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NUCKLE 1.2 & Coventry Station Masterplan

Design & Delivery Governance Arrangements

Rev1.3 17/10/17

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Document Control

Author Reviewer Authorised

Original (V1.0)

November 2016

(V1.(V1.0)

Jessica Weeks Rhian Palmer Colin Knight

DRAFT 5th April

2017 (V1.1)

Ian Walters Rhian Palmer

FINAL 22nd May

2017 (V1.2)

Rhian Palmer Anita Prashar & Helen

Williamson

(Strategic Board decision

26/05/17)

FINAL 17th Oct

2017 (V1.3)

Nicola Small Rhian Palmer

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Contents

1. Purpose of Document Page 4

2. Governance Structure Page 5

3. Delivery Governance Structure Page 6

4. Roles and responsibilities Page 7

5. Financial Management Page 10

6. Meetings Page 12

7. Risk Management Process Page 19

8. Interface Management Process Page 21

Appendices Appendix 1: Project Directory

Appendix 2: Coventry Station Masterplan – Forward Plan 2016

Appendix 3: Stakeholder Communication & Engagement Plan

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1. Purpose of Document

This document sets out the governance and reporting arrangements for Coventry Station Masterplan and NUCKLE 1.2. The individual terms of reference, membership, frequency, timings, methods of progress and financial reporting requirements for each of the meetings; and the detailed specification of the scheme can be found in the specific Project Plans. Background

Coventry City Council (CCC) commissioned the development of the Coventry Rail Station Masterplan in October 2013. This validated the

business case for what is referred to as the Coventry Station Masterplan Project (CSMP), comprising the following elements, which when

combined seek to improve passenger facilities and accessibility, provide additional capacity for future rail growth, support surrounding

development proposals, and allow greater interchange between transport modes:

• Multi-storey Car Park (MSCP);

• Station entrance building, to the East of Warwick Road, comprising retail units to the ground and first levels.

• New footbridge serving platforms 1 – 4 integrated with the new station entrance and extension of canopies;

• New substation to provide power requirements for new and existing tail infrastructure;

• New bus interchange, providing 6 bus stops and provision for rail replacement bus services;

• Access tunnel beneath Warwick Road linking to both station entrance buildings and MSCP;

• New taxi rank to the east of the railway station as per the Friargate Masterplan; and

• New highways infrastructure to complement and support delivery of the Station Masterplan.

NUCKLE 1.2 forms package 2 of the Coventry to Nuneaton Rail Upgrade, known locally as NUCKLE Phase 1. The vision of the scheme is to

support environmentally sustainable economic growth and regeneration in Coventry and Warwickshire by improving existing assets and

providing a higher frequency rail service along the existing Coventry – Nuneaton rail line to support the development of rail travel from the new

stations delivered under Package 1, which were opened in January 2016. Package 2 deliverables include the following:

• A new Bay Platform at Coventry station – required, due to capacity constraints in the existing Coventry station platforms, to

operate a regular two trains per hour service, at 30 minute clock-face intervals;

• Coventry North Yard modifications – to allow a bay line into the new bay platform;

• Three Spires Loop (3SL) – to compensate for the loss of capacity in Coventry Yard as a result of the modifications above;

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• A new Crossover at Coventry Arena – which has a dual role to enable 3SL, the new crossover being the route from which

freight trains access 3SL in the Coventry direction, plus to enable additional services to operate between Coventry Arena

and Coventry station to service major events; and

• Procurement of an enhanced train service, operating two trains per hour at least during the peak, but if affordable all day.

The close interface of the following works, adjacent to both the above projects, should also be noted:

• The new development at Friargate, which will cover approximately 37 acres of land around Coventry Railway Station,

and include new transport infrastructure and changes to taxi operations;

• Current and future National Station Improvement Programme station refurbishment works being carried out at Coventry

station, undertaken by Virgin Trains and referred to herein as “NSIP works”; these works will be managed by Virgin

Trains, however there is a clear need to coordinate programmes, aesthetics / designs and delivery of the works to

minimise station disruption.

• Network Rail (NR) Control Period (CP) 5 works, and NR CP6 works as they are developed, which may include

maintenance and renewal activities at the station.

Further detail of how these interfacing projects are being managed, are detailed in 8.0 Interface management process

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2. Governance Structure Details of meeting attendees can be found in Section 6

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3. Delivery Governance Structure

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4. Roles and responsibilities

The below table outlines the roles and responsibilities of the Delivery Team members; note that this is for an overview only, and is not intended

as an exhaustive list of each member’s responsibilities.

ROLE Named Individual(s)

RESPONSIBILITIES

Senior Responsible Owner (Client Sponsor)

Colin Knight

• Ensure ongoing viability of the project in line with the Business Case; • Ensure that funds and other resources are made available as required to deliver the

project works; • Represent the Operational Board and drive the project on behalf of the Client; • Act as the point of contact for the Programme Director; • Input into programme coordination reviews to ensure overall alignment

SLC Programme Director

Ian Walters • Oversee the strategic delivery of the projects, as directed by the CSMP Programme Manager and SRO.

• Provide the SRO with full open disclosure of risks and project changes which will impact project costs and delivery.

• Manage the SLC team in the discharge of their roles within the governance arrangements

Client Programme Director

Rhian Palmer • Oversee the strategic delivery of the projects, as directed by the SRO • Provide direction to the CSMP Programme Manager • Manage the CCC team in the discharge of their roles within the governance arrangements • Lead on behalf of CCC on the Property and Land Acquisition Worksteam • Lead on behalf of CCC on business case preparation, coordination and submission • Act as the interface between the Station Works Delivery Team and the Friargate

Development Projects, providing design, phasing and programme information required to facilitate inter-project coordination and programming.

CSMP Programme Manager

Nicola Small • Drive the delivery strategy, including procurement and stakeholder management strategies • Steer the Project Managers on key project deliverables to achieve the business case

requirements, as directed by the Operational Board, Delivery Board and Steering Group. • Report all Station Works Projects actual and forecast expenditure to SRO

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• Ensure that the requirements for funding body conditions, reporting and grant claim submissions are adhered to.

• Ensure Projects are managed in accordance with CCC/SLC contract. • Drive programme and input into programme coordination reviews directly with Project

Managers. • Act as point of contact for SLC Project Managers. • Manage all aspects of internal funding governance associated with the Station Works

Projects, including project-level actual spend versus budget and forecast reporting. • Ensure all funding is efficiently spent by the dates specified in the funding agreements • Monitor budget, monies spent and grant funding • Supporting the Programme Director with bidding for additional grant funding

CSMP Programme Co-ordinator

Jessica Weeks • Implement and monitor adherence to Programme Governance • Establish and communicate to the Project Delivery Team the requirements for funding

body conditions, reporting and grant claim submissions • Client representative, working with PM’s, to ensure that project issues are dealt with

efficiently for external stakeholder communications, including Virgin and Network Rail. • Providing general updates to stakeholders. • Provide support to the CSMP Programme Manager and Project Managers to assist with

co-ordination between projects, including issues such as legal, communicating access arrangements during construction and general communications.

Project Managers Alex Waller (Footbridge & Canopies, NUCKLE Ph1.2) Rachel Jarrett (Phase 2) Hakan Bikim (Station Access)

• Drive the close-out of Project Deliverables agreed for their respective projects, to ensure project completion within the agreed time, cost and quality parameters

• Manage the various consultants and contractors in line with the contracts and CCC standing orders.

• Keep cash flow up to date and forecasted spend, reporting monthly Financial Updates to the Programme Manager.

• Engage respective stakeholders as set out in the ICI Strategy to ensure buy-in throughout the works.

• Provide Progress Reports to the CSMP Programme Manager on a monthly basis (format and content to be agreed with between PM and Programme Manager at outset of project).

• Provide information and reports as requested for Operational Board, Delivery Board and

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Stakeholder Steering Group meetings. • Drive the various rail processes to full NR and TOC approval • Risk mitigation • Progress scheme design through the GRIP stages • Deliverability and operability validation • Oversee property issues, feed into land acquisition strategy as required • Programme creation, review and update. • Lead phasing strategy

Consultants & Contractors

Various (see Project Management Plans for respective project organisation charts)

• Deliver works as set out in the respective contracts, to the required time, cost and quality parameters

• Provide updates to the Project Managers to assist timely reporting to the wider team/Board.

• Coordinate respective contract works with the Project Managers, other consultants and contractors and station operations staff.

Principal Designer Jay Mistry (GRIP 4) Colin Smith (Station Access)

• In accordance with Regulations 5(1) of The Construction, Design and Management Regulations 2015 o Plan, manage, monitor and coordinate health and safety in the pre-construction phase.

Take account of relevant information (such as an existing health and safety file) that might affect design work carried out both before and after the construction phase has started

o help and advise the client in bringing together pre-construction information, and provide the information designers and contractors need to carry out their duties

o work with any other designers on the project to eliminate foreseeable health and safety risks to anyone affected by the work and, where that is not possible, take steps to reduce or control those risks

o ensure that everyone involved in the pre-construction phase communicates and cooperates, coordinating their work wherever required

o liaise with the principal contractor, keeping them informed of any risks that need to be controlled during the construction phase

5. Financial management

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5.1 Budget Management & Reporting The respective project budgets shall be set by the SRO and be in accordance with the overall budget approvals set by the Council. This process shall be informed by discussion with the Operational Board members and with the benefit of a comprehensive risk and cost forecast as provided by the CSMP Programme Manager (who in turn will work with their teams to produce the evolving cost plans and resulting yearly cost forecasts). The Client Sponsors will hold overall accountability for managing and reporting on the projects’ cost throughout the duration of the project. However, the day-to-day financial governance is the responsibility of the CSMP Programme Manager working with Project Managers, including the full open disclosure to the SRO of projects risks and project changes which will impact project costs and delivery. Regular financial reviews are deemed critical to the delivery of works within the specified budgets and shall be used to assess the financial position, performance and resource flows of each project. The Project Managers shall be responsible for monitoring available budget versus forecasted and actual project spend, within Finance Forecast Cashflow Report; the structures and content shall be agreed with the SRO and Finance Team Representative at the outset of each project. As a minimum, the Finance Forecast Cashflow Report shall detail:

• The project deliverables for that budget period

• Date of the budget period (to and from)

• The budget allocation as set by the Cabinet, and distribution of funding as agreed with the Project Board

• Spend to date and commitments, reflecting latest Agresso financial system updates

• Forecasted spend

• Significant positive/negative risks impacting total variations in spend value against the forecasts and cashflow profile (e.g. savings through value engineering, or increases due to scope variations)

The Project Delivery Team collectively shall be responsible for accounting for cost deviations and recommending remedial options for presentation to the Operational Board, by the CSMP Programme Manager. Any proposed major variances outside of the budget allocations for individual scheme elements will be discussed by the Station Works Steering Group and, if necessary, presented to the Operational Board (by the Programme Manager), for approval.

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5.2 Invoicing The following processes will be adopted in respect of CSMP invoice receipts, approvals and payments:

• The process for administering invoices1 is as follows: o Invoice/Application for payment issued to Project Manager. o Project Manager /Commercial team to review as appropriate o Project Manager to issue payment certificate o Project Manager to issue invoice and any supporting information along with payment certificate to CCC for processing in

accordance with the terms of invoice.

• CCC delegated authority for PO/Invoice approval is as follows o Programme Manager – up to £25,000 o Programme Director – up to £100,000 o SRO – up to £1,000,000 o Director Place Directorate – over £1,000,000

• The Project Manager shall review to verify completion of works billed, and accuracy of billed amounts and correlation to the agreed budget parameters; any discrepancies will be discussed with the invoicing organisation to agree required amendments.

• In the event that the invoice does not fall in line with the contract and budget parameters, the Project Manager will escalate this to the Programme Manager to agree a way forward. If this cannot be resolved directly with the invoicing organisation, a recommendation will be made to the SRO by the Programme Manager.

• The CSMP Programme Manager shall then be responsible for instructing the processing the invoice and any associated Purchase Orders, and updating the Agresso financial system accordingly.

• All PO’s to be issued to Project Managers as appropriate 5.3 Funding

1 For the avoidance of doubt, SLC invoices will be sent directly to the Programme Manager for validation.

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There are multiple sources of funding for both CSMP and NUCKLE Phase 1 Package 2, in the main both have secure Growth Deal funding through the bidding round 1 & 2 to £27.5m, and subject to Coventry and Warwickshire Local Enterprise Partnership (CWLEP) board approval a further £3.95m Growth Deal 3 will be awarded to support the highway infrastructure. There is also an amount of residual DfT funding secured for NUCKLE Phase 1 totalling £5m, which will be drawn down from Network Rail Regulated Asset Base (RAB) funding. The process and mechanism for drawing down the RAB funding will be subject to the procurement route of the design and construction stages (GRIP 5 – 8), depending on the delivery agent (NR or direct procurement). In addition to the funding already secured, West Midlands Combined Authority (WMCA) Devolution Deal funding is being sought to secure future funding to support the whole capital scheme. All funding streams require a detailed grant claiming process, to be monitored monthly, to ensure targets and outcomes are being achieved as forecast. 5.4. Financial Management during Design Phase 5.4.1 Contract Management During the design phase contracts will be let for various supplies and services; and the terms of the contract will lay down required commercial behaviour and processes for client and contractor/consultant. Once let, the following tolerances will apply: • Within budget: £50k Programme Manager. • Within budget: £50k+ referred to the Operational Board. • Any change over £250k will be referred to Strategic Board.

The Operational Board will be able to agree variations to each contract up to or cumulatively totalling £250k of the relevant contract sum (for clarity this is within a 2 month period between Strategic Board meetings) and these amounts will be drawn from project contingency sums. 5.4.2 Overall Project Cost Management Also during the design phase the specification for each CSMP element will be finalised and accepted by stakeholders. This may involve cost implications either from the increase of scope, increases in pricing or because of the addition of new scope to the programme. The impact of

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each of these potential changes made during the design phase will be financially assessed, and tolerances in relation to these (as a proportional impact of the overall budget for each individual CSMP element) are as follows: • Within budget: £50k Programme Manager. • Within budget: £50k+ referred to the Operational Board.

Any item that affects the overall programme by more than £250k will be referred to the Strategic Board. 5.5. Financial Management during Delivery Phase Once construction has commenced the need for expedient decisions in regard to any change (design changes, compensation events, stakeholder matters affecting the works and any other change scenario) are required in order to minimise the impact on the construction programme and the agreed budget, and/or to ensure compliance with contractual terms. The NEC contract form demands early warnings, both to and from the contractor, and contains tight periods of reply between the parties to ensure that contractual and commercial matters are dealt with quickly, which significantly reduces the unhealthy prospect of surprises late in the programme. Once the scheme begins the Delivery phase (after contract award) it is agreed that the scheme will work within the following tolerances, • Within budget: £50k Programme Manager • Within budget: up to £250k referred to the Operational Board. • Any cost which takes the scheme over the agreed budget is referred immediately back to the Strategic Board

The Project Team will also be allocated a contingency sum specific for each CSMP element as part of the agreement to progress to financial close. After financial close sums can then be drawn down from the agreed contingency sum subject to the following authority limits: • £50k Programme Manager; • Operational Board up to a total of £250k; • £250k+ referred to the Strategic Board. • In addition, spend which exceeds the overall budget, for the constituent CSMP element of for the programme as a whole, will require

authority from the Cabinet Member or Cabinet as appropriate.

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6. Meetings

The meeting schedule for these meeting and agreed timescales for issuing papers to attendees is captured in Appendix 2.

6.1 NUCKLE & CSMP Strategic Board

Frequency: Every two months

Purpose: To ensure each project element is delivered on time, to budget and in accordance with the excepted outcomes. Receive recommendations from the Operational Board. Escalation Route from the Operational Board.

Tolerances: Cost To be confirmed by individual authorities subject to constitutional limits, board to approve any changes above £250k

to programme budget and agree application of contingency budget

Time Any item delaying entry into service dates

Terms of Reference: • To meet every two months and receive recommendations and review programme reports from the Operational Board, as detailed in the NUCKLE governance structure. NUCKLE 1.2 will be the first agenda item therefore WCC do not have to stay for the remaining agenda items unless they wish to.

• To bring the objectives of the scheme to fruition on time and in budget

• To monitor the progress of the scheme, as approved, against the agreed plan

• To approve derogations and plan changes if appropriate, against the agreed plan.

• To receive recommendations from the Operational Board and make appropriate decisions regarding scheme delivery, within the agreed scheme governance.

• All decisions, regarding NUCKLE 1.2, will be made on the basis of consensus and both WCC and CCC must be present at the meeting. All decisions regarding Coventry Station Masterplan require a decision by CCC only.

• To take decisions and consider requests that allow the Operational Board to manage the scheme risks, detailed in the risk register; and manage the appropriate application of the risk layer.

• To receive the financial reports from the Operational Board on matters which adversely affect the Brief.

• To receive progress reports from the SLC Programme Director, in relation to various elements of CSMP.

• To agree resourcing arrangements and risk/reward sharing basis as necessary.

Board Members: Coventry City Council Cllr Welsh (Chair) Martin Yardley (Deputy Chair) Barry Hastie Cllr O’Boyle (as required)

Warwickshire County Council Cllr Jeff Clarke Mark Ryder

With input from: Coventry City Council Colin Knight – Operational Board Chair Rhian Palmer – Programme Director (as required) Nicola Small – Programme Manager Phil Helm – CCC Finance/Deputy Chair Operational Board Ian Walters – SLC Programme Director

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Warwickshire County Council Victoria Mumford – WCC Transport Planner

6.2 NUCKLE & CSMP Operational Board

Frequency: Bi-monthly

Purpose: Progress all the deliverables of the Masterplan to fruition, within the agreed timescales and budget in line with Coventry City Council corporate plans and funding body guidelines.

Tolerances: Cost Up to £250k+/- accumulatively.

Time Any changes that are within the grant funding conditions

Terms of Reference: • Takes recommendations to the Cabinet Members outside of the agreed tolerances.

• To seek approval for any proposed changes to the scheme as defined in each specific project plan.

• To bring the objectives of the scheme to fruition to enable Financial Close for each scheme as detailed in each project plan.

• Review and scrutinise the budget to ensure the funding allocations for the various projects are not exceeded.

• Ensure the scheme outputs are delivered within the agreed timescales and budget. To be monitored by delivery of agreed milestones and appropriate financial reports

• Make any operational decisions regarding scheme delivery, within the agreed scheme governance structure.

• Receive recommendations from the CSMP Delivery Board

• Receive the Highlight report (produced by the SLC Programme Director) from the Programme Team, including the monthly cashflow

• All decisions will be made on the basis of consensus by the Board Members present at the meeting. Quorum for the meeting shall be at least 50% of the Board Members.

Board Members: Coventry City Council Colin Knight (Chair) Tim Metcalfe Phil Helm (Deputy Chair)

Warwickshire County Council Victoria Mumford

With input from: Coventry City Council Rhian Palmer Nicola Small Jessica Weeks Helen Williamson Dave David Cass (as required) Gurbinder Singh Sangha (as required) Oluremi Aremu Faye Cockayne/Julie Fairbrother Lucy McGovern

SLC Rail Ian Walters Alex Waller Rachel Jarrett

TfWM Richard Mayes

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6.3 NUCKLE & CSMP Delivery Board

Frequency: Every 4 months (with an update report issued every 2 months between meetings)

Purpose: Ensure the Station Works projects are delivered to programme, budget and quality parameters, the schemes are interfaced with external schemes to minimise disruption and abortive works, reviewing risks and issues and amending project delivery strategies accordingly.

Terms of Reference: • Review and scrutinise the risks to the projects.

• Receive feedback from the Programme Manager on progress and programme issues.

• Agree any actions with the Programme Manager to rectify issues.

• Provide the Programme Manager with necessary decisions for the projects to proceed.

• Instruct and receive reports on specific identified issues from the CSMP PM

• Discuss operational implications of the proposals to inform impact mitigation planning by the Project Managers

• Discuss rail and statutory processes (e.g. Station Change, etc), to ensure the relevant resources are engaged ahead of time

• Discuss business case development and DfT led WCML franchise procurement

• Discuss VT/NR-led works’ progress and agree levels of coordination required

• Discuss forthcoming interfacing works or stakeholders (e.g. taxis) and agree appropriate communications

• Make recommendations to the NUCKLE & CSMP Operational Board; and Strategic Board accordingly

Board Members: Coventry City Council Colin Knight (Chair)

Network Rail Stephen Twist (CSMP) & Richard Howarth (NUCKLE)

Virgin Trains Stephen Morrell

DfT Nick Weyman

TfWM John Hayes & Richard Mayes

With input from: Coventry City Council Rhian Palmer Nicola Small Helen Williamson Faye Cockayne

SLC Rail Ian Walters Alex Waller Rachel Jarrett

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6.4 Stakeholder Steering Group

Frequency: As required. Prior to Technical Board. Programme Co-ordinator to update by email every three months.

Purpose: Present updates on all Station Works Projects to the secondary stakeholders at regular intervals to receive feedback and incorporate (where possible/appropriate) and ensure their continued buy-in of developing designs and programmes, and projects overall.

Attendees: Coventry City Council Colin Knight (Chair) Nicola Small (Deputy Chair) Jessica Weeks Alex Millar Chris Patrick Faye Cockayne Julie Fairbrother Rhian Palmer

Warwickshire County Council Victoria Mumford

SLC Rail Rachel Jarrett Alex Waller

Stakeholders Network Rail DfT Virgin Trains West Midlands Trains Cross Country Railway Heritage Trust English Heritage Trust TfWM Friargate LLP* DeCourcey* Travel Coventry* Stagecoach* *As required

6.5 Programme Steering Group

Frequency: Fortnightly (Monday)

Purpose: To update the Senior Client Sponsor on progress of all aspects of the Masterplan and NUCKLE 1.2. To give the project team guidance and feedback on the design and delivery processes, any emerging requirements and strategic objectives.

Attendees: Coventry City Council Colin Knight (Chair) Nicola Small (Deputy Chair) Jessica Weeks Helen Williamson Rhian Palmer

SLC Rail Ian Walters Alex Waller Rachel Jarrett Loraine Organ

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6.6 CSMP Programme Management Group

Frequency: Fortnightly (Thursday)

Purpose: Discuss progress, key risks and issues associated with Station Works Projects including NUCKLE 1.2 and interfacing Friargate and NSIP works, and agree required changes to project and programme strategies.

Review financial cashflow forecast and invoices on a monthly basis. And communications plan and stakeholder interfaces.

Also to provide assurance that all legal and procurement processes are properly adopted and followed in the advancement of the project. Advise on any procurement and legal issues arising. Review the legal and procurement matrix. And progress the scheme through all rail industry statutory processes (minor modifications, station change etc.)

Rolling agenda, as detailed on the forward plan

Tolerances: Cost £10k +/- accumulatively to £50k, delegated to Programme Manager

Time Any critical path item that changes by more than two weeks, or impacts on the completion date December 2019 will be reported to CSMP Operational Board

Terms of Reference: • Manages Delivery

• To manage Budget, cost (incl cost forecasting) and risk

• Takes operational decisions

• Make recommendations & submit highlight reports to the Operational Board

• Manages Change Control across programme

• Ensures Quality Assurance

• Conducts Stage Reviews

• Manages ICI strategy

Attendees: Coventry City Council Nicola Small (Chair) Jessica Weeks (Deputy Chair) Helen Williamson (as required) Faye Cockayne (as required) Andrea Pearson (as required) Tim Metcalfe (as required) Dave Cass (as required) Rhian Jones (every other meeting)

SLC Rail Rachel Jarrett Alex Waller Mat Heath (as required) Susan Fisher (as required) Ian Walters (every other meeting)

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6.7 Technical Board

Frequency: As required

Purpose: The purpose of the technical board meetings are to provide the Client with an opportunity to review and approve designs at staged intervals within each GRIP process. Each project manager is responsible for ensuring that technical board meetings are arranged as appropriate for each GRIP stage of their project. The technical board outputs will be recorded and fed into the Client DRN response. To receive recommendations from members of the Stakeholder Steering Group.

Attendees: Coventry City Council Colin Knight (Chair) Rhian Palmer Nicola Small Chris Patrick (as required) Alex Millar (as required)

Lead Designer WSP or Atkins

Rail Heritage Trust Malcolm Wood (as required)

Virgin Trains (as required) Stephen Morrell

SLC Rail Specific PM Ian Richardson

6.8 Technical Design

Frequency: As required for each element

Purpose: To progress the specific design elements through the Network Rail GRIP process, to Network Rail approval.

Attendees: Network Rail Kevin James

SLC Rail Alex Waller Rachel Jarrett (Chair) Ian Richardson

WSP Jay Mistry (+ others as required)

Atkins Thomas Van Der Hoven (+ others as required)

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6.9 Station Catch up

Frequency: Ad hoc

Purpose: The purpose of the station catch up meetings is to provide Virgin an update of project progress and forthcoming works, coordinating with external contractors such as B&K as required.

Attendees: Coventry City Council Nicola Small (Chair) Jessica Weeks Faye Cockayne (as required)

Virgin Trains Melanie Bryett Raynor Pearce (as required)

SLC Rail As required

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6.9 Progress Reporting The Project Managers to maintain regular dialogue with the Programme Manager regarding progress and project specific issues. Monthly progress reports shall be submitted to the Programme Manager to inform Dashboard reports to be produced by CCC which will reference key deliverables identified in Project Deliverables Trackers. The Dashboard reporting format shall be agreed between the Programme Manager and Project Managers, but will include, as a minimum:

• Executive Summary

• Key milestones achieved in period (month)

• Planned activities in the next period (month)

• Programme update (high level, showing the baseline and any slippage explained in the Summary)

• Finance Forecast Cashflow Report update (see section 5.0)

• Top 5 risks and proposed mitigation Interim Reports or presentations may be submitted to the SRO to provide interim updates, or information required to facilitate decision-making processes – the format and content will be agreed with the Programme Manager, as and when required. Presentations and reports to the Strategic Board, Operational Board, Delivery Board or Stakeholder Steering Group shall be agreed by the CSMP Programme Manager on a monthly basis, providing updates on costs, programme, key issues and decisions required, as a minimum. 6.10 Communication and Stakeholder Engagement The Inform, Consult, Involve Strategy for the scheme sets out the plan for communicating with stakeholders at all levels. The project has a

dedicated Major Projects Community Engagement Officer (Faye Cockayne), who will lead stakeholder engagement with the Communications

Manager for the Place Directorate. A stakeholder database has been established and an e-newsletter will be sent to all stakeholders on a

regular basis. The stakeholder steering group will meet on an ad hoc basis when there are relevant updates. The local community and

businesses will be engaged and informed via the web, direct letter drop, drop in sessions, face to face briefings, social media etc as

appropriate. The Stakeholder Communication & Engagement Plan can be found in Appendix 3.

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7.0 Risk Management Process The Risk management process for both CSMP and NUCKLE 1.2 is set out below, and will be reviewed by the Operational Board. The risk

management for the two schemes will need to be kept separate to satisfy the separate funding bodies – as set out in section 5.3. The process

summarises the recommended approach for the implementation of risk management. It does not enter in to the detailed content of risk reports

but focuses on the higher level process.

A qualitative risk workshop was undertaken, for CSMP, by representatives from CCC, WCC, TfWM and SLC, on 22nd October 2015, this was to

establish the key risks that cannot be quantified e.g. they cannot be insured, transferred etc. a Quantitative Cost Risk Assessment each project

will be undertaken.

A qualitative risk workshop was undertaken, for NUCKLE 1.2, by representatives from CCC, WCC and SLC, on 12th October 2015, this was to

establish the key risks that cannot be quantified.

Follow-up risk workshops will be held as a minimum every 12 months, or on completion of a GRIP stage, whichever happens sooner.

Overall approach

The Risk Management Process being followed on the Programme broadly complies with the Risk Management Process defined in Network

Rail’s GRIP standard, with an enhanced emphasis on the qualitative management of risk, and in particular mitigation of threats and realisation

of opportunities.

Contingency Management

Contingency is allocated on a project by project basis. In order to drawdown contingency Project Managers must gain Operational Board

approval. Please refer to 5.3, 5.4 and 5.5 for financial thresholds

Project Managers are responsible, as part of their monthly financial reporting, to identify any contingency required to cover risks that have been

realised.

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Risk Review cycles

Monthly Updates

The CSMP Programme Manager will review the identified risks each period / month, to ensure they are being mitigated and make a qualitative

assessment of the effect on the Programme risk exposure. New risks will be added to the register where it is felt appropriate by the CSMP

Programme Manager. The monthly risk reviews will be run by the CSMP Programme Manager, as part of the CSMP Programme Management

Group agenda and discussed at designated meetings.

The purpose of the monthly reviews is to ensure mitigating actions are being put in place and to report the effect on the risk profile to the CSMP

Programme Management Group, and ultimately to report on the top 5 or 10 identified risks and any new potential risks to the Operational

Board.

Quarterly Risk Review

Each quarter, or at a Stage Gate reviews if it is felt appropriate by the CSMP Programme Manager, there will be a review of the full risk register

by the CSMP Programme Management Group with support from technical and operations team, and Network Rail.

At this review, all newly identified risks that have been added to the register since the last Quarterly review will be assessed and validated by

the whole team. The quantification of all risks (new and existing) will be assessed, and any changes to mitigating actions identified.

8.0 Interface Management

The interface Management process will be informed by the programme phasing arrangements which should include all CSMP works, NUCKLE

1.2, Friargate LLP works, Network Rail and Virgin Trains works. This phasing arrangements need to be reviewed on a monthly basis along with

programme. To ensure that all interfacing elements are correctly captured so they can be managed accordingly. The programme manager will

lead on phasing discussions with third parties through Friargate technical meetings and regular meetings with key stakeholders. The

programme manager will ensure to liaise with CCC’s Traffic Management Team to ensure all relevant approvals are in place for any works on

the highway. Provision or diversion of utilities needs to be coordinated with Friargate LLP for Friargate west and any other works which fall

within their ownership or within boundaries where utilities need to be diverted to facilitate development.

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Works phasing arrangements need to consider power and access requirements to ensure each phase is deliverable e.g. substation required for footbridge and canopies.

Works interface should be managed between project managers in accordance with health and safety strategy, each project must produce an access strategy, which needs to be shared with the Programme Co-coordinator to communicate with stakeholders accordingly.

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Appendices

Appendix 1: Project Directory

Appendix 2: Coventry Station Masterplan – Forward Plan 2016

Appendix 3: Stakeholder Communication & Engagement Plan