Home Upgrade Scheme: SRO appointment letter (April 2021)
Source: data.gov.uk (2022-06-21)

Government Major Projects Portfolio Senior Responsible Owners. The government is committed to publishing lists of the SROs for projects on the GMPP.
To address this commitment the Infrastructure and Projects Authority (IPA) publishes lists of the SROs responsible for government major projects.
This list may be searched to locate the names of Senior Responsible Owners (SROs) of the Department's projects with fall within the Government Major Projects Portfolio (GMPP).

Nick Smallwood 
Chief Executive 
1 Horse Guards Road 
London  
SW1A 2HQ 
T: xx-xxxx-xxxx 
E: xxx@xxx.xx 
Sarah Munby 
Permanent Under-Secretary of State 
1 Victoria Street 
London  
SW1H 0ET 
T: xx-xxxx-xxxx 
E: xxx@xxx.xx 
Selvin Brown 
Senior Responsible Owner 
Home Upgrade Grant 
1 Victoria Street 
SW1H 0ET 
xxx@xxx.xx 
14/04/21 
APPOINTMENT AS SENIOR RESPONSIBLE OWNER (SRO) FOR HOME 
UPGRADE GRANT 
This letter formalises your appointment as Senior Responsible Owner (SRO) of the 
Home Upgrade Grant (HUG). This project sits on the Government Major Projects 
Portfolio (GMPP). These responsibilities form part of your role as Director, Energy 
Efficiency /SRO Net Zero Building Delivery for which you are accountable to Director 
General, Energy Transformation and Clean Growth, who is accountable to Sarah 
Munby. The responsible Minister for your project is Lord Callanan. The work of the 
project is overseen by the Department’s Executive Committee and its supporting sub-
committees. Your role as SRO will be reflected in the objectives you agree with Director 
General, Energy Transformation and Clean Growth. 
As SRO you have personal responsibility for delivery of the Home Upgrade Grant and 
will be held accountable for the delivery of its objectives and policy intent; for securing 
and protecting its vision, for ensuring that it is governed responsibly, reported honestly, 
escalated appropriately and for influencing constructively the context, culture and 
operating environment of the project. You are responsible for managing risks and issues 
and for ensuring that these and any blockers affecting the delivery of intended benefits 
and outcomes are escalated as soon as is deemed necessary. 
 

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You will carry out this role alongside your other responsibilities and must ensure that 
you allocate sufficient time to enable the effective delivery of the role and 
responsibilities, as set out in Annex A. This will be periodically reviewed to ensure that 
an appropriate balance is maintained across your portfolio of activities. 
You are accountable for ensuring that the project is governed in line with BEIS’s 
governance framework. The principles set out in the revised Osmotherly Guidance, 
published in October 2014 will also apply from the date of this letter. That includes the 
requirement to publish this letter on gov.uk. 
The revised Osmotherly Guidance establishes that SROs for major projects will be 
directly accountable to Parliament for the implementation of the project. Once the 
project is in its implementation phase, you will be expected to account for and explain 
the decisions and actions you have taken to deliver the project for which you have 
personal responsibility, against the business case, within the context of the 
Department’s corporate objectives and as a member of the Department’s Senior 
Leadership Team.  It will remain for the responsible Minister to account for the relevant 
policy decisions and development, including accounting for decisions that materially 
affect the project’s business case, though the guidance makes clear that as SRO you 
are expected to be able to explain such decisions.   
A description of generic SRO roles and responsibilities is attached at Annex A and you 
are expected to follow the principles it sets out.  You will also want to familiarise yourself 
with the guidance “Giving Evidence to Select Committees – Guidance for Civil Servants” 
and with the Infrastructure and Projects Authority (IPA) guidance on management of 
major projects: (https://www.gov.uk/government/policy-teams/major-projects-authority). 
This includes the Government Functional Standard for Project Delivery to which the 
project should adhere and utilise. 
Your accountability to Parliament sits alongside your accountabilities under the Civil 
Service Code, your role in supporting the Accounting Officer, and your membership of 
the BEIS Senior Leadership Team.  
This will be a part-time role accounting for 15% of your working week. 
Tenure of position 
You are expected to remain in post at least until September 2022 which aligns with the 
current anticipated completion (TBC) of the delivery phase of the HUG Bridge. 
Your tenure in this post will be regularly reviewed with Director General, Energy 
Transformation and Clean Growth, taking into account the benefits of continuity, the 
capability needed to lead this project through its development, planning, delivery and 
evaluation phases; the length of these phases, your development as a member of the 
Project Delivery profession within the Civil Service, and the Department’s ability to 
deploy its Senior Leadership Team appropriately.  You should ensure that you have 

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agreed with Director General, Energy Transformation and Clean Growth, appropriate 
succession planning for key personnel in the project. 
Objectives and Performance Criteria 
HUG’s policy intent supports two main aims: to address the Government’s statutory fuel 
poverty target to upgrade as many fuel poor homes as reasonably practicable to EPC 
Band C by 2030, including the milestone of Band D by 2025; and to support the wider 
policy package to phase out fossil fuel heating in off-grid homes and install low-carbon 
alternatives to meet Net Zero targets. 
HUG will provide grants for energy efficiency upgrades and low carbon heating to low-
income fuel poor households living in homes off the gas grid. HUG was a £2.5bn* 
commitment in the 2019 Conservative Manifesto and was also referenced by name in the 
Prime Minister’s 10-point plan for a Green Industrial Revolution and in the Energy White 
Paper as an upcoming scheme to ‘transform the lives of homeowners who live off the gas 
grid, particularly in rural areas, with upgrades to their heating systems’. 
HUG will upgrade the energy performance of around 170,000 of the worst-quality off-
gas-grid homes in England by installing energy efficiency measures and low carbon 
heating. This delivery will be split into two phases: 
•
HUG Bridge: initial delivery using the £150m funding allocated to HUG’s
objectives as announced in the 2020 Spending Review for 21/22 and approved
by ministers in Jan 2021; and
•
HUG Main Scheme – full delivery utilising the remaining £1.85bn (subject to SR)
[*£500m of the £2.5bn Home Upgrade Grant commitment was descoped from HUG and 
allocated to the Green Homes Grant Local Authority Delivery Scheme (LAD), with an 
altered policy scope to mirror the GHG Voucher scheme to include on-grid homes and a 
grant cap of £10K per home.] 
Proposed changes to the project scope which impact on this intent or benefits 
realisation must be authorised using the project’s governance framework, in conjunction 
with the Department’s governance framework and may be subject to further levels of 
approval. Further details are set out below.  Your objectives and performance criteria 
with respect to this project are reflected in your performance agreement form, agreed 
with Director General, Energy Transformation and Clean Growth. 
Extent and limit of accountability 
Finance and Controls 
The overall budget for the Home Upgrade Grant is set out above and in your letter of 
Delegated Authority; this is issued to you annually by the Department’s finance team 

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and may be updated from time to time.  This letter is the means by which you are held 
to account for the budgets and other resources for which you are responsible. 
The allocation of Departmental resources is subject to review each year during business 
planning and as SRO you are expected engage actively in the business planning 
process.  The Department explicitly recognises that you will need to balance your 
responsibilities in respect of the project with your responsibilities relating to the wider 
work of the department as part of BEIS’s cadre of senior leaders.  Decisions on 
resource allocation will reflect the need to strike a balance across the entirety of BEIS’s 
portfolio of projects.   
HMT spending controls will apply on the basis set out within BEIS’s delegated authority 
letter.  Where the Project exceeds the delegated authority set by HMT, the appropriate 
Treasury approval process will apply. The details must be agreed with your HMT 
spending team. You should consult departmental finance colleagues on how to go 
about this.  
You should also note that where expenditure is considered novel, contentious, 
repercussive or likely to result in costs to other parts of the public sector, HMT approval 
will be required, regardless of whether the project expenditure exceeds the delegated 
authority set by HMT. If in doubt about whether approval is required you should, in the 
first instance, consult your Finance Business Partner and the BEIS Implementation and 
Delivery Unit before raising with the relevant HMT spending team. 
The overall budget for the project is £2bn (CDEL) excluding VAT [plus inflation to bring 
total to £2.122bn]. Your RDEL budget is up to £200M (10% of CDEL). 
Forecast project budget: 
Project phase 
CDEL 
RDEL 
HUG Bridge (FY 21/22) 
£150M 
£1.87M (tbc at business planning) 
HUG Main phase 
£1.85BN 
185M 
TOTAL HUG 
£2BN 
£187M 
Confirmed 
Anticipated 
The current approved expenditure figure is £150M (CDEL), which covers the delivery of 
the HUG Bridge completing in late 2022. £1.87M RDEL is budgeted, subject to approval 
at business planning, against this capital expenditure. In moving towards completion of 
the HUG Bridge, you should be aware of any conditions or controls which have been 
agreed as part of current agreed financing. 
You should operate at all times within the rules set out in Managing Public Money. In 
addition, you must be mindful of, and act in accordance with, the specific Treasury 

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delegated limits and Cabinet Office controls relevant to the Home Upgrade Grant. 
Information on these controls can be found here: Cabinet Office controls. 
Delegated Departmental / Project authority 
You are authorised to approve expenditure in line with your delegated authority letter. 
You should use your project’s governance framework, in conjunction with the 
Department’s governance framework, as the means by which any necessary 
authorisation is sought for any changes to your project’s scope, milestones or 
scheduling. The Departmental Integrated Assurance and Approvals Strategy (IAAS) 
sets out the limits and conditions of any approvals as well as the process to seek 
approval to materially change the scope of an approved project. This may include 
recommending the need to either pause or terminate the project where necessary in a 
timely manner.  
Where issues arise which you are unable to resolve within delegated responsibilities, 
you are responsible for escalating these issues to the relevant governance body such 
as P&R, Accounting Officer and HMT in a timely manner. This includes making any 
such recommendation to pause or terminate the project as required. 
Project Status   
The Project Status at the date of your appointment is reflected in the most recent 
quarterly return on the project to the Infrastructure and Projects Authority / monthly 
delivery confidence assessment to ExCo. This is the agreed position as you assume 
formal ownership of the project.  Project progress is reviewed regularly by the 
Department’s Executive Committee or its supporting committees.  You should take 
active steps to ensure you escalate in a timely manner any significant issues that will 
materially affect the delivery of the project for which you are responsible as set out in 
the business case. 
To facilitate progress monitoring and to ensure that appropriate support is provided, you 
are required to provide accurate, relevant and timely performance reporting to P&R and 
ExCo committees as set out in the BEIS Performance Reporting Framework. If the 
Home Upgrade Grant is not already reporting, you are responsible for making contact 
with the Corporate Reporting team (xxx@xxx.xx) to set up monthly 
performance reporting via ORB (Online Reporting in BEIS) for the project/programme. 
Professional Development and Support 
As an SRO, it is expected that you will continue your on-going professional 
development, including through IPA mandated training. Simon Hulme as Head of 
Project Delivery Profession will be able to assist you in in this process. 

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As SRO of a GMPP project you are required to attend the MPLA as soon as reasonably 
practicable. The BEIS Implementation and Delivery Unit will provide you with the 
necessary details and support you in your application. You will be starting on MPLA 
COHORT 30, beginning in June 2021 and concluding in April 2022. You are not an IPA 
accredited reviewer. 
You should consult the SRO page on the Project Delivery Hub which has a number of 
resources available to support you. There is a Guide and Toolkit which is designed to 
help you lead your project by explaining the component parts of the role and your 
responsibilities. There is also the IPA document, The Role of the SRO. It sets out: 
•
the key requirements and accountabilities of the SRO role, also drawing on
the Project Delivery Functional Standard, as well as the Osmotherly rules;
•
how the SRO’s role relates to other key leadership roles in major projects,
particularly the Accounting Officer and the Project Director;
•
best practice on appointments, development and support for SROs - drawing on
the experience of existing project leaders across Government.
The SRO page also links to The Art of Brilliance. This is designed to practically help you 
deliver your SRO role. 
BEIS also has a Delivery Leadership Group for SROs which can provide peer support 
for your development. 
We would like to take this opportunity to wish you success in your role as SRO. 
Please return a signed copy of this letter to the BEIS Implementation and Delivery Unit 
(xxx@xxx.xx). 

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Signatures 
Nick Smallwood 
Chief Executive, Infrastructure and 
Projects Authority 
Sarah Munby 
Permanent Secretary, BEIS 
I confirm that I accept the details of my role, including my personal accountability for 
development, delivery and implementation as detailed in the letter above.  
Name of SRO: Selvin Brown 
Signature of SRO: 
Date: 6 Aug 2021 

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SRO Role and Responsibilities  
Annex A 
The Role of the Senior Responsible Owner (SRO) 
You are personally accountable for ensuring the ongoing delivery of the Home 
Upgrade Grant. You are responsible for securing the resources necessary for the 
success of the project within those available to BEIS and for ensuring that the 
related implementation and transition activities realise the agreed objectives and 
benefits. In doing so you should balance the need to support the Accounting Officer 
to help BEIS reach an affordable settlement which reflects the department’s 
priorities and to deliver value for money across BEIS. 
You will be personally accountable to Parliamentary Select Committees and be 
expected to explain the decisions and actions you have taken. This could include 
where a Minister has intervened to change the project during the implementation 
phase in a way which has implications for the cost and/or timeline of implementation. 
You will be able to disclose your advice about any such changes.  
You must ensure the effectiveness of the governance, assurance and project 
management arrangements and maintain them throughout the life of the project. You 
should adopt best practice and be prepared to justify any deviation from it, in line with 
guidance published by the Cabinet Office, specifically the IPA’s Government 
Functional Standard for Project Delivery. 
An SRO will: 
•
Be a visible, engaged and active project leader, not a figurehead;
•
Deliver the agreed outcomes and benefits;
•
Create an open, honest and positive culture committed to delivering at pace;
•
Challenge senior officers and Ministers when appropriate and escalate quickly;
•
Provide appropriate support, steer and strategic focus to the Project Director and
ensure that they have a clear and current letter of appointment; and
•
Have sufficient time, experience and the right skills to carry the full responsibilities
of the role.
Specific SRO accountabilities:  
Ensure that the project is set up for success 
•
Ensure that the project is set-up to make an unambiguous and demonstrable link
to strategic policy;
•
Translate this policy intent into clear deliverables which are established and
agreed with senior stakeholders;
•
Carry out a robust and commercially viable options appraisal, which balances risk
with opportunity, as part of initial project feasibility;
•
Establish a firm business case for the project during the initiation/definition phase
and ensure that any planned change continues to be aligned with the strategic
need;

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•
Identify and secure the necessary investment for the business case (this includes
both budget and operational resource);
•
Design and implement robust, appropriate and transparent project governance;
•
Build strong and effective relationships with key stakeholders, justifying their trust
and retaining their confidence, and obtain their commitment to benefits realisation.
Ensure that the project meets its objectives and delivers the projected benefits 
•
Gain agreement to the project objectives and benefits amongst stakeholders,
including Ministers where appropriate;
•
Understand the broader government perspective and its impact on the project;
•
Ensure the strategic fit of the project objectives and benefits;
•
Agree a clear and simple approach to performance management and monitor
delivery of the objectives and benefits, taking appropriate action where necessary
to ensure their successful delivery.
Develop the project organisation structure and plan 
•
Ensure that there is a coherent organisation structure and appropriately detailed
project plan;
•
Build the right team, securing necessary resources and skills and providing clear
lines of accountability;
•
Provide appropriate support, steer and strategic focus to the Project Director.
Monitor and take control of progress 
•
Monitor and control the progress of the project at a strategic level, being honest
and frank about project progress, risks and issues; Ensure that any changes to
agreed project benefits are flagged appropriately within project governance and
that the business case is updated accordingly (throughout project lifecycle);
•
Ensure that the integrity of the project is maintained and speak truth to power –
including to Parliamentary Select Committees;
•
Communicate effectively with senior stakeholders regarding project progress and
provide clear, appropriate and delivery-focused decisions and advice to the Project
Director.
Ensure problem resolution and referral processes are appropriate and effective 
•
Identify, understand and drive the successful mitigation of project risks;
•
Escalate serious issues quickly and with confidence to senior management and/or
Ministers;
•
Develop strong and effective engagement between the project team and its
stakeholders and sponsors;
•
Ensure that communication processes are effective and that the project’s
objectives and deliverables continue to be consistent with the organisation’s
strategic direction.
Ensure that the project is subject to review at appropriate stages 

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•
Recognise the value of robust project review and ensure it occurs at key points in
the project lifecycle, particularly at the initiation stage;
•
Make certain that any recommendations or concerns from reviews are met or
addressed in a timely manner;
•
In the event of a “red” or “amber-red” review or a red or amber-red quarterly
GMPP review rating, ensure that the Performance and Risk and Projects and
Investments Committees are made aware of the situation.
Manage formal project closure 
•
Formally close the project and ensure that the lessons learned are documented
within the final evaluation report and disseminated to key stakeholders;
•
Ensure that the post implementation review takes place and that the output is
communicated to the appropriate stakeholders;
•
Ensure a plan for both long term benefits realisation and on-going sustainability is
agreed with key stakeholders as part of the process of moving the project to
“business as usual”.