Public project assurance methodology
Improvements and rigor needed in public project assurance methodologies, including updated tools and reviewer training.
45 items
1 source
7 inquiries
Strongest theme matches
Mixed across source types and ranked by classifier confidence plus text match strength.
Inquiry recommendation
60match
ETI-11 - Public Fund Protection
Scottish Ministers and local authorities funding light rail should protect public funds through: conditional grant payments with review hold points; critical review and approval of Business Cases and contracts; involvement in project delivery; and requiring local authority compliance with Transport Scotland procedures.
Matched on
terms: project, public
Inquiry recommendation
57match
RHI-13 - External Expertise on Project Boards
Project boards are an essential element of project management oversight and must include individuals who can challenge and who are not directly responsible for the day-to-day delivery of the project. Such boards, in appropriate circumstances, can benefit greatly from the inclusion of individuals external to the Northern Ireland Civil Service, preferably with experience/expertise in the project subject matter.
Matched on
terms: project
Inquiry recommendation
57match
RHI-11 - Project Management Disciplines
Best practice project and risk management disciplines should be the default practice within the Northern Ireland Civil Service when developing novel and complex policies and managing their implementation. These disciplines can be widely applied and should not be confined only to major or capital projects. They can be tailored to the specific circumstances of an initiative and are...
Matched on
terms: project
Inquiry recommendation
56match
RHI-19 - Business Case Approval Redesign
The processes within a Department for approving new expenditure and business cases including, where it forms part of that process, the role of Casework Committees, should be thoroughly re-designed to be more rigorous, testing and independent. Such processes should be less bureaucratic and pay greater attention to examining the unique features of the project proposed.
Matched on
terms: project
Inquiry recommendation
52match
ETI-1 - Public Inquiry Efficiency
Scottish Ministers should review public inquiries to find cost-effective methods of avoiding establishment delays, potentially creating a dedicated unit within the Scottish Courts and Tribunals Service and publishing updated guidance.
Matched on
terms: public
Inquiry recommendation
51match
SHI-7 - Independent validation of hospital construction
It is clearly desirable that a health board has the assurance prior to the handover of a new or refurbished healthcare facility that the facility's specialised ventilation systems have been independently validated by an Authorising Engineer as fit for purpose and capable of achieving the operating performance originally specified. I accordingly recommend that, whatever the method adopted for...
Matched on
terms: assurance, project
Inquiry recommendation
51match
SHI-5 - Streamlining NHS construction quality procedures
A range of procedures now exists to help ensure health board projects meet appropriate standards. One is the NHS Scotland Design Assessment Process ("NDAP"). There is also a Sustainable Design and Construction Procedure ("SDAC"). In addition, there is the NHS Scotland Assure Key Stage Assurance Review (KSAR) procedure. These can be time-consuming and demanding to complete. There is...
Matched on
terms: assurance, project
Inquiry recommendation
51match
ETI-24 - Duty of Disclosure Legislation
Scottish Ministers should consider the need for legislation to impose a similar duty of disclosure to that owed by policyholders to their insurers upon a company, its directors, employees or consultants and upon a local authority and its officials towards representatives of OGC or Audit Scotland undertaking any review of a publicly funded project.
Matched on
terms: project, public
Inquiry recommendation
51match
ETI-12 - Record Keeping Requirements
For transparency, Scottish Ministers should maintain minutes documenting: discussions and decisions between Ministers and civil servants regarding publicly-funded project involvement; discussions with local authorities and contractors; and negotiations, including mediation discussions.
Matched on
terms: project, public
Inquiry recommendation
48match
RHI-21 - Sceptical Business Case Scrutiny
The Department of Finance's distinctive role in scrutinising business cases should be searching and sceptical, guarding against over-reliance on the assurances offered by the applicant Department.
Matched on
terms: assurance
Inquiry recommendation
48match
RHI-16 - Third Party Governance
Where other government bodies, such as Ofgem, or contractors or other third parties are involved in the implementation of a project, the 'home' Department must retain overall control and overall project management. The governance arrangement between the Northern Ireland Department and the third party must be owned and led at a senior level in the Department.
Matched on
terms: project
Inquiry recommendation
48match
RHI-14 - Risk Tracking and Reporting
The risks involved in implementation of an initiative must be tracked, re-considered regularly and used to manage, improve and adjust the project in real time. How the risks are being acted upon should be reported to the Project Board and to the relevant Minister.
Matched on
terms: project
Inquiry recommendation
48match
ETI-15 - Qualified Project Management
Project promoters should appoint procurement and project managers with qualified, experienced permanent employees who have successfully delivered similar projects on time and within budget.
Matched on
terms: project
Inquiry recommendation
48match
ETI-19 - Collaborative Delivery
At all stages of the project there should be a collaborative approach to delivering it, including co-location of representatives from each organisation relevant to the particular stage, enabling issues to be addressed and resolved at the earliest opportunity, minimising risk of dispute escalation with associated delays and expense.
Matched on
terms: project
Inquiry recommendation
48match
ETI-18 - Effective Communication and Reporting
There should be effective communication and reporting at all stages of the project, including accurate progress reports to councillors and stakeholders, with clear escalation procedures for issues that may affect cost, programme or scope.
Matched on
terms: project
Inquiry recommendation
48match
RHI-12 - Invest NI and SIB Collaboration
The leaders of the Northern Ireland Civil Service should work with Invest Northern Ireland and the Strategic Investment Board to consider how both organisations can better contribute their expertise to the work of mainstream Departments, particularly in relation to good practice on implementation of programmes and project management. This could for example include providing advice at the early...
Matched on
terms: project
Inquiry recommendation
47match
RHI-10 - External Consultants Guidance
The Northern Ireland Civil Service should consider what changes are needed to its guidance and practices on the use of external consultants arising from the experience of RHI. Specific recommendations include: (a) that better assessments are needed at the outset of a given policy or project pre-procurement, as to what type of specialist support is to be sought...
Matched on
terms: project
Inquiry recommendation
44match
F286 - Impact assessments before structural change
Impact and risk assessments should be made public, and debated publicly, before a proposal for any major structural change to the healthcare system is accepted. Such assessments should cover at least the following issues: What is the precise issue or concern in respect of which change is necessary? Can the policy objective identified be achieved by modifications within...
Matched on
terms: public
Inquiry recommendation
44match
RHI-23 - Ministerial Notification of Approval Conditions
Ministers should always be advised of any conditions attached to the approval of a policy or project by the Department of Finance. The Department of Finance should also require, and be kept informed of, regular reviews to ensure compliance with such conditions by the spending Department.
Matched on
terms: project
Inquiry recommendation
44match
RHI-15 - Programme Boards for Sector Coordination
Co-ordination of groups of projects aiming to achieve change in a particular sector – e.g. renewable energy projects – would be stronger through use of high level Programme Boards. Such boards should meet regularly and receive reports of relevant experience as to how the projects are working 'on the ground'. Had such a board existed, taken such reports...
Matched on
terms: project
Inquiry recommendation
43match
SHI-6 - Information on common construction errors
It is important that common project errors are not repeated. One helpful step is to ensure health boards undertaking projects have information about such common errors, and that this information is clearly communicated to them. This would ensure that health boards are aware of such errors and thereby better equipped to avoid them. The information should be updated...
Matched on
terms: project
Inquiry recommendation
43match
ETI-20 - Prohibition on Misleading Reports from ALEOs
The directors, employees and consultants of the company responsible for the procurement and delivery of the project as project managers, including an arm's-length external organisation (ALEO) wholly owned by the local authority that is the promoter and owner of the project, should not submit to the local authority information that is deceptive or reports that are misleading either...
Matched on
terms: project
Inquiry recommendation
43match
RHI-1 - Policy Skills Assessment
A new policy at its earliest stage should be subject to a rigorous process to determine whether the Northern Ireland devolved administration has (or is prepared to assign) the necessary skills and resources to deliver the policy safely and competently. The scope for economies of scale through working in partnership with another administration (for example a Westminster Department,...
Matched on
terms: public
Inquiry recommendation
39match
SHI-10 - Uniform policy for obtaining technical advice
This issue was highlighted in the Grant Thornton report where similar recommendations are made to what is set out above. NHSL has taken steps to address the issue. However, it is not clear from the available evidence that any such changes have taken place more widely within the NHS. I accordingly recommend that a uniform policy or procedure...
Matched on
terms: project
Inquiry recommendation
39match
ETI-16 - Design Engagement Process
Following designer appointment, continuous engagement with promoters, owners, project managers, planning authorities, utility companies, and affected landowners should clarify design criteria, with local planning authorities producing detailed design guidelines beforehand and collaborative resolution of design issues throughout.
Matched on
terms: project
Inquiry recommendation
39match
ETI-10 - Joint Working Group with COSLA
Scottish Ministers should establish a joint working group with Convention of Scottish Local Authorities representatives to leverage Transport Scotland's project management experience and expertise for light rail projects.
Matched on
terms: project
Inquiry recommendation
39match
ETI-9 - Risk Management Standards
Risk identification and management should be integral to major public-sector contracts, employing probabilistic forecasts, critical review of mitigation claims, constant governance challenge, early warning detection, and quality-focused evidence rather than process emphasis.
Matched on
terms: public
Inquiry recommendation
39match
ETI-8 - Update Optimism Bias Guidance
Optimism bias guidance, based on decades-old data, requires updating to include light rail projects and reflect current empirical evidence, with reviews every five years.
Matched on
terms: project
Inquiry recommendation
39match
ETI-4 - Inquiry Cost Transparency
When reporting public inquiry costs, Scottish Ministers should disclose net costs to the public purse, excluding previously-incurred accommodation and staffing expenses, alongside total departmental account costs.
Matched on
terms: public
Inquiry recommendation
39match
ETI-2 - Inquiry Independence
Scottish Ministers must not appoint any department, agency, or government organization as inquiry sponsor where it or its employees had involvement in the project under investigation.
Matched on
terms: project
Inquiry recommendation
39match
RHI-17 - Professional Development
The Northern Ireland Civil Service should take steps to draw on best practice from other jurisdictions to provide more support for professions within the civil service. The Inquiry specifically recommends: (a) the establishment of a project management profession with a named senior leader and a comprehensive programme of professional development; and (b) the development of improved professional opportunities...
Matched on
terms: project
Inquiry recommendation
36match
RHI-22 - Proactive DoF Monitoring
Particularly where a policy initiative is demand-led, novel, complex and/or likely to be lengthy, consideration should be given to increasing Department of Finance involvement from an early stage and on an ongoing basis, including a more proactive role in monitoring the financial progress of the relevant initiative, rather than merely reactively dealing with periodic requests for additional expenditure...
Matched on
classifier match
Inquiry recommendation
35match
ETI-17 - Governance Structure
The governance structure for the delivery of a major project such as a light rail scheme should follow published guidance and ensure clarity regarding the respective roles of various bodies and individuals. The chairman of the company responsible for procurement and management should not also be its chief executive.
Matched on
terms: project
Inquiry recommendation
34match
IR2-14 - Arms Length Body Administration
I recommend that an Arms Length Body (ALB) should be set up to administer the compensation scheme, with guaranteed independence of judgement, chaired by a judge of High Court or Court of Session status as sole decision maker, transparent in its procedures so far as the law permits and accountable directly to Parliament for the expenditure of public...
Matched on
terms: public
Inquiry recommendation
32match
RHI-2 - Novel Policy Scrutiny
Novel, potentially volatile and untested initiatives should in future be scrutinised thoroughly, well ahead of ministerial and business case approval. The Inquiry commends processes such as a 'starting point Gateway assessment' and, at a suitable point, a 'feasibility signoff' completed by the Department's Accounting Officer. With regard to particular policies driven by unpredictable demand, consideration should always be...
Matched on
classifier match
Inquiry recommendation
31match
ETI-22 - Civil Sanctions for Misleading Reports
Where a company, including an ALEO, knowingly submits a report or other information to local authority officials that is misleading by reason of the inclusion of false statements or the omission of relevant facts, or where such officials knowingly submit such reports to councillors, Scottish Ministers should consider whether there is a requirement for new legislation to allow...
Matched on
classifier match
Inquiry recommendation
27match
COVID-M5.9 - Commercial Framework for Emergency Procurement
The UK government and devolved administrations should collaborate to establish a UK-wide commercial framework agreement of pre-approved external specialists in the emergency procurement and distribution of healthcare equipment. The framework should be refreshed every three years.
Matched on
classifier match
Inquiry recommendation
27match
ETI-23 - Criminal Sanctions for Misleading Information
In addition to civil liability from any sanction introduced in accordance with Recommendation 22, Scottish Ministers should consider whether there is need for a statutory criminal offence involving strict liability once it is established that information or reports were misleading by reason of false statements or omission of relevant facts.
Matched on
classifier match
Inquiry recommendation
27match
ETI-21 - Duty of Officials to Councillors
Local authority officials should be mindful at all times of the distinction in roles between them and councillors, who are solely responsible for strategic decisions, and of their duty to provide accurate reports to councillors to enable them to take informed decisions based upon the reality of the situation. Such reports should not be misleading either by the...
Matched on
classifier match
Inquiry recommendation
27match
ETI-14 - Utility Diversion Risk Management
While acknowledging utility diversion approaches, promoters should demonstrate adequate risk management proposals without prescriptive requirements regarding MUDFA versus bow wave methods.
Matched on
classifier match
Inquiry recommendation
27match
ETI-13 - Utility Diversion Planning
Light rail procurement strategies must adequately address utility location uncertainties, requiring route exposure and clearance well before construction, specifying elapsed time between clearance and commencement, considering route length and past UK experience.
Matched on
classifier match
Inquiry recommendation
27match
ETI-7 - External Peer Review
Each Business Case risk assessment should undergo peer review by external consultants experienced in large-scale transportation infrastructure, submitting reports sufficiently before contract signature.
Matched on
classifier match
Inquiry recommendation
27match
ETI-6 - Optimism Bias in Business Cases
All Business Case versions must include risk assessments accounting for optimism bias per published government guidance.
Matched on
classifier match
Inquiry recommendation
27match
ETI-5 - Business Case Timing
Where Business Cases assume pre-contract completion of design, approvals, or utility diversions, contract negotiations should await completion; otherwise, a revised Business Case reflecting actual conditions must be prepared before signing.
Matched on
classifier match
Inquiry recommendation
18match
HIA-6 - HIA Redress Board
We consider the appropriate method of administering the compensation scheme is to create a specific Historic Institutional Abuse Redress Board for that purpose, and we so recommend. The HIA Redress Board should be responsible for receiving and processing applications for, and making payments of, compensation.
Matched on
classifier match