The following twelve high-level touch points are considered to represent standard arrangements of project governance for RWTPs that WIDP recommends:
Touch Point 1 | There will be a single Board, normally with a membership of no more than 12 and exceptionally, for multi-Authority partnerships, no more than 20. |
Touch Point 2 | The Board will include non-executive members who can ensure appropriate challenge; the WIDP Transactor will be one such member. |
Touch Point 3 | The SRO will chair the Board. |
Touch Point 4 | The Board will have clear terms of reference and will be the sole body tasked with project delivery and with responsibility for management of the project budget. |
Touch Point 5 | It is recommended that it would be inappropriate for the Board to be member-led or member-dominated. |
Touch Point 6 | The Board should arrange to meet at key milestones during project development, procurement and implementation, and otherwise generally to meet on a monthly basis. |
Touch Point 7 | All Board meetings should be appropriately administered, ensuring quality Board papers and clear and accurate recording of minutes, thereby providing a documented decision trail of the highest order. |
Touch Point 8 | The PD will be appropriately empowered to make progress between meetings of the Board, take decisions and negotiate within delegated parameters set by the Board. |
Touch Point 9 | There will be a full-time PM and, in order to respond sufficiently to the complexities and demands of the project procurement, a full-time PD, both with clear responsibilities and delegated powers of authority, albeit there may be instances when the same person could fill both roles. |
Touch Point 10 | A group or separate groups of key stakeholders, including WCAs, the Environment Agency, unions, supplier market (prior to the start of the procurement) and community representatives, should meet regularly to secure continuing buy-in to the project and to provide input to key decisions. |
Touch Point 11 | All roles and responsibilities, including all the key positions within the project management and governance structure could usefully be defined, understood and agreed prior to the establishment of the Board and appointments being made. |
Touch Point 12 | The project governance structures will need to be consistent and integral to the Authority's wider governance arrangements and ensure Authority buy-in to the project. |