National Performance Centre for Sport

Putting sport first

National Performance Centre for Sport Stage 1 bid document

NPCS - Stage 1 Bid Document Page 1

CONTENTS

This document describes how we plan to select a partner to host a National Performance

Centre for Sport (NPCS) in Scotland.

It is set out as follows:

Page

SECTION 1: INTRODUCTION 3

SECTION 2: THE VISION 6

SECTION 3: SCOTTISH GOVERNING BODIES OF SPORT 10

SECTION 4: FACILITY REQUIREMENTS 13

SECTION 5: BID PROCESS 20

SECTION 6: EVALUATION AND ASSESSMENT CRITERIA 24

SECTION 7: RESPONSES AND ENQUIRIES 34


APPENDICES

APPENDIX 1: SPORT GOVERNING BODY DATA SHEETS

APPENDIX 2: OUTLINE SPECIFICATONS

APPENDIX 3: INDICATIVE MINIMUM SCHEDULE OF ACCOMMODATION

APPENDIX 4: EXAMPLE FACILITIES

APPENDIX 5: OUTLINE SCHEDULE OF USE BY SPORTS GOVERNING BODIES


SECTION 1

INTRODUCTION


1. INTRODUCTION

1.1 The Scottish Government and sportscotland wish to work with partners to develop a National Performance Centre for Sport (NPCS) in Scotland.

1.2 The main objective of the NPCS is to provide high quality sports facilities and specialist services for athletes within an environment of high performance, where Scotland’s athletes can be well supported towards achieving the highest standards of performance on the international stage. The Scottish Government has committed up to £25m of capital funding towards the cost of delivering the NPCS, and has set a timescale of early 2016 for its completion.

1.3 The purpose of this Bid Document is to provide all of the necessary information to potential bidders to enable them to develop and submit their proposals to host the NPCS. Advice and guidance will be provided to bidders throughout the bidding process by sportscotland if required.

1.4 A Steering Group has been formed to drive the project forward. The Group is chaired by Stewart Regan, Chief Executive of the Scottish FA and is made up of representatives from sport, business, the Scottish Government and sportscotland. The Steering Group has responsibility for developing the bid document and thereafter for evaluating and making recommendations to Ministers on the successful bidder.

1.5 sportscotland has overall responsibility for delivering the project on behalf of the Scottish Government. An external consultant has been appointed to provide specialist support.

Summary of Application Process

1.6 The application process for the appointment of a partner will comprise two stages to allow wide participation and to avoid bidders being involved in an expensive bidding process.

1.7 The process outlined in this document will allow bidders to participate in an open and transparent process with a clear understanding of the requirements of each application stage from the outset, ensuring bidders can programme their responses early to achieve the best quality submissions.

1.8 Details of the information to be provided by bidders at each of the application stages and the proposed timescales are provided in this Bid Document.

1.9 The application process will conclude with a successful bidder being appointed to deliver the NPCS. At that point, sportscotland will issue a formal offer of award to the successful bidder, with project specific terms and conditions.

Eligible Applicants

1.10 While we welcome bids from all interested parties, in the case of bids from commercial organisations, our preference would be for these to be worked up in partnership with a public sector organisation ie. Local Authority or HE/FE establishment.


1.11 In the case of this joint approach, the partnership must be led by the public sector organisation who, if successful, will be responsible for satisfying the terms and conditions attached to the award.

Disclaimer

1.12 Whilst the information in this Bid Document has been prepared in good faith, it does not purport to be comprehensive or to have been independently verified.

1.13 Each party to whom this Bid Document is made available should make its own independent assessment of the information provided after making such investigation and taking such professional advice as it deems necessary to determine its interest in the project.

1.14 Nothing in the Bid Document or in any other written or oral information provided to any partners should be relied on as a promise or representation as to the future.


SECTION 2

THE VISION


2. THE VISION 2.1 The vision leading the National Performance Centre for Sport is to create an

inspiring centre of excellence where the best athletes in Scotland can come together to train and develop their skills and in doing so continue to improve their performances on the international stage.

2.2 The National Performance Centre for Sport is a place where we can foster improvement in the performance of Scottish athletes and their coaches over the next decade and beyond.

2.3 While the Scottish Government and sportscotland have invested significantly in a network of high quality sports facilities for Scottish athletes over the last decade, we want to enhance and build on this by delivering a national facility that delivers truly world class facilities and services. To sit back and admire what we already have, when athletes continue to push themselves to achieve better performances and results, is simply not an option.

2.4 This purpose built facility will enable quality coaching, training and service delivery to a critical mass of talented athletes and improve their performance on the field of play.

2.5 The National Performance Centre for Sport will also be positioned as a centre of excellence for Multi-Sport and Business Coaching with the ability to host world-class forums and seminars related to the development of performance athletes as well as sport services; strength and conditioning, sport science, sport psychology, sport medicine and so on.

Objectives of NPCS The objectives for NPCS are therefore to:

2.6 Enhance the performance functions of Scottish sport.

2.7 Establish an accessible location that provides a focus for:

- high performance sports training for individual athletes and squads - high performance coach training and development - professional development in disciplines such as sports medicine,

strength and conditioning and other sports related activities.

2.8 Provide a range of demand-led, high quality, well designed sports facilities and the provision of support services that meet the needs of our leading athletes and their coaches.

2.9 Become a centre of innovation that delivers improved performance and results and contributes to a positive mindset change in our leading athletes and coaches.

2.10 Create and sustain an environment where sports can learn from each other and in

doing so create activity that attracts the ‘brightest and best’ to work with NPCS or be associated with it.

2.11 Deliver a ‘look and feel’ that inspires Scottish athletes as well as their coaches and

other technical advisors.


2.12 Deliver economic benefit to the area around the centre and to Scotland through the activity that will take place in and around the NPCS.

Why we need a National Performance Centre:

“The National Performance Centre for Sport will be the crown jewel of the Scottish FA’s Performance Strategy. It will inspire generations of aspiring footballers and provide a focal point for elite talent development across all sports.” Mark Wotte, SFA Performance Director

“Performance and development of the principles that underpin it are a critical aspect of our priorities at scottishathletics. The potential for the National Performance Centre for Sport to impact and support our focus in this area is huge – challenging and supporting our athletes, coaches and their support teams, and doing so in a very visible, integrated manner – building on our strengths in Scotland; taking us to a new level of aspiration.” Nigel Holl, Chief Executive scottishathletics

“The National Performance Centre for Sport can turn dreams into reality. Scottish football acknowledges the need for world-class facilities to develop world-class athletes. Women’s football has benefited from a strategic approach to player development and the National Performance Centre for Sport only enhances our prospects of achieving our goals.” Anna Signeul, SFA Women’s Coach

“Synergies and partnerships between sports can be fruitfully forged from initially diverse starting points. The SVA has a strong track record of working with and learning from other sports and sectors. We see engagement with a NPCS as a rich and exciting extension of this principle.” Margaret Ann Fleming, CEO Scottish Volleyball Association

“The National Performance Centre for Sport is a facility that can only help in the development of the next generation of international players. The Scottish FA’s Regional Performance Schools are a real step in the right direction and the National Performance Centre for Sport is somewhere all players should aspire to be: whether they are A Squad players or part of the National Youth Teams.” Darren Fletcher, Scotland Football Captain

“The National Performance Centre for Sport presents fantastic opportunities for Scottish Hockey and our performance athletes to utilise the very best in sporting facilities and resources. It will provide hockey with a top-class venue to continue our winter training programmes with international squads and players.” Scottish Hockey


Your part in the creation of the NPCS

2.13 The design of the NPCS should be both inspirational and aspirational for athletes and must combine all of the core facilities and, where appropriate, other sports facilities requirements highlighted in this document into a suitably impressive facility, which enhances the network of regional sports facilities that already exists in Scotland.

2.14 We are looking for a partner with the same ethos and understanding, with the same

drive and determination, and the ideas and inspiration to match that of our athletes. We need a partner who is as committed as we are to delivering a NPCS that makes a real difference to the performance of Scottish athletes on the international stage.

2.15 This partner should bring their expertise to deliver a facility which provides creative opportunities to attract private sector innovation and investment to match these aspirations.

2.16 The successful bidder will appoint an experienced design team who will work with

us to create an exceptional design that meets or exceeds our collective aspirations.

2.17 The chosen host will be responsible for procuring a contractor to build the facility, and on completion, will be required to manage and operate the facility.

2.18 In the case of the operational aspects of the facility, bidders are encouraged to look

at options for how this can be achieved, which will not compromise any of the objectives and be sustainable over the next 25 years.

2.19 Bidders should note that where proposals form part of a wider redevelopment of a

site, funding can only be used towards the upgrading of the facilities to form the NPCS, and cannot be used to fund the replacement of any existing facilities.


SECTION 3

USE BY SCOTTISH GOVERNING BODIES OF SPORT


3. USE BY SCOTTISH GOVERNING BODIES OF SPORT 3.1 sportscotland has consulted with the Scottish Governing Bodies of Sport (SGBs)

who have expressed an interest in being a key user of the NPCS to determine their facility requirements. This consultation has informed the core facilities to be included in the NPCS, although bidders may choose to enhance this to meet other identified or specific sports needs.

3.2 Following the consultation process, further work is required on refining details on the following:

The exact facilities requirements and likely timings of use by individual sports – particularly football;

The support services that are required, their likely timing, quantum and source of provision;

The willingness of the SFA and other SGBs to commit annual funding for use of the NPCS for at least five years to the owner and operator of the facility.

SGB Commitment

3.3 The SGB usage table in Appendix 5 has highlighted the approximate annual usage

needs of each SGB for each of the core sports spaces in the NPCS.

3.4 This requirement has been broken down into half day blocks for ease at this stage. A more detailed table of use will be developed and made available ideally during Stage 2, but certainly during the preferred bidder stage.

3.5 The table of SGB requirements should be taken as an indicative commitment from the SGBs to the NPCS, and as such, is to be used at this stage to enable bidders to establish a consistent income model for their business cases.

3.6 sportscotland will continue to liaise with the SGBs, and bidders, to secure several anchor tenants for the NPCS including Scottish football.

3.7 The Scottish FA can currently commit to the NPCS until 2018. However, the Scottish FA will make their best endeavours to ensure their longer term commitment to the NPCS as the future performance home for Scottish football subject to ongoing revenue negotiations.

3.8 Bidders should build on the usage proposed to meet their existing needs and gaps

while at the same time providing an inspirational environment for high performance athletes to train.


SGB Income and Facility Capacity

3.9 The NPCS will not only be a centre for high performance athletes but must also be accessible for use by developing athletes in the area it is located.

3.10 At present, the information highlighted in Appendix 5, shows the projected use by

the Scottish FA and SGBs for their performance facility needs. It also indicates the resulting capacity to bidders with which they can look to attract like minded sporting organisations to the facility as part of their business case model.

3.11 Bidders must clearly show how their proposals fit within their existing facilities estate and how their proposals will ensure improved access to world class sports facilities for all.

3.12 At this stage we are unable to provide bidders with exact information on the points listed but will ensure that we do so at Stage 2.

3.13 Bidders should use the information in Appendix 5 to build on the SGB use and

develop a robust business case to ensure the facility is financially sustainable on completion. There will be no additional revenue support for the NPCS and bidders must illustrate the impact on hosting this national facility within its existing sport and leisure estate to ensure an affordable compatibility is achieved for the long term good of sport in the area.

3.14 This business case should be based on current commercial rates for sports

facilities nationwide but they should also recognise that the individual SGBs will want to negotiate their own discounted rate to take account of their usage and alternative services offered. This agreement will be negotiated at preferred bidder stage but for the purpose of the bid, an indicative rate should be used for to determine the business case.

3.15 Notwithstanding these unknowns we can assure bidders that it is the intention of the Steering Group to encourage commitments from the SGBs to the total running costs of the facility but, again, we welcome creative solutions through collaboration and partnerships with the professional sports clubs, private sector organisations and business to ensure the majority of income and usage from the sporting pathways in the local area and beyond.

3.16 It should be noted that the income to the NPCS should be calculated excluding the

costs of any overnight accommodation at this stage.


SECTION 4

FACILITY REQUIREMENTS


4. FACILITY REQUIREMENTS 4.1 sportscotland invited the Scottish Governing Bodies of Sport to express their need

for performance facilities as a core part of the NPCS.

4.2 Of these sports, thirteen responded positively to playing an active role in the facility going forward; These are: Football, Rugby, Athletics, Cricket, Badminton, Squash + Racquetball, Volleyball, Hockey, Shinty, Equestrian, Basketball, Handball and Tennis.

4.3 These SGBs were invited to submit a business case for the inclusion of sport

specific spaces within the NPCS and sportscotland have reviewed all the submissions received and formed the list of core requirements noted above and our desire to create an appropriate national facility for multi-sport use at all levels.

4.4 Appendix 1 provides a summary of accommodation requirements by sport for the

NPCS. The sport specific requirements chosen for the core facilities do not represent the full list of submitted requirements but a balance of spaces determined by SGB need, commitment and affordability.

4.5 Outlined below are general site and facilities information and the core facilities

requirements that need to be included in the NPCS.

4.6 While the focus and priority for the NPCS is on the delivery of facilities for a number of identified key sports, facilities for other sports can be included where they meet a well evidenced need or strategic objective.

General Site Information

4.7 The NPCS requires a well located and attractive site ideally in the sole ownership and control of the bidder. If the site is not currently in the control of the bidder it should describe how it will be secured by December 2013 and describe the level of risk in not doing so.

4.8 The location of the bidders’ proposed site will be driven by the desire to create an exclusive destination for high performance athletes to train while at the same time offering easy access to the critical mass of sports users required to create a sustainable facility.

4.9 High performance athletes, as well as professional sportsmen and women, will be able to train in the best facilities currently available and in an environment which fosters success. The NPCS should cater for the needs of all sport’s top athletes.

4.10 This site must therefore be easily accessible from the country’s air, rail and road network and bidders will be required to demonstrate how the proposed site meets this requirement.

4.11 The site should have an attractive setting with the landscape, views and quality of

the facilities and services on offer reinforcing the NPCS’s objective to deliver performance at the highest level.

4.12 The arrival should be welcoming to all, but bidders should be aware that high

performance athletes at certain times of the year will demand privacy and


exclusivity to part or all of the facilities and the access arrangements should address this.

4.13 The landscape and setting should also give an appropriate sense of layered

privacy from public to private at key locations on the site so high performance athletes can concentrate on their goal without unwanted distraction.

Split Site Proposals

4.14 The preference is for the NPCS to be located on a single site, however, we recognise that functions can be located separately and bidders should specifically note where this is the case, which functions are separate and how this is managed.

4.15 Where this is proposed on separate sites, we specify the maximum distance from the ‘core’ of 5-10 minutes by coach or car. These core facilities – which require to be conjoined in a single location, are noted in the table below;

4.16 If bidders are proposing to redevelop and/or extend facilities on an existing site, the proposals should clearly identify which spaces are new build and refurbished and how these facilities are connected or their adjacencies are addressed successfully in the submission.

4.17 With all split site proposals, it is imperative that bidders provide an accessibility statement to demonstrate how this separation is resolved, without detrimentally affecting the world class experience of the NPCS.

Key Site Requirements

4.18 In summary, the NPCS site must meet the key criteria below;

The site or sites should have sufficient clear area to comfortably accommodate the NPCS and allow for potential future expansion or suitable sports related business use as part of a joined up masterplan development.

The requirement for facilities to be available at defined times of the day, week, month and year in order to serve the needs of a number of SGBs.

The design of buildings, their location on the site, and their integration with appropriate landscaping and the existing external environment must satisfy both the functional requirements set in this document and reflect our vision for the facility to have an appropriate ‘look and feel’.

The requirement for facilities to satisfy the environmental policies set out for their specific site location and by the Scottish Government at a national level.


Core Facilities – Outdoor

4.19 The core elements of outdoor facilities must as a minimum include the following:

Facility Type

One floodlit 3G synthetic grass training pitch for football and other suitable sports *

One floodlit natural grass “Hampden” sized pitch for football *

One floodlit natural grass “match” pitch for football *

Two natural grass training pitches

Two 60x40m natural grass Goalkeeper Training areas for football

Expansion area suitable for two additional pitches

* set out in Appendix 2

4.20 The supplementary elements of outdoor facility may include:

Facility Type

Two Floodlit natural grass training rugby pitches, as set out in Appendix 2 (alignment to ensure this provision can be shared with Shinty)

Athletics throw area (100m x 25m) with covered throwing centre

Beach Volleyball court (28x20m)

Athletics Endurance Trails and 1km perimeter track

4/6 asphalt surfaced tennis courts.

4.21 Access to a 400m Athletics track and field facility within close proximity of the site is

desirable, but not essential. In addition, any other outdoor facilities that the bidder can justify including in the NPCS. Indoor Facilities

4.22 The NPCS requires a well designed building which is not only fit for purpose meeting the requirements laid out in this Bid Document but also meets the aspiration of the Scottish Government and sportscotland to deliver a world class national facility to rival any around the world fostering the spirit of high performance athletes in their desire to be the best they can be.

4.23 This feeling of being part of something special must continue as you enter the building. The sense of quality, from the scale of the spaces down to the touch and feel of the materials, should resonate throughout the public spaces of the facility and into the sports spaces beyond.


Core Facilities – Indoor

4.24 The core elements of indoor facilities must as a minimum include the following:

Facility Type

One full size indoor third generation (3G) synthetic grass pitch for football and other suitable sports, with spectator seating for 1,000 people.

One 9 badminton court Sports Hall (52x28m) with spectator seating for 500 people.

Fitness Suite, Strength & Conditioning and other support facilities. Size to be determined – min. 100no. stations.

Health & Wellbeing facilities for various physical therapies (incl. hydrotherapy pools)

Changing accommodation for Indoor and Outdoor Facilities Number determined by final sports accommodation and pitch provision

Office and meeting room accommodation for SGB Performance staff and facility staff.

4.25 While not a core facility, the provision of suitable hotel accommodation, preferably on site, is a key component of the NPCS. This is highlighted in the following sections.

4.26 Also important to the operation aspects of the educational side to the NPCS, is the provision of suitable conference suites, teaching rooms and a 200-seat lecture theatre. While the preference is for this facility to be conjoined with the sporting facilities at the NPCS, if suitable high quality accommodation exists on the proposed site within a 5-minute walk, and offers up-to-date audio-visual IT provision, then this may be acceptable.

4.27 This aspect of the NPCS will provide an opportunity for the operator to enter the educational, corporate and sporting markets which will be an excellent development in the field of world class coaching in Scotland.

4.28 The supplementary elements of indoor facility may include:

Facility Type

3/6 lane athletics straight (with areas for throwing and jumping if required)

Three glass-backed Squash Courts with moveable walls.

Beach Volleyball Hall (28m x 20m)

Dojo or Studio(s) for martial arts, and for general or specific training

Tennis hall containing 4 no. acrylic surfaced courts.


4.29 Access to a 6-lane 25m Swimming Pool within close proximity of the site is desirable, but not essential. In addition, any other Indoor facilities that the bidder can justify inclusion in the NPCS.

4.30 In considering a choice of site, bidders should also consider the possibility that the

NPCS will in time need to expand to meet the needs of the country’s performance athletes and as such provision should be made to ensure that future expansion of the indoor facilities is possible in the long-term.

4.31 Refer to Appendix 4 for examples of facilities of similar scale and aspiration.

Provision of overnight accommodation at NPCS

4.32 The NPCS will be a world class sporting facility and, as such, should become a destination for teams, athletes and coaches from around the world for training camps, coaching and education courses, or events of more than one consecutive day.

4.33 For this reason, an important aspect of NPCS is the provision of good quality

overnight accommodation, informal social and formal dining areas where athletes can relax and eat together, and the provision of food and beverage that meets their nutritional needs.

4.34 The branding and finishes in any hotel proposed for the NPCS site should be designed specifically to reflect its unique setting and reinforce the purpose of the athletes visit.

4.35 Bidders should note that funding will not be used to assist in the provision of overnight accommodation. For this reason it is expected that bidders will be required to demonstrate that this element is self-financing based on a combination of both sports and non-sports related revenue.

Location of overnight accommodation

4.36 The ideal scenario would be for hotel accommodation to be co-located with NPCS.

We recognise that this may not be possible, therefore it must be in close proximity. 4.37 As a minimum however, for a bid to be compliant at Stage One we require details

of how bidders can provide the following at their selected location:

Hotel accommodation of a 3 / 4 Star standard should be located adjacent to the NPCS sporting facilities. If this is not possible, accommodation provided within a 5-10 minute walk of the proposed bid location will be considered.

4 or 5 Star hotel accommodation should be available within 15 miles of the proposed bid location.

Demand for overnight accommodation

4.38 We envisage demand for overnight accommodation will be driven by sports wanting to use the NPCS over a number of days both at weekends and on weekdays. We recognise that depending on the location of the site and the existing hotel and tourism infrastructure in the area that the hotel will be open to the public.


4.39 We therefore expect that the demand for rooms from sport and the NPCS will provide a base income for any new-build facility proposed or, by negotiation, be provided within existing hotel accommodation near the site.

4.40 The SFA has developed detailed forecasts for the level of hotel accommodation. Current estimates suggest that in 2016 they will need to purchase approximately 554 room nights (764 bed nights) in 5 Star accommodation and 2,100 room nights (3,600 bed nights) in 3 / 4 star accommodation.

4.41 We will continue to work with the SFA and the other sports to identify their needs.

Commitment to use overnight accommodation

4.42 We recognise that a commitment to purchase a given number of ‘room nights’ and/or ‘bed nights’ over a defined period will form a key part in assisting the viability of investment in new overnight accommodation and projections have been sought from the individual SGBs.

4.43 The Scottish FA, for example, currently spend over £400,000 per annum in this

area (incl. associated food and beverage) and expect this to rise due to changes in the way which its programmes operate.

4.44 The SFA is currently preparing a detailed paper on their accommodation and food and beverage requirements. This will be made available during the clarification period in January 2013 and will include an indication of target room rates and examples of their nutritional requirements.

4.45 The hotel rates and appropriate level of commitment from all SGBs will be determined by negotiation with the successful host at preferred bidder stage.


SECTION 5

BID PROCESS


5. BID PROCESS

5.1 The aim of this bid process is to identify a partner(s) who can work with us to

deliver the National Performance Centre for Sport by early 2016. It is expected that the NPCS will play a key role in the development of performance sport in Scotland over the next 25 years.

5.2 A Steering Group has been established to oversee the bid process. The Group is

chaired by Stewart Regan, Chief Executive of the Scottish FA and is made up of representatives from sport, business, the Scottish Government and sportscotland.

5.3 sportscotland however is the guardian of this process and has overall

responsibility for delivering the project on behalf of the Scottish Government. sportscotland will lead on the management of the bid process in conjunction with the Steering Group.

Participants

5.4 sportscotland wish to secure the involvement of key partners to deliver the NPCS.

These will crucially include local authorities and others in the public, voluntary and commercial sectors. All prospective partners will need to consider carefully how best they can contribute to the national sports facilities picture whilst also meeting their own regional and local needs.

5.5 The collaboration of these key agencies and participants will be essential if the

programme and timetable for delivery of facilities are to be met. Other key participants within the process will include national governing bodies of sport, higher and further education, clubs and commercial organisations. There will be an element of varying expectations amongst participants, however this process will be managed by sportscotland in order to avoid any unnecessary expense to bidders and their team.

The Application Process

5.6 A two-stage application process has been adopted, which will run for approximately 6 months from the point the Bid Document is issued up to the appointment of the preferred host. Outlined overleaf are the key steps of the process and an indicative timetable. This plan endeavours to keep the stages of the application process and the submission requirements of potential bidders to a minimum.

5.7 sportscotland reserves the right to vary this timetable and will notify interested parties if it does so.


Key Steps Date

Bid Document Issued.

Mid December 2012

Briefing presentation for interested parties at Hampden.

w/c 14 January 2013

Assistance Phase - timeslot for questions and enquiries relating to the Bid Document and Stage One applications.

w/c 14 January 2013

Stage One Submission. Applications should be prepared and submitted to sportscotland. sportscotland will provide support to bidders as they prepare their Stage One applications.

December 2012 to February 2013 Submission date – 15 February 2013

Stage One Assessment Stage.

February to March 2013

Shortlist of applicants invited to work up Stage Two applications.

29 March 2013

Stage Two Submission Applications should be prepared and submitted to sportscotland. sportscotland will provide support to bidders as they prepare their Stage Two applications.

April 2013 to June 2013 Submission date – 14 June 2013

Stage Two Assessment Stage.

June to July 2013

Preferred Bidder Announcement

Summer 2013

Summary

5.8 Both stages of the application process will be assessed by sportscotland, and

representatives of the Steering Group, against a set of specific evaluation criteria. Details of the evaluation criteria can be found in Section 6.

5.9 The information we need at each of the stages and how this will then be evaluated

is summarised as follows:


Stage One

The information we require at Stage One is purposefully light, to ensure bidders can prepare a bid in a time and cost efficient manner. This will allow us to determine whether bids are compliant, and, if so, how they meet the aims and objectives set out in this Bid Document and demonstrate a clear understanding of the NPCS vision in the outline proposals.

All bidders will be required to submit a Stage One Application Form and the Stage One evaluation will be carried out against the evaluation criteria set out in Section 6.

We will then advise bidders of the outcome of their Stage One submission and follow up with the bidders as appropriate. We intend to take a shortlist of bidders forward to Stage Two, although this is entirely dependant on the quality of submissions that we receive.

Throughout the bid process, bidders are encouraged to attend any briefing meetings and to maintain contact with sportscotland, to update on progress and to raise queries or seek clarifications on any part of the bid process

Stage Two

For those bidders who are successful at Stage One, a more detailed submission will be required at Stage Two. This will include design proposals up to RIBA Stage C and more detailed operational, financial and management information.

A more detailed assessment will then be carried out against the same evaluation criteria set out in Section 6. Please note that this scoring matrix is currently being developed and will be made available to shortlisted bidders at Stage 2.

Preferred Bidder

A preferred bidder will then be appointed in Summer 2013. A period of exclusivity will follow, where the preferred bidder will be required to develop its proposal to a more detailed stage (likely RIBA Stage D with a Full Planning Application submission) and liaise with sportscotland and the SGBs to agree contractual terms.

It is anticipated that the preferred bidder will be appointed as the successful host of the NPCS at the end of this period.


SECTION 6

EVALUATION AND ASSESSMENT CRITERIA


6. EVALUATION AND ASSESSMENT CRITERIA 6.1 The information provided by applicants in their Stage One and Stage Two

submissions will be assessed against the evaluation criteria set out in this section of the Bid Document. The evaluation criteria will apply to each of the application stages, where Stage One will consist of a compliance checklist and high level evaluation, and Stage Two will involve a detailed assessment of the proposals. The level of information required from bidders at each of the stages is explained in this section.

6.2 As outlined in the timetable, clarification meetings will be held with applicants to

ensure a full and robust evaluation of the application can be made and to enable the right partner is identified.

6.3 The following paragraphs provide an overview of the key criteria upon which

applications will be assessed. Stage 1 – Compliance and Initial Assessment Stage 6.4 There will be an initial compliance check to ensure your organisation’s bid meets

with the following minimum criteria:

You are an eligible organisation and enclose a formal minute of the decision of the governing board, demonstrating their organisation’s support for the project.

You have fully completed a Stage One Application form and submitted the supporting information required.

Confirmation that you can deliver the required ‘minimum facility requirements’.

6.5 If your bid does not comply with these minimum criteria we will write to inform you

directly of any omissions immediately. You will then have a seven day period to submit the missing information. If this information has not been forwarded by the end of this period, we will write to inform you that your submission will not be taken any further and your application has been unsuccessful.

6.6 We would then undertake an initial assessment based on the following five areas:

1. Sports Impact & Strategic Need

2. Technical Information

3. Management

4. Financial

5. Legal & Planning

6.7 The review of the sites, and the bidder organisation and design team, will be assessed on their specific ability to deliver the NPCS with the criteria highlighted in the table below. Each will be scored out of 5 and given an initial score out of 100.


CRITERIA

Sports Impact & Strategic Need

Does the proposal fully align with NPCS vision?

Does the proposal deliver NPCS ‘core facilities’ requirements?

Does it fill geographic gaps identified by SGBs?

Is there a strong performance focus in the programme of use?

Has an innovative approach been taken to achieving the vision for the NPCS?

Added value?

Technical

Site analysis; location and accessibility

Overall design and layout of facilities

Quality of proposals

Are costs realistic and value for money?

Deliverability

Innovative approach to facility design

Added value?

Management

Good understanding of NPCS vision?

Appropriate operational model with a commitment to the NPCS?

How and who will manage and operate the facilities?

Design team structure and relevant experience?

Ability to deliver project of NPCS stature?

Financial

Is the proposal viable in capital and funding terms?

Is the proposal operationally viable?

Are income/expenditure assumptions realistic?

Evaluation of risk

Consideration of any proposed arrangements between bidder and others

Legal + Planning

Applicants legal status

Evidence of security of tenure

Constraints or restrictive conditions over the site?

Is planning permission likely to be achievable and the timescale realistic?

is the proposal likely to require an Environmental Impact Assessment?

Does the site allow for the future expansion of the NPCS?

If your bid is successful and you are shortlisted, we will write to advise you of this and issue you with a Stage Two Application Form to complete.


Stage 2 – Detailed Assessment Stage

6.8 This section describes how we will evaluate Stage Two applications submitted by bidders. Bidders will be expected to have worked up their bids in more detail by this stage.

6.9 The evaluation criteria in Stage Two remain as the following five areas:

1. Sports Impact & Strategic Need

2. Technical Information

3. Management

4. Financial

5. Legal & Planning

6.10 The Steering Group has developed a weighted scoring matrix to assess each of the

headline areas, as described in the table below.

CRITERIA WEIGHTING


25%

Technical

20%

Management

15%

Financial

25%

Legal & Planning

15%



6.11 This section is intended to evaluate the sports-specific aspects of the application and analyse how the proposal delivers against the key objectives of the NPCS.

SPORTS IMPACT & STRATEGIC NEED (25%)

Key Assessment Areas

Key Objectives Does the proposal fully align with the vision for the NPCS

Are the facilities requirements of the SFA fully met

Are the facilities requirements of the core SGBs met in full or in part

Does the proposal address the performance needs of any other sports

Is there a strong performance focus in the projected programme of use

Are the projected usage levels and commitment realistic

Strategic Links

Does the proposal link in with SGB development pathways

Does the proposal link in with relevant sports development programmes

Regional sporting infrastructure

Educational establishments

Coaching and volunteering

Wider Strategic Links

Professional Sports Clubs

International Sporting Organisations

Business sector - coaching and mentoring through sport

Higher and Further Education


Technical Information

6.12 This section is intended to assess the quality, cost, accessibility and functionality of the proposed design.

TECHNICAL (20%)


Overall Design Site Analysis

Overall design and layout of facilities

Quality of specification – external and internal

Meets requirements of identified sports

Capital Costs Are costs realistic and value for money

Robustness

Allowances (fees, contingencies, inflation)

Accessibility Equalities Act & Inclusivity

Lifecycle/ Maintenance

Planned Maintenance Reactive Maintenance

Environmental Best practice design

Sustainability

Other

Added value

Innovative design approach


Management

6.13 This category is intended to assess the merits of both the bid/project management and also the long-term facilities management.

MANAGEMENT (15%)


Applicant Team

Expertise, experience and skills of project team

Examples of similar projects delivered

Sign up of key partners

Ability to deliver

Resources

Project management/champion

External Partners Management of partners

Incorporated into organisation

Agreements (usage/ service)

Integration

Long Term Management Proposals Structure

Management and operational model proposed

Staffing Experience of management team

Staff development and training

Cost effective Maximise income/usage

Deliverability


Financial

6.14 Bidders will need to demonstrate an affordable and sustainable project The key questions around financial evaluation of the applications are:

FINANCIAL (25%)


Funding Package

Adequate and achievable

Evidence that any other funding required will be secured

Risk

Long term sustainability (revenue/business planning)

Sinking fund

Assumptions

Deliverability of income/ expenditure streams

Usage agreements

Maintenance/Replacement/Extension

Risk

Sensitivity Analysis Deficit Finance

Procurement process

Robustness (timescale, methodology)

Affordability

Value For Money

Level of funding request

Overall Financial Viability


Legal & Planning

6.15 It is not essential to obtain planning consent for projects submitted as Stage One applications although ‘In-Principle’ approval will be required prior to Stage Two submission. Given the likely scale and visual impact of the proposed indoor facilities, applicants should indicate what consultations have taken place to identify any planning constraints and how they will be overcome in order to secure the necessary planning consents. Where conditions are likely to be attached to planning consents, applicants should take account of any financial implications in the financial evaluation process.

6.16 Applicants should demonstrate that they comply with national and local planning

policy. Relevant guidance is provided in the statutory development plan and national guidance.

6.17 In addition, legal input will be sought as part of the contractual process of providing

capital funding to applicants.

LEGAL & PLANNING (15%)


Planning Permission / Policy Does the site allow for future expansion of the NPCS

Is the site located in an accessible location for a range of travel modes

Is planning permission likely to be achievable and is the timescale realistic

Risk of referral to Scottish Minsters

Fit with national and development plan policy

Legal Security of tenure

Memorandum and Articles of Association

Company Structures


Worked Example of scoring matrix

Criteria Total Score (out of 100)

Weighting (%) % Score


25%

Technical 20%

Management 15%

Financial 25%

Legal & Planning 15%

Total 100%

Summary

6.18 Please note that we reserve the right to alter the evaluation criteria and methods if necessary. In this case, applicants will be notified of any changes and advised of the impact on their submissions. However, it is unlikely that any changes will be made to the headline criteria noted in this section. Applicants may therefore wish to use the questions outlined above as a ‘checklist’ to ensure that their application provides all of the necessary information.


SECTION 7

RESPONSES AND ENQUIRIES


7. RESPONSES AND ENQUIRIES 7.1 If your organisation is interested in working in partnership to develop the identified

facilities, please respond in writing using the application response structure set out in Appendix 6 by 12 noon on the 15 February 2013 providing three copies plus an electronic copy. All applications are to be submitted to:

Mark Cowan Head of Facilities sportscotland Doges Templeton-on-the-Green 62 Templeton Street Glasgow G40 1DA.

Email: [email protected] Tel: 0141 534 6500

All enquiries should also be made to Mark Cowan at the above address.

7.2 sportscotland together with its appointed consultants will evaluate the information

supplied by respondents. Respondents may then be asked to provide further information and may be interviewed or asked to make presentations to sportscotland and its consultants. It is not intended that respondents in developing their proposals at this stage should incur significant expense.

mailto:[email protected]

Documents

National Performance Centre for Sport