set out in Annex 1 of the report. The established arrangements had been reviewed to ensure that they were appropriate to support a robust delivery plan that would progress the project through an intense procurement process.

              The Board was further advised that the MGEB was a committee of the Council Executive with terms of reference agreed by the full Council in June 2006. These terms of reference were attached at Annex 2 of the report.

   It was reported that a project executive structure based on best project management practice (PRINCE2) reported regularly to the MGEB. In PRINCE2 terms the Chief Executive was the Senior Responsible Owner (SRO) who was accountable to the MGEB for the success of the project. The SRO operated with specific project authority as delegated by the MGEB from time to time, where his executive decisions were taken in consultation with the Council Leader.

In addition, the SRO had the support of the Officer Project Board (OPB) to assure robust and effective direction and management of the project. The OPB also provided the SRO with advice, guidance, challenge and scrutiny which was provided by individuals with extensive knowledge and wide experience of delivering projects of the magnitude of Mersey Gateway through both the private and public sector. This ensured that an informed and intelligent client approach could be taken by the SRO in exercising his delegations. The size of the OPB, frequency of meetings and relationships that were in place and would develop, would also ensure that decision-making on the project was not only well informed and robust but was sufficiently agile to make quick decisions wherever necessary.

            It was also reported that the procurement phase of delivery would require project decisions to be taken promptly, where authority was exercised at the appropriate level. The current terms of reference plus membership of the MGEB were considered to be appropriate to support procurement.  The delivery plan required the authority of the Chief Executive to be clearly stated and understood. Therefore, a scheme of delegation was attached at Annex 3 to the report covering the key project outcomes required to be delivered for a successful procurement and including the acquisition of all property and the completion of the advanced works programme. The MGEB were also requested to approve the scheme of delegation.

            The Board noted the potential nominees to be included as members of the Mersey Gateway Officer Project Board.  

RESOLVED: That

(1)                     The Board endorse the overall governance structure; and

(2)                     the proposed scheme of delegation to the Chief Executive, where key procurement and project decisions will be taken in consultation with the Leader be approved.