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Similar to Project planning a Community Infrastructure Levy project.
Similar to Project planning a Community Infrastructure Levy project. (20)
Project planning a Community Infrastructure Levy project.
- 1. Project planning for CIL Chris Twigg
- 6. CIL Project Team and Resources Project structure and components Project direction and assurance
- 10. Programme - Building blocks 10 Evidence Base and Preliminary Draft Charging Schedule 5 Consultation on PDCS Prepare Draft Charging Schedule and Representation 15 20 25 30 Modifications and preparation for submission to Examiner 35 40 Total 28 weeks Up to 40 weeks
- 11. Programme – Stages, actions and deliverables ACTIONS Collate infrastructure planning and cost evidence Prepare funding schedule Prepare development projections Collate viability evidence Prepare working hypothesis charging schedule Assess evidence gaps Fill gaps (may be necessary to commission external support) Procure external support. DELIVERABLES Infrastructure and funding analysis that demonstrates a funding gap Development projections by usage (and potentially by area) Working hypothesis charging schedule Estimate of CIL income with sensitivity analysis ACTIONS Finalise evidence base Prepare consultation strategy Prepare statement on Instalments Finalise preliminary draft charging schedule Undertake consultation for a minimum period of 6 weeks Analyse consultation responses and, if necessary, refine evidence base and rates. DELIVERABLES Preliminary draft charging schedule Supporting evidence base Consultation report Updated Preliminary Draft Charging Schedule Updated evidence base ACTIONS Prepare draft charging schedule Undertake representation for a minimum four week period Analyse representations s and, if necessary, refine evidence base and rates. Prepare statement of modifications, if required. Prepare information for Examiner DELIVERABLES Draft charging schedule Representation report Statement of modifications (if required) Information for examiner ACTIONS Procure a examiner Issue information to examiner and set examination date Undertake examination Receive and review examiners report Prepare adoption report for Full Council Take report and charging schedule to Full Council and gain approval DELIVERABLES Examination Examiners report Report to Full Council Evidence Base Preliminary Draft Charging Schedule and Consultation Draft Charging Schedule and Representation Examination and adoption
- 13. Consultation and representation strategy Consultation on Preliminary Draft Charging Schedule Representation on Draft Charging Schedule Regulations and guidance Good practice Regulations and guidance Good practice Parties involved As defined Good practice As defined Good practice Documents required An evidence based preliminary draft charging schedule Supporting evidence base and approach taken for rate setting Draft charging schedule, the relevant evidence and a statement of representations Statement on installments and position on exemptions Duration 6 weeks 6 weeks 4 weeks 4 weeks
- 14. Typical Project Risks Risks Likelihood of becoming issue Failure at examination due to insufficient evidence base Unlikely Failure at examination due to unreasonable interpretation of viability evidence Unlikely Failure at examination due to incorrect interpretation or application of the regulations Unlikely Discouraging development through poor engagement or inappropriate rate setting Likely Disruption to project timeline due to poor/ inappropriate engagement with members Highly likely Not having the procedures, processes and systems in place for implementation and collection Highly likely
Editor's Notes
- Thanks Jamie and good morning Front Runners I’m Chris Twigg and I specialise in the efficient and effective delivery of projects in both the public and private sectors. This session will go through what you would recognise as the essentials of good project planning with a heavy bias towards CIL.
- At this point I’d like you to take out the Prince 2 guidance books that we asked you to bring and refer to sectIons 2, 5, 12 and 17……… We’ll start off by looking at project scope, objectives and deliverables We’ll then cover how you could sell CIL to your key stakeholders to make life easier We’ll follow this with a look at a typical team structure And then at a what a project plan should contain Then onto programme; followed by consultation and representation, followed by some typical project risks
- At this stage you will have your mandate for the project and the high-level outcome This could be a simple as put CIL in place in compliance with the regulations. This has probably been proposed through your service priority plans and been ratified at Cabinet/Executive. There may even be a budget attached and a deadline for when this needs to be done. So, you start to understand more about CIL and you develop: A detailed set of objectives, define the scope and the deliverables On that basis you will set out a timeline Identify a team And then potentially realise that the budget is insufficient, or the programme too long or that the scope and deliverables are far more extensive than first thought. So what do you do? Which component of the project trumps the others? OPEN DISCUSSION It’s likely that there is some flexibility around each of the components and therefore this exercise will be an iterative process. It may involve negotiations with members and executives and you need to be able to clearly justify the business case. If you decide that you want to seek additional project budget then you’ll need to become a CIL salesman We’ll come to that shortly…..
- Here are what we believe are what the primary objectives of a CIL project should be. [CLICK] And here are some potential secondary objectives Are there any others you think should be included? OPEN DISCUSSION A CIL project does offer the opportunity to borrow against future income and therefore there is an argument to be made for CIL projects to have a broad scope….
- So either you’ve identified CIL as a project or in some cases have been given the CIL project to do on top of the many other things that you are undertaking: Your day job Restructuring department/ team So what can you do to make the project as successful and supported as possible; after all CIL is a good news story for almost everyone, isn’t it? We believe that the key stakeholders can be grouped into three. So what would you suggest at the key selling points of CIL to these three groups of stakeholders? OPEN DISCUSSION All of those are really good selling points and ones you should use. Here’s our view; Probably across all three sits regulations and timing. You have to do it so why not get with it. [CLICK] We would propose that for members and executives the likely increase in income and CIL being a powerful tool to support growth are compelling. For fellow officers, particularly in your planning department, we would suggest that CIL supports the strategic approach to place planning enshrined that you all support and that it will be easier to administer For the development market; we would suggest that CIL facilitates strategic infrastructure investment to support development and it is transparent and upfront cost.
- Here’s a typical CIL project structure. You’ll notice that I haven’t suggested an amount of personnel or resources that are required to deliver a CIL project because from our experience