Agenda item

Project Manager HLF Project Update


During the discussion of this item, Councillor Ben Kind, Vice-Chair of the SoMC left proceedings at 18:03.


Dan Thomas, Programme Manager for Capital Programmes, introduced the report and noted:

·           The Heritage Lottery Fund (HLF) had been rebranded as the National Lottery Heritage Fund (NLHF).

·           The NLHF’s substantive feedback was complimentary and had expressed confidence in the team and mission credibility.  Further NHLF conditions were awaited, but none had currently been placed.

·           The timelines (agenda pack, pages 9-10) would be worked into a programme and used to measure progress.

·           The Chair noted the desire of the Scheme of Management Committee (SoMC) to seeing its dissolution and a transition to a Strategic Partnership Board after consultation with the Archdeacon and via petition to the Consistory Court for decision.  This would align the governance to other models such as in Brockwell Park, but it was likely that the Advisory Group (MAG) would continue in some form. 

·           The Chair of the MAG was working with Councillor Winifred, Cabinet Member for Equalities and Culture, on developing proposals for a shadow body to sit alongside the NHLF Delivery Board, prior to delivery of works.  The delivery of works was expected to complete in 2024, and it was proposed that a Strategy Partnership Board would thereafter administer cemetery governance.

·           The creation of a Strategic Partnership Board was to be agreed within Lambeth in order to achieve change and reduce cost, although this still required petition to the Consistory Court.  Until the Chancellor gave a ruling, the SoMC would continue along current arrangements.

·           Raj Mistry, Director for Environment, had noted that he was content with the model that delivered the NHLF development phase and was seeking to adapt and strengthen that for future works.

·           The Council was obliged to meet funding outcomes, and provide quarterly reports and financial submissions to the NHLF.  Draft cash flow outlines detailing the time of expenditure had been drafted and the NHLF role would mainly be in mentoring and financial administration.

·           There were a number of unknowns in the Bid and the NLHF had congratulated Lambeth on its transparency of these unknowns, with a risk-based approach to be taken on project components. However, tolerance needed to be articulated in relation to future problems arising and it was planned that these would go to a Strategic Partnership Board with operational authority.

·           The NHLF did not want to be a part of the Board, but would have representation on it. There would be regular monitoring meetings with the Board to provide an increased level of scrutiny.

·           Procurement was broadly split into two major work packages: civil works (including paths, drainage, etc.) and conservation works (heritage, monuments, chapel, etc.). 

·           The Cemetery was an operational, working cemetery and future works needed to manage these needs as disruption occurred, so that users had an equitable and satisfactory level of service.

·           Kevin Crook and the SoMC Chair would discuss the Board’s roles and responsibilities with councillors, in particular on ensuring accountability for expenditure.

·           The Cemetery had previously experienced civil engineering through the drain and road renewals, and the NHLF was keen to ensure that a Communications Strategy would detail invasive works alongside normal Cemetery operations.

·           Approvals for the transfer of the Greek Enclosure into Lambeth were being drawn up.

·           A list of potential stakeholders (e.g. grave owners, local population and business, etc.) was needed, and would be informed as to how they could get involved.


The Chair offered his thanks to everyone involved for delivering a successful Development Bid and expressed his hopes that this would bring further benefit and visitors to West Norwood.


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