Sellafield support for the Northern Powerhouse

Steve Livingstone Projects Director, Executive

• Introduction• Scope of the work• Delivering Major Projects• Project Supply Chain • Boosting Skills• Questions

Outline

Sellafield by numbers

Delivering Major Projects Using Your Money

• Key Causal Factors identified for Poor Performance in the NAO Report to Public Accounts Committee (Delivering Major Projects in Government, HC 713 SESSION 2015-16 6-1-16):

• An absence of portfolio management at both departmental and government levels.

• Departments making firm commitments on cost and timescales for delivery before their plans have been properly tested.

• A lack of clear and consistent data with which to measure performance.

• Poor early planning

• A lack of capacity and capability to undertake a growing number of projects.

• A lack of clear accountability for leadership of a Programme or Project.

Recommendations from NAO:• Prevent departments making firm commitments on cost and timescales for

delivery before their plans have been properly tested.• Develop an effective mechanism whereby all major projects are prioritised

according to strategic importance and capability is deployed to priority areas.• Put in place the systems and data which allow proper performance

measurement.• Prioritise effectively (Portfolio & Programmes)• Make good investment decisions, ensuring that the projects and programmes

given priority offer the best value for money• Secure the skills to deliver programmes in different ways, including agile

development techniques and the capability to lead business and service transformation programmes; and

• Respond flexibly to developments and change direction when new approaches do not deliver results.

Delivering Major Projects Using Your Money

The Challenge

• These causal factors are present at Sellafield.• We don’t think that these gaps are unique to ourselves.• Its all about the PEOPLE!• As we grow the Northern Powerhouse, these gaps will increase

unless we act now. • We want to share what we’re doing to resolve the problem

because you may share some of these problems,AND • You could adopt some of the solutions

Scope - Nuclear new build ongoing- Over 500 projects in flight: £3bn spend on major projects over the next 5 -10 years

Project Supply Chain – Strategy

From• One off tactical

procurements• Transfer of risk• Little continuity or

deployment of learning• Little investment in

capability• Over reliance on agency

workers• Not sure we can measure

productivity

To• Long term strategic relationship• Risks managed by entity who can

mitigate • Continuity and embedding learning

• Investing in capability

• Reduced reliance on agency workers

• Clear demonstration that we are delivering productivity against national & international benchmarks

Project Supply Chain – Strategic relationships

We’re establishing long-term solutions to this critical business issue, through:• Programme and Project Partnership

• Prior Information Notice (PIN) published in the Official Journal of the European Union 24 June 2016 as the next step in a process to acquire Programme and Project partners

Building on existing strategic relationships:• Design Services Alliance• Infrastructure Strategic Alliance• Decommissioning Deliver Partnership

Remember its all about PEOPLE

Skills - Grass roots educational support

Westlakes Academy

Britain’s Energy CoastConstruction Skills Centre

National College for Nuclear

Skills – Development of the next generation

395 apprentices72 Technical Trainees 111 Graduate recruits

Skills

• APM Project Management Qualification (PMQ)• Total of 346 Sellafield Ltd Staff in the Project Management community:• 246 have PMQ

• Aiming for all disciplines across the Integrated Project Teams to attain PMQ• 142 planned in coming year• Including 45 Designers

• APM Registered Project Professional (RPP)• 69 have attained RPP • 39 more RPP applications in flight

Skills – Project Management Apprenticeships

• We’re leading the Project Management Trailblazer Apprenticeship Group for BEIS (Department for Business, Energy & Industrial Strategy)

• Working closely with APM and over 40 companies

• Associate Project Manager Standard (level 4) approved and ‘Ready for Delivery’

• Approval received to develop Standard for Project Manager (Degree Level)

• Expression of Interest submitted to BEIS awaiting Green light to develop Standard for Programme and Portfolio Manager (Masters Level)

• We have 38 Project Management Apprentices• 10 on the new ‘Associate Project Manager’

Trailblazer Apprenticeship.

Skills – The Project Academy

• Completely integrated pathway of education, training, development and professional qualifications

• For all project related professions

• Continuous ladder for people to develop their competencies

• Multiple entry points • Credit prior learning

Skills - The Project Academy

• Cross Functional Education and Training:• Broader knowledge• Improves integration and effectiveness of project team

• Qualifications• Higher Education Credits• Professional Body Accreditation

• Not bespoke to nuclear industry or Sellafield• Available to other companies • Available to the local population

• Led by University of Cumbria with University of Manchester, Lakes College, Furness College and SME’s

• Project Management skills are sector transferable and Sellafield is acting as a catalyst

Skills - Summary

• We’re actively engaging in long term relationship with our suppliers, so that they can invest in their people.

• We’re boosting our skills. We’re acting as a catalyst by leading:• HMG Trailblazer level 4 Associate Project Manager• HMG Trailblazer Level 6 (Degree) Project Manager• HMG Trailblazer level 7 (Masters) Programme and Portfolio

Manager

• The Project Academy education is open to you too• Please talk with the University of Cumbria, University of

Manchester and Sellafield representative who are here today

Summary

• Collectively, yes YOU & I, Supply Chain, Academics & Clients … are we doing enough to secure a productive future for the region I call HOME ?