Agenda item

COLP Programme Management Report

Report of the Chamberlain

Minutes:

The Sub-Committee received a report of the Chamberlain that detailed the findings of an audit of the programme management of the City of London Police.

 

The Chairman illustrated his surprise that such a significant number of recommendations had come out of the report, and asked for confirmation that all of them were now being tracked.  The Head of Audit and Risk Management confirmed that they were.  The Chairman noted that there were plenty of lessons to be learned from the outcome of the audit, and that it was critical to action these.  The Head of Change Portfolio Office agreed, noting that the Police Accommodation Strategy was managed by the City Surveyor and therefore required joint working.  The Head of Change Portfolio Office explained that the City of London Police were working with an external party on the management of benefits (Recommendation 10 of the report) and would be able to report on this at the end of April.

 

The Chairman explained that, as referred to earlier, an additional audit taking place to focus on the Police Accommodation Strategy (PAS) should hopefully resolve the associated issues.  He also remarked that PAS reports going forward would go to the newly established Capital Buildings Committee.  The Chairman confirmed that, in reference to the discussion prior to the Sub-Committee, any major Police project reports should come to the Performance and Resource Management Sub-Committee.

 

A Member explained that they were very surprised by the contents of the report, noting the significant sums quoted.  The Deputy Chamberlain explained that high-level estimates given were for early gateway project reports which then evolved significantly over time following more comprehensive scoping.  The Deputy Chamberlain noted that perhaps initial planning needed to be improved to allow for a more realistic or ambitious project scope.  The Assistant Commissioner agreed, stating a desire for more honest and accurate estimations going forward.  He assured Members that this was now being addressed.

 

A Member asked why this was marked as an AMBER risk rather than RED.  She noted that the original budgets were simply perceived to be unrealistic, and the current budgets more accurate.  She stated her concern that the same misconceptions were capable of being made again.  The Chairman confirmed that this was seen as a RED risk by the City Corporation.  The Deputy Chamberlain confirmed this, and noted that significant work was required to support those working on such large projects.

 

A Member stated that it was beneficial to recognise where errors have been made, but that he was concerned about incremental approvals of increased budgets.  He stated that it was a familiar trend across the Corporation with various project estimates going to Committee, and asked where accountability lay.  The Deputy Chamberlain explained that financial planning is not applied to projects until Gateway 4, so significant changes to estimate sums are not uncommon.  A Member stated that the inconsistencies and confusion over budgets and outcome figures needed to be addressed.  The Chairman stated that there was now sufficient oversight of the Police Accommodation Strategy going forward with the creation of the Capital Buildings Committee.  

 

A Member suggested that a fundamental capability review of the project and programme management function was necessary.  He noted that Programme Management was not included as one of the Corporation’s “Top 10 Risks”.  The Deputy Chamberlain explained that work was underway in this area, and agreed to follow up with the Town Clerk to feed back on progress of the capability work surrounding Corporate programme management. (5)

 

RESOLVED – That the report be received.

 

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