Northern Territory Delivery Plan - Scottish Futures Trust · North Territory Delivery Plan -Rev 30 7 10-Final . 3.3 Reciprocal review at local level will form a part of the review

NORTH TERRITORY hub DELIVERY PLAN

30th July 2010

2 North Territory Delivery Plan -Rev 30 7 10-Final

CONTENTS

Page

1. Executive Summary 3

2. The North Territory hub 5 3. Introducing the Delivery Plan 6 4. North Territory Hub Vision 7 5. North Territory Hub Purpose 7 6. North Territory Hub Objectives 8 7. Working in Partnership 10

8. Service Integration 10

9. Benefits Realisation 11

10. Benchmarking against Leading Practice 12 11. Private Sector Development Partner 12

12. Community and Social Benefits 14 13. Hubco Structure And Operating Arrangements 14 14. Programme Director 16 15. Identified Projects 17

Appendix 1: Scottish Futures Trust 18

Appendix 2: The National Context 20 Appendix 3: Community Benefits and Engagement 24

Appendix 4: North Territory Hub Project Pipeline 42


1. EXECUTIVE SUMMARY 1.1 The hub programme is a means of procurement delivered over 20 – 25

years through a Joint Venture Company, which incorporates new build, refurbishment, facilities management and strategic delivery. It provides a value for money platform that maximises return on investment, efficiency in process and effectiveness in delivery for the public sector. It encompasses a range of services which may include estate management, service planning, and regeneration activities.

1.2 Five territories have been identified across Scotland, two of which are

piloting the hub. One of these is in the South East Territory and the other is the North Territory hub.

1.3 At its core, the scope of the programme is to deliver community building

solutions more efficiently, and affordably. This will be accomplished through fit for purpose and time efficient processes aimed at achieving Best Value criteria. A key emphasis within this is to facilitate the provision of more joint services across a range of partners within communities, including local authorities and health boards.

1.4 The hub programme constitutes a key part of the Scottish Government‟s

intention of improving the efficiency and effectiveness of infrastructure investment in Scotland. This is to be realised by promoting collaboration between the public and private sectors, leading to better value for money and improved public services.

1.5 The Scottish Futures Trust has been established to promote this intention,

ensuring effective approaches to efficient financial investment and procurement. The Trust is a Government owned company set up to improve public infrastructure investment, more detail of which is provided in appendix 1 of this delivery plan. More detail of the national context is provided in appendix 2.

1.6 There are already good examples of the development of joint facilities in

Scotland. The hub provides the means by which such assets can be delivered more effectively through a single Private Sector Development Partner.

1.7 A long term, close partnership will be developed between the public sector

partners and the Private Sector Development Partner, from which all partners will share business benefits. This arrangement will lead to better value for money and more effective, joined up service delivery over an extended period of time.


1.8 The hub programme has been developed from two successful procurement models in England and Wales:

Building Schools for the Future NHS Local Improvement Finance Trust

1.9 The Scottish Futures trust supports the hub pilot in the North Territory,

which is one of two Scottish Pathfinders. 1.10 Together these two pilots aim to provide substantial investment in schools,

health, neighbourhood services and other community facilities. These pilots will prepare the ground for achieving value for money in wider scale investment in the future.

1.11 It is envisaged that there will be a hub company (hubco) in each of the five

geographical territories across Scotland:

1. West 2. South West 3. East Central 4. South East 5. North


2. THE NORTH TERRITORY HUB

North Territory hub

West (pop. 1,178,000)

South West (pop. 1,089,000)

East Central (pop. 1,030,000)

South East (pop. 888,000)North (pop. 901,000)

2.1 The public sector partners who have committed to work together in the

North comprise: Eight local authorities

o Aberdeen City Council o Aberdeenshire Council o The Moray Council o Argyll and Bute Council o Comhairle nan Eilean Siar o The Highland Council o Orkney Islands Council o Shetland Islands Council

Five NHS Boards

o Grampian Health Board o Highland Health Board o Orkney Health Board o Shetland Health Board o Western Isles Health Board


Two regional Police Boards

o Grampian Police o Northern Constabulary

Two regional Fire and Rescue Service Boards

o Grampian Fire and Rescue Service o Highlands & Islands Fire and Rescue Service

Scottish Ambulance Service 2.2 These partners will work together to develop community based projects

through the hub programme. 2.3 A Private Sector Development Partner will be procured to deliver agreed

projects throughout the whole territory, in conjunction with a supply chain methodology. A Partnering Agreement will set out the rights and obligations of all parties, including the provision of partnering services by the hubco and the exclusivity provisions from the public sector partners.

2.4 The procurement of the Private Sector Development Partner will be

completed in December 2010 following a competitive process. 2.5 Revenue funding of £1.4m over five years has been made available to

each territory to cover start up and project development costs. A further £30m of capital enabling funding is available in total on a similar basis across Scotland, against which each territory will be able to claim a share.

2.6 The North hub is well placed to benefit from recent further Government

investment in mainstream schools development, such as primary schools, and may contribute to the delivery of this accordingly.

2.7 It is anticipated that projects delivered by the North hub will comprise a

mix of new build, and refurbishment projects.

3. INTRODUCING THE DELIVERY PLAN 3.1 This plan sits within the context of other existing and developing

documented tools, which include the Territory Partnering Agreement. 3.2 The Delivery Plan will be reviewed on an annual basis. The review

process will be reciprocal with partners‟ corporate and asset planning and any strategic assessments being undertaken.


3.3 Reciprocal review at local level will form a part of the review of the

Delivery Plan, with local delivery plans being formed and reviewed in the process. It is intended that a Local Delivery Plan will be established for each Community Planning Partnership area.

4. NORTH TERRITORY HUB VISION 4.1 The North hubco constitutes a long term strategic partnership between

public sector partners and the Private Sector Development Partner. 4.2 The hub programme incorporates new build, refurbishment projects and

strategic services. 4.3 The vision of the North hub is: To provide cost effective and integrated community based facilities and services

that meet or exceed the public’s needs and expectations. 4.4 The hub provides a singular opportunity for the North Territory to benefit

from a bespoke procurement model, which maximises the impact of public spend in support of whole service delivery across partners to the ultimate benefit of the Participants‟ customers.

4.5 The hub will develop a long term partnering arrangement beyond that of

commercial gain, as never developed before, ensuring that the public purse benefits are maximised to mutual advantage.

5. NORTH TERRITORY HUB PURPOSE 5.1 The vision of the North hub will be achieved through:

5.1.1 Client focused joint working between partners within the community.

5.1.2 Creating community based building solutions that bring together providers to deliver integrated services in support of local priorities.

5.1.3 Delivering facilities fit for purpose that are of a quality design and encourage community use and among other requirements consistent with “A Vision for Health” produced by Architecture and Design Scotland.

5.1.4 Delivering buildings that meet anticipated legislative, economic, environmental and technological challenges and opportunities.

5.1.5 Implementing a procurement programme that provides economies of scale and sharing of expertise & lessons learned.

5.1.6 Implementing a procurement programme that results in improved levels of employment and training within the community.

5.1.7 Optimised use of public resources.


5.1.8 Engaging with schools, colleges and universities to create interest and opportunity for the construction and design industry.

5.1.9 Local economic benefits through such means as increased employment prospects.

5.1.10 Continually reviewing practices and outcomes across a series of procurements, enabling lessons to be learnt in order to improve delivery.

5.1.11 Developing and benchmarking leading practice, making best use of technology and innovation.

5.1.12 Sound research and analysis, drawing on stakeholder consultation at an early juncture and throughout programme delivery.

5.2 Specific services the hub is likely to support include:

Local community planning Health care Social care Neighbourhood management Adult and children services Housing Community safety Primary and community education Social and economic support Voluntary and community services

6. NORTH TERRITORY HUB OBJECTIVES 6.1 To develop readily accessible and sustainable facilities and services that:

6.1.1 Are customer focused and deliver agreed outcomes 6.1.2 Meet the need across the full range of communities 6.1.3 Provide Best Value 6.1.4 Are accessible to all 6.1.5 Secure sustainable employment opportunities 6.1.6 Support local small and medium sized enterprises and social

enterprises 6.1.7 Help rationalise transport infrastructure and patterns 6.1.8 Support delivery of single outcome agreements

6.2 To work with Community Planning Partnerships to help provide fit for purpose facilities for all.

6.3 To provide facilities and services in line with community and regeneration

objectives and partner corporate/capital plans.


6.4 To provide new facilities, to replace those that are not fit for purpose and to meet developing delivery strategies and needs.

6.5 To prioritise infrastructure development, achieving Best Value across

partners. 6.6 To develop projects with continually improving delivery times within

integrated public sector planning and services. 6.7 To support joint improvement plans and actions that enhance co-

ordination & expertise and complement new and developing Joint Future Initiatives.

6.8 To deliver community facilities that support shared services, incorporating

improved service integration and efficient delivery of outcomes. 6.9 To develop assets that:-

6.9.1 meet environmental and economic challenges and opportunities 6.9.2 provide value for money 6.9.3 make best use of innovation, smarter working and technology

6.10 To identify and make cost effective use of a wider skills pool to supplement existing capacity, optimising joint premises and infrastructure solutions.

6.11 To provide cost effective means of procurement that meet partner

requirements, secure Best Value and achieve affordability constraints. 6.12 To develop projects promptly and efficiently. In order to achieve these objectives the hubCo will: 6.13 Consult with Community Planning Partnerships and other community

agencies, participating organisations, elected members & chairpersons, the Scottish Government and other stakeholders and relevant parties within a clear communication strategy and plan

6.14 Identify and implement appropriate governance arrangements within a model of programme management informed by proven techniques and leading practice

6.15 Identify and deliver agreed projects 6.16 Provide effective financial and risk management 6.17 Agree and implement a mutually beneficial Partnering Agreement


7. WORKING IN PARTNERSHIP 7.1 The North hubco will engage with its public and private sector partners

actively and flexibly to better meet respective needs. It should adopt early and ongoing dialogue with Community Planning Partnerships as the prime means of engagement with communities across the North Territory.

7.2 An imperative of the hubco is to assist communities and partners to

maximise collaborative gain. This will be achieved through competent procurement & design, delivery, and facilities management services..

7.3 The hubco should engage and consult with stakeholders to ensure that the

hub maximises its impact on the improvement of community facilities. Scottish Government National Standards for Community Engagement will inform the hub‟s engagement activities.

7.4 Existing frameworks, agencies and relevant scheduled meetings will be

used to further practical engagement wherever possible. 7.5 A series of roadshows in the procurement stage will provide feedback that

will be used in ensuring that the hubco delivers against needs as best it can.

8. SERVICE INTEGRATION 8.1 A key aim of the hub is to provide community buildings that facilitate

delivery of client focused shared services and maximise mutual benefit. 8.2 The delivery of the hubco‟s purpose will by necessity meet community and

partner operational priorities, budgetary & other resource considerations, and decisionmaking processes.

8.3 The developing hubco will identify and meet the service needs of the

respective partners. This will be achieved through engaging with partner business models, operating procedures, decisionmaking processes, and procurement practices. It is recognised that these will be diverse in nature and feature varying degrees of prioritisation and timing.

8.4 The hubco will work with its stakeholders, recognising and respecting

differing operational styles and cultures. It will endeavour to help maximise strengths in diversity, whilst also aiming for consistency of practice.

8.5 Any existing and emerging organisational and/or collaborative strategies

and plans will be identified and supported. Any commonalities or synergies will be promoted as appropriate in accordance with partner priorities and processes..


The Board members of the hubco will play a key role in achieving the necessary levels of integration, enabling the hubco to minimise waste and drive up value in its systems and processes.

9. BENEFITS REALISATION 9.1 Proven business and programme management techniques will be

assimilated into a model of leading practice for the hubco. Objectives and anticipated benefits will be identified and agreed at the outset through project initiation and business case preparation and development. The timings and means by which objectives and benefits will be reviewed will be identified within the life cycle of the programme and of specific projects. These will be set within through the programme plan, local plans, project plans and the hubco‟s business plans as appropriate.

9.2 Performance comparisons will be made against other procurement and

related practices, in order to establish baselines against which the benefits of respective projects and the hub programme itself can be assessed.

9.3 Benefits will be systematically assessed as they accrue against the

predetermined objectives and anticipated benefits. Analysis will feed into hubco improvement planning and resourcing, taking into account any changes in the business environment.

9.4 An integrated model of programme management and performance

management will be developed as the projects and programme are implemented. The model will incorporate business benefits planning and realisation, within a managed opportunities and risks framework.

9.5 The public sector partners and Private Sector Development Partner will

agree appropriate evaluation measures and review processes within a scope of agreed performance indices. The latter will range from contract binding metrics through to continuous improvement objectives, which will in turn inform contractual obligations.

9.6 Assessing Social and Community benefits will form an integral and

essential part of the benefits realisation process and will be informed by leading practices. For example, the Scottish Government supports the use of a standard form for measuring Social Return on Investment. Social Return on Investment is a way in which an organisation can look at what it does, measure the difference that activity makes to people's lives, and tell a robust story about that difference or impact. It uses financial comparators or 'proxies' to report on the impact made.


10. BENCHMARKING AGAINST LEADING PRACTICE 10.1 The North hubco can develop knowledge management capacity,

identifying and disseminating leading practice as appropriate within and outwith the Territory.

10.2 The North hubco should identify leading organisations, against which it will

benchmark particular aspects of its business, in order to maximise added value and eradicate any waste.

10.3 At all times, the hubco will work with its partners and stakeholders to

ensure compatibility of business and operational values and process. 11. PRIVATE SECTOR DEVELOPMENT PARTNER 11.1 The successful procurement of the Private Sector Development Partner is

crucial to the success of the hubco. 11.2 The Private Sector Development Partner will invest in the partnership and

manage agreed delivery of the procurement, maintenance and improvement of community facilities across the North Territory . The partnership contract will provide exclusivity for 10 years .

11.3 The Private Sector Development Partner should have access to the

partners relevant local service development plans so that value can be added through the input of ideas and suggestions as they are developed.

12. COMMUNITY AND SOCIAL BENEFITS 12.1 The hubco will support the delivery of new and/or improved fit for purpose

community facilities. 12.2 The hub programme aims to achieve economies of scale in construction,

shared facilities and specialist contribution, as well as improved practices and reduced waste. A systematic programmed approach will reduce waste, attract investment and improve the efficiency of delivery of community-based facilities.

12.3 Consistency in business and programme management will enable the

embedding of leading practice, supported by appropriate technology and relevant skills. This will result in greater efficiencies and service improvements.


12.4 Long term arrangements will provide opportunities to develop the most suitable business models to support delivery, locally and across the programme.

12.5 Additionally, a range of alternative service delivery options could be

developed together and/or in partnership with the private sector. 12.6 An efficient and sustainable programme of prioritised procurement of

community based projects can target investment in support of service delivery. This should result in improved accessibility to services, help address increased service demands and contribute towards achieving Best Value in service modernisation.

12.7 The hub programme will aim to provide added value community benefits

within the Territory, including:

Targeted recruitment and training via long term community based partnering within a Partnering Agreement

Access to the supply chain for Small and Medium Enterprises and Social Enterprises through supply chain management Facilities and practices that support partners in meeting their requirements in respect of such matters as community engagement and environmental and economic sustainability

13. HUBCO STRUCTURE AND OPERATING ARRANGEMENTS 13.1 The hubco will comprise a commercial joint venture owned jointly by the

Territory‟s local public sector partners, the national public sector shareholder (Scottish Futures Trust) and the Private Sector Development Partner.

13.2 Ownership of hubco will be based on an equity capital arrangement with a

proposed split of 60% by the Private Sector Development Partner, 30% by the local public sector partners, and 10% by the Scottish Futures Trust.


hub Structure

P rivate S ector Development

P artner

L ocal P ublic S ector

s hareholders

S cottis h Minis ters /S F T

hub C o

Interes t and Dividends

10% S hare of E quity and S ub Debt


30% s hare of E quity and S ub Debt


60% s hare of E quity and S ub Debt

S hareholders Ag reement

13.3 On formation of the hubco all partners will sign a Partnering Agreement,

which sets out the rights and obligations of the parties to the agreement. This will include the provision of agreed partnering services by hubco and the agreed „exclusivity‟ provisions from the public sector partners.

13.4 Core services will be provided by the hubco‟s workforce, with contract

specific services by the hubco as required. 13.5 Under the exclusivity arrangement agreed by the Territory partners the

hubco is given first opportunity, within defined criteria, to put forward proposals for projects to be developed. The exclusivity agreement will be subject to regular review, monitoring performance against robust key performance indicators.

13.6 The hubco takes responsibility for ensuring that appropriate arrangements

are in place to achieve satisfactory delivery of the programme of agreed projects.

13.7 The hubco needs to work within accepted governance frameworks and

therefore meet decisionmaking processes and arrangements already established by the partners.

13.8 In addition to this during the procurement stage, each partner has

expressed their commitment to partnership working and in governance of the hub by agreeing to:


A Letter of Intent to participate in the North Territory hub pathfinder A Memorandum of Understanding The Programme Board‟s Constitution

13.9 The North Territory‟s Programme Board comprises senior officers from the

Territory‟s public sector partners. Board meetings are attended by key Scottish Futures Trust representatives who also support the ongoing work of the Board and the hub. The Board is also attended by the Territory Programme Director and Project Manager.

13.10 The Board has the responsibility for agreeing all key stages in the

development and preparedness of the hubco and for reviewing performance and ensuring satisfactory progress. A schedule of meetings has been set in place.

13.11 A fully engaged Board is a vital element in the future success of the

hubco, with Board members taking active ownership of their role, responsibilities and any tasks and/or processes taken on by them. Board members are responsible for ensuring that their organisation makes decisions and undertakes actions as required to support the business of the hubco.

13.12 As the programme and the hubco develop, governance arrangements will

be reviewed. This is necessary to ensure continued effectiveness of communications, and delivery of appropriate roles and responsibilities, across partners and associated stakeholders.

14. PROGRAMME DIRECTOR 14.1 The North Territory‟s Programme Director, in consultation with the

Territory Programme Board has responsibility during the procurement stage will:

Ensure that the North hub meets its milestones within a clear strategic

plan Manages relationships with and between stakeholders to the benefit of the

North Territory and the Territory‟s partners Ensures that there is adequate resource to meet development needs and

programme requirements Manages the Territory Revenue budget Provides adequate communications to meet the needs of the Board, the

partner organisations and other stakeholders Champions partnership working between all partners and stakeholders,

including Community Planning Partnerships, focused on achieving the hub vision and purpose


15. IDENTIFIED PROJECTS 15.1 There are three identified projects for the North Territory hub Programme.

These are:

Aberdeen Health Village with the lead agency being NHS Grampian A development including Aberdeen City Council, Grampian Police and NHS Grampian to create a Hub from which the City Diagnostic & Treatment Services will be delivered.

Woodside Medical Practice with the lead agency being NHS Grampian

The proposed new Medical Centre will replace the existing Health Centre and will also include services transferred from Tillydrone Clinic.

Tain Health Centre with the lead agency being NHS Highland

The proposed new health centre will replace the existing health centre and will also include services transferred from Tain Dental Clinic.

15.2 The total value of these projects is estimated at £33m. A Potential project pipeline is included in appendix 4 for information. This pipeline is aspirational and currently remains under review.


Appendix 1

SCOTTISH FUTURES TRUST The aims of the Scottish Futures Trust are:

1. To improve the efficiency and effectiveness of infrastructure investment in Scotland, leading to reduced costs, better value for money and improved public services, by working collaboratively with public bodies and industry

2. To act across all phases of the infrastructure investment cycle, including:-

a. needs identification; b. options investigation; c. investment appraisal; d. procurement; e. financing; f. design; g. construction; h. life cycle management / maintenance and disposal; i. placing a focus on planning financing and procurement.

The above two aims combine to support an overriding endeavour of delivering value for money in all infrastructure investment, by working in collaboration with key Scottish public sector delivery bodies. Public sector partners will work across their particular territory in partnership with each other and a Private Sector Delivery Partner in a joint venture (the „hubco‟). Working with other Public Sector Bodies The Scottish Futures Trust will create a positive working relationship with public sector bodies based on positive engagement and decisive action. The Scottish Futures Trust will seek collaboration, bring rigour and deploy skills that are not always readily available across the public sector. Relationships with the Private Sector It is seen that the role of the private sector is crucial to successful infrastructure delivery. Strong and active private sector input benefits the public sector. It competitively drives up value for money, helps manage risk, develops innovation, enhances programme management and helps deliver wide ranging projects. The significance of the contribution of the construction industry to local and national economies is also specifically recognised.


The Scottish Futures Trust will seek to make procurement more efficient and assist the public sector to maximise benefits and avoid wasting resources when contracting with private sector firms. Any waste inevitably flows through to the final costs incurred by the client and can have serious value for money implications to the public sector.


Appendix 2

THE NATIONAL CONTEXT The hub is a national delivery model based on a long term partnership between the public and private sectors that will facilitate joint outcomes, helping to bring real improvements to local services. Its aim is to increase the effectiveness of community planning processes by helping to support local services improvements through more efficient planning, procurement and delivery of community based facilities. Nationally, the hub will be worth over £1 billion in delivery of community infrastructure over the next ten years. Overall the programme is being managed by Scottish Futures Trust on behalf of the Scottish Government. The hub Initiative's primary drivers are:

More efficient delivery of community-based health and local authority facilities

Economies of scale through shared facilities Best use of public resources Continuous improvement in cost and quality of public procurement

The hub will achieve these through:

A co-ordinated programme of community facilities development Creation of an efficient delivery vehicle Innovative use of a range of appropriate funding solutions from the public

and private sectors in partnership Key Objectives of the hub Programme Nationally To:

Deliver a sustained investment programme in community based infrastructure in partnership between the public and private sector, through an efficient and sustainable programme of procurement of community based projects

Establish a more efficient and sustainable procurement methodology for public sector bodies including NHS Boards and Local Authorities that:-

o reinforces joint strategic planning and delivery o is stable and long-term o delivers better value for money than current procurement

arrangements


o is flexible in its ability to respond to evolving service strategies and in being able to deliver via contrasting contractual/funding routes

o is able to generate sufficient project size, volume and workflow to attract private finance into the delivery and long-term

management of the service share learning and improve the procurement process deliver facilities for community services that meet public

sector objectives for design quality and sustainability facilitate and improve the level of stakeholder engagement in

the planning of services and development of facilities for community services

Support local service improvements by facilitating co-location for multi-

disciplinary team working wherever possible and appropriate Provide the infrastructure to improve the scale of joint service planning,

working and integration of service delivery between local community planning partners

Support the achievement of agreed outcomes for people at the point of service delivery

Strategic Challenges and Opportunities The hub will support Territory partners in addressing significant challenges and opportunities currently faced by the whole of The Scottish Public Sector. These include:

Financial challenges following the difficulties in the banking industry The opportunity to develop and implement a systematic programmed

approach to reducing costs, attracting investment and improving services Ensuring Best Value is achieved in all areas of service modernisation Addressing increased service demands arising from a range of reasons

including demographic changes Investment in services, particularly those associated with property assets Ever increasing customer expectations, for example in respect of

o efficiency o timeliness o value o access to services

Supporting territory partners to explore a range of alternative service delivery options together and/or in partnership with the private sector


Investment The hub provides Territory partners with an alternative procurement means, an opportunity to access public funding and lever in private funds. Hub is an option for community planning partners when developing their business models. As the hub programme develops, it is essential that there is ongoing communication and consultation with community planning partners, to explore opportunities to:

Ensure that the hub provides the best fit possible with the partners‟ needs and aspirations

Achieve economies of scale in construction and specialist contribution Benefit from improved practices and reduced waste Share and promote leading practice, appropriate technology, and relevant

skills Access investment to deliver medium to long term efficiencies and service

improvements Support Territory participants in developing optimal business models

Audit Scotland Reports on Asset Management in Local Government and NHS in Scotland In 2009 Audit Scotland published two key reports highlighting how the NHS and local councils manage their assets to support effective service delivery. Both reports highlight opportunities for further improvement. Audit Scotland highlighted the following recommendations:

1. Agreement should be reached with community planning partners on arrangements for joint planning, management and property sharing. This should include identifying and tackling the barriers to strategic joint working around public assets and developing shared property databases to facilitate joint working.

2. Councils, Health Boards, Police Forces, Fire & Rescue Services, the Scottish Ambulance service, Community Planning Partnerships and the Scottish Government should:-

a. make use of legislation which allows public sector agencies to sell

assets at below market value i. if it is for public benefit, ii. where it is consistent with a published policy objective and

would achieve Best Value for the public sector overall; b. ensure that momentum is maintained in developing the hub

initiative to support joint working across the public sector


The hub programme adds impetus to these recommendations and will engage and support local community planning participants in their efforts to address them.

Community Planning and Single Outcome Agreements As outlined in the Local Government in Scotland Act 2003, Community Planning forms the framework by which public agencies and the community can work together to plan and deliver better public services and improve quality of life. In summary, the aims of community planning in Scotland are:

making sure that people and communities are genuinely engaged in the decisions made on public services that affect them

a commitment from public organisations to work together in providing better public services

Local authorities have a duty to initiate, maintain and facilitate this process and Scottish Ministers have a duty to promote and encourage the use of Community Planning. Statutory partners in Community Planning comprise local authorities, health boards, fire & rescue services, police forces, enterprise agencies and transport partnerships. In addition to the statutory partners, Community Planning Partnerships typically involve other public, voluntary, community and private sector partners. In 2007, a Concordat between the Scottish Government and Local Government set out the terms of a new partnership relationship between them. The Single Outcome Agreement is a key element of that Concordat. The Single Outcome Agreement is the means by which Community Planning Partnerships agree their strategic priorities for their local area. These priorities are expressed as outcomes to be delivered by the partners, individually or jointly, and show how those outcomes contribute to the Scottish Government's National Outcomes. Community Planning Partnerships provide a prime means by which local leaders work with communities and the third and private sectors in order to develop the long term vision for the area and work towards that vision. The 2008-11 Single Outcome Agreements have been developed with the full involvement of Community Planning Partnerships and were updated in 2009. Local Government provides a facilitation role for Community Planning and all partners play an important part. As a minimum, statutory partners and other public bodies in the Community Planning Partnership must sign the Single Outcome Agreement.


Appendix 3 NORTH TERRITORY SUPPLEMENTAL GUIDANCE ON COMMUNITY BENEFITS This paper is provided in order to clarify the potential scope and place of community benefits within the hub programme, and what this arrangement might bring to the communities in the North of Scotland. I COMMUNITY BENEFITS The North Territory Participants recognise the value of achieving community benefits through the hub procurement programme in terms of outcomes such as employment, training and business development. Benefits may include:-

social and community improvements – public service buildings providing a focus for communities: community capacity building;

wider regeneration opportunities and private sector investment in deprived communities driven through investment;

employment and training – providing local training and work opportunities; service improvements for customers – improved access to quality services

through co-location and integration of services; supporting sustainability by basing services in communities and providing

buildings with lower carbon footprints; opportunities to grow and develop the Small and Medium Enterprises

(SME/Third Sector) including Third Sector organisations as part of the supply chain; and

additionality – opportunities to attract additional funding. This is not exhaustive list. See link below for more information on Community Benefits. http://www.scotland.gov.uk/Resource/Doc/212427/0056513.pdf hubCo will embrace the Territory Participants‟ wishes to see a range of community benefits being delivered through the hub programme. A benefits realisation model will be agreed and put in place, which will be linked to key performance indicators (KPIs). This could include Social Return on Investment (SROI) as a model for measuring impact. http://www.sroiproject.org.uk As far as is permissible within current procurement legislation, the following guidance is aimed at assisting bidders in three specific areas of community benefit provisions, namely: Community Engagement; Targeted recruitment and training; and SME and Third Sector organisation supplier development.

http://www.scotland.gov.uk/Resource/Doc/212427/0056513.pdf

http://www.sroiproject.org.uk/


II DEVELOPING AND MANAGING RELATIONSHIPS hubCo‟s ability to engage with stakeholders will be enhanced by the development of positive relationships with:

Community Planning Partnerships (CPPs) and o Employment Partnerships (Employment Partnerships report to

CPPs and are usually part of the Community Planning local framework.

III WHAT IS COMMUNITY PLANNING? Community Planning is a process which helps public agencies to work together with the community to plan and deliver better services which make a real difference to people's lives.

The aims of Community Planning in Scotland are:

Making sure people and communities are genuinely engaged in the decisions made on public services which affect them; allied to

A commitment from organisations to work together, not apart, in providing better public services.

There are two further key principles in addition to the two main aims outlined above:

Community Planning as the key over-arching partnership framework helping to co-ordinate other initiatives and partnerships and where necessary acting to rationalise and simplify a cluttered landscape;

The ability of Community Planning to improve the connection between national priorities and those at regional, local and neighbourhood levels.

http://www.scotland.gov.uk/Topics/Government/PublicServiceReform/community-planning




CPPs usually have a Partnership Board with a range of sub groups or Forums reporting to the Partnership. Each Local Authority area has a CPP which is also responsible for the delivery of the Single Outcome Agreement. CPPs usually have well established community engagement frameworks in operation, building on the National Standards for Community Engagement. These standards can be found through the following link. http://www.communityplanningaberdeen.org.uk/web/FILES/Misc/nationalstandardsforcommenagement.pdf See Section VI for more information about CPPs in the North Territory, their strategic priorities, links to Single Outcome Agreements and contact information. IV COMMUNITY ENGAGEMENT 1. hubCo needs to complement the existing engagement approaches and

strategies of CPPs and their members, most notably NHS, local authorities, police, fire and rescue and ambulance services. Examples of existing community engagement frameworks include:

NHS - Public Focus and Patient Involvement; Community Planning Partnership – Each Partnership has local

arrangements which comply with the National Standards for Community Engagement;

Scottish Government - Community Empowerment Action Plan.

2. Five key areas of engagement.

i. Understanding customers and communities

Community Planning

Partnership

Wealthier And

Fairer

Safer And

Stronger

Greener

Healthier

Smarter

http://www.communityplanningaberdeen.org.uk/web/FILES/Misc/nationalstandardsforcommenagement.pdf

http://www.communityplanningaberdeen.org.uk/web/FILES/Misc/nationalstandardsforcommenagement.pdf

http://www.improvementnetwork.gov.uk/imp/core/page.do?pageId=10169


hubCo can engage with its customers and communities in a variety of different ways. hubCo needs to understand which type of engagement that particular citizens or communities prefer and be able to use them in a way that benefits the citizen, the community and the hub partnership. Public services need to respond better to communities that are becoming more diverse. Understanding customers and communities is a prerequisite for designing and delivering services that meet their needs. All service providers need to provide information for customers and local people. The quality and relevance of the information hubCo provides, and how people can access it, will have a significant influence on how customers interact with hub services and how local people view the hubCo.

ii. Community focus and engagement Before hubCo launches or authorises its community engagement activity, it will probably need to ask itself some simple questions before developing its Community Engagement Plan:

What is the purpose of the engagement? Does hubCo know its audience? What are the costs and benefits? What methods and styles are appropriate for them? Are there existing framework/arrangements which can be

used? Is hubCo allowing people the opportunity to feedback? Are there associated internal engagements that are needed?

hubCo should engage with relevant communities to ascertain how they want to be engaged/involved. For example, this could include how they wish hubco to engage with them, and developing the Engagement Plan in collaboration which is likely to state:

engagement objectives what hubco will do who will carry out the work what resources it will need how long it will take how hubco will evaluate it how hubco will know it has been successful


iii. Monitoring

There is a variety of methods hubCo can employ to engage with its customers and communities. The key requisite is in selecting the correct method or methods which will ensure a positive relationship is developed. Measurement of satisfaction and performance against standards is crucial to understanding whether services are delivering what customers want. A practical methodology might include:

• Action list – who doing what/ when • Distribution – database • Events/meetings • Responding to requests

hubCo will need to work with CPPs to assess how they are currently engaging with customers and communities. hubCo can then explore whether there are opportunities to rationalise respective CPP‟s methods and avoid duplication.

iv. Evaluation Evaluation practice is likely to include such considerations as:

• Did we do what we said we would do? • What benefits have been achieved? • Were roles and responsibilities clear? • Were partners/ participants involved appropriately? • Were timescales realistic and clear to those involved? • Were the right engagement techniques/ methods used? • Did the methods used provide and collect appropriate

information and enable people to express their view adequately?

• Were the right people involved? • Were people supported adequately to participate? • Was it clear how the results of the engagement would be fed

back? • Were appropriate and adequate resources identified, utilised

effectively and efficiently? There are a variety of tools available to assist with evaluation. Consideration will be given to Social Return on Investment (SROI) (see weblink in Section I Community Benefits above).


v. Reporting

Feedback can help demonstrate hubCo‟s transparency. Conversely a lack of feedback can have a negative effect and foster suspicion concerning hubCo‟s motives for not publicising people‟s views. Reporting back to people who have been involved in any kind of communication activity is a vital part of customer focus and community engagement. If people have given hubCo their time, whether it was through completing a survey, texting a message or attending a meeting, they at least deserve to know what has been done with their input. One of the main obstacles to customer and citizen participation in public services is the belief that getting involved „won‟t make any difference‟. Providing feedback on the outcome of their input and any impact it has had on hub‟s decision-making will help to overcome this obstacle. Publicising the results and impact of engagement also helps raise the profile of public consultation, and makes it an acknowledged part of local governance. Feedback is likely to be reported to:

• hubCo Board • Territory Partnering Board • CPPs

3. Other issues

i. Information management and technology

New technology provides an ongoing source of ideas and developments that can stimulate new approaches to customer focus and community engagement. Information Management and Technology (IMT) can help hubCo convert information about its communities into intelligence for decision making, while „customer relationship management‟ systems can help the hubCo organisation to tailor its services to meet the needs of customers. Information technology and management systems can help hubCo to improve its understanding of its customers and improve public services access and satisfaction. Websites and the use of the internet are becoming increasingly important


as their full potential begins to be understood and more people gain internet access. ii. Geographical information

Some Territory Participants have already invested in a shared GIS platform which could be a valuable tool to support information exchange.

V TARGETED RECRUITMENT AND TRAINING 1. The North Territory Participants aim to maximise sustainable jobs and

training gains arising from its works programmes and to assist contractors and specialists or sub-contractors to consider how they alleviate skills gaps.

2. The North Territory Participants are committed to ensuring that in respect

of the Territory Partnering Agreement (the Contract), delivery of projects (including those works delivered by specialists, or sub-contractors) should include wherever possible some element of delivery by New Entrants (as per the example set out in Section VIII Form 1). This delivery should be through an apprenticeship, training or employment contract with the Private Sector Development Partner, its specialists or sub-contractors, and should incorporate an appropriate training programme.

3. The Contract is expected to contain key performance measures in respect of this commitment. In addition, the North Territory expects hubCo to provide training and upskilling opportunities for existing employees. Specific measures will be agreed at each New Project stage.

4. The inclusion of community benefit requirements does not comprise or imply any promise on the part of the North Territory Participants or their agents to provide suitable trainees, labour, or resources. However, Northern Territory Participants will seek to facilitate engagement with appropriate CPPs, local employment and training partnerships and strategic planning groups. Any action taken by the North Territory Participants to facilitate relationships between the Private Sector Development Partner and individuals/firms/agencies does not imply and should not be deemed to imply that the North Territory Participants or their agents consider the individual/firm/agency as suitable for engagement by the Private Sector Development Partner.

5. It is the Private Sector Development Partner‟s responsibility to develop an effective working method and where necessary secure specialists‟ or sub-contractors‟ co-operation in order to achieve the North Territory employment and training requirements.


6. The Private Sector Development Partner is expected to ensure that it

complies with equal opportunities and non-discrimination legislation in relation to service delivery and to employment. The Private Sector Development Partner needs to demonstrate the policies and practices which it will put in place to achieve this.

Monitoring 7. The hubCo will be required to provide regular monitoring information. The

primary function of the monitoring information will be to enable the hubCo Board to measure and produce reports on Private Sector Development Partner performance against the community benefits performance measures.

8. The exact format and frequency of the monitoring reports will be agreed

between the hubCo and the Private Sector Development Partner. 9. To comply with the Data Protection Act, all such monitoring and training

documents must include a statement authorising the hubCo to disclose personal data from the monitoring forms to the Territory Participants for the purposes of contract monitoring.

10. The hubCo will also be expected to produce an annual short case study to

the Territory Partnering Board. It should summarise progress on delivery of the employment and training requirements and highlighting examples of programmes/trainee profiles.

11. The Private Sector Development Partner and any specialists or sub-

contractors will be required to participate in any participant evaluation of the training and employment requirements and related programmes, and enable employees and trainees to participate in evaluation processes.

12. The hubCo may wish to use the training and employment monitoring

information supplied by the Private Sector Development Partner to provide aggregate statistical information on a regular basis to the Territory Partnering Board, Community Planning Partnerships and other stakeholders in order to monitor overall training and employment gains. Any performance issues may be discussed with the Private Sector Development Partner.


VI SMALL AND MEDIUM ENTERPRISES (SMES) AND THIRD SECTOR ORGANISATIONS (SOCIAL ENTERPRISES)

1. An SME is a company that is a small or medium-sized company and is not

a member of a large group. An SME has a turnover of up to 50m Euro per annum and has no more than 250 employees.

“Social enterprises are dynamic businesses with a social purpose. They have social aims, trade in competitive markets and reinvest their profits for community benefit.” (from Scottish Social Enterprise Coalition, July 2008)

http://www.scottishsocialenterprise.org.uk/about-us/what-is-social-enterprise/ 2. The North Territory Participants recognise the need to support the

development of the SME and Social Enterprise sectors by developing a procurement approach which maximizes their exposure to procurement opportunities. hubCo will work with the SMEs and Third Sector organisations as part of it‟s approach to the delivery of the hub Programme. (Ready for Business is a public social partnership [PSP] pilot project that can assist in the process). http://www.readyforbusiness.org/ http://www.ceis.org.uk/supporting-enterprise.html

hubCo will be required to provide access to opportunities to SMEs and Third Sector organisations wherever possible linked to KPIs); including the potential use of Article 19.

http://www.ogc.gov.uk/documents/Supported_Factories__Businesses.pdf Monitoring

3. Within the requirement to provide regular monitoring information, hubCo will

be required to provide information around the involvement of SMEs and Social Enterprises. The primary function of the overall monitoring of information will be to enable the Territory Partnering Board to assess and report on hubCo‟s performance against the agreed community benefits performance measures. The format and frequency of monitoring will be agreed between the Territory Partnering Board and hubCo.

4. The Territory Partnering Board will use the monitoring information supplied

by hubCo to provide aggregate statistical information on a regular basis to the Territory Partnering Board member organisations, governance bodies, CPPs and other stakeholders in order to monitor the overall involvement of SMEs and Third Sector organisations.

5. For example - SME and Third Sector Organisations

http://www.scottishsocialenterprise.org.uk/about-us/what-is-social-enterprise/

http://www.readyforbusiness.org/

http://www.ceis.org.uk/supporting-enterprise.html

http://www.ogc.gov.uk/documents/Supported_Factories__Businesses.pdf


• Describe activities that you will undertake to identify SMEs and Third Sector organisations and assess their capacity to deliver works, services or supplies that are required for the hub projects.

• Describe any actions to assist SMEs and Third Sector organisations to bid for contracts in relation to the hub projects.

• How will you ensure that your sub-contractors make all opportunities available to SMEs and Third Sector organisations?

VII Engaging with Community Planning Partnerships Name of Community Planning Partnership (CPP)

The Aberdeen City Alliance

Name and contact details for CPP representative or person completing this template

David Rodger, Strategist (Regional) Corporate Governance Aberdeen City Council St Nicholas House Broad Street Aberdeen AB10 1GZ 01224 523046 [email protected]

CPP Strategic objectives

The Community Planning Partnership is currently undertaking a review of it‟s strategic priorities. We have adopted a Strategic Assessment methodology with a view to reporting in September 2010.

CPP Priorities As above CPP‟s position concerning shared services?

The CPP is open to the potential benefits of shared service delivery.

Is there a current Community Plan? Is there a current Single Outcome Agreement (SOA)?

Web address www.communityplanningaberdeen.org.uk Web address www.communityplanningaberdeen.org.uk/Internet/CPandSOA/CPandSOA.asp

Name of Community Planning Partnership (CPP)

Aberdeenshire Community Planning Partnership


Alexander MacLeod Corporate Planning Officer (Community Planning), Woodhill House, Aberdeen Tel No. 01224 664308, Email. [email protected]


1. Community Wellbeing 2. Jobs and the Economy 3. Lifelong Learning 4. Sustainable Environment 5. Developing Our Partnership

CPP Priorities Currently being addressed.

mailto:[email protected]

http://www.communityplanningaberdeen.org.uk/

http://www.communityplanningaberdeen.org.uk/Internet/CPandSOA/CPandSOA.asp

http://www.communityplanningaberdeen.org.uk/Internet/CPandSOA/CPandSOA.asp



CPP‟s position concerning shared services?

As a key stakeholder.


Web address http://www.ouraberdeenshire.org.uk/images/media/docs/community_plan_06combined.pdf Web address http://www.ouraberdeenshire.org.uk/images/media/docs/soa/aberdeenshiresoa2009-10.pdf


Argyll and Bute Community Planning Partnership


Nick Allan Strategic Asset Manager Argyll and Bute Council Tel 01436 658950 [email protected]


1. Town centre and waterfront regeneration. (CHORD)

2. Improvement to the strategic transport network.

3. Vulnerable areas and South Kintyre in particular.

4. Modernising social and healthcare services.

5. Reducing alcohol and drugs related disorder and crime.

CPP Priorities

1. Economy.

2. Environment.

3. Social affairs.

4. Community engagement. CPP‟s position concerning shared services?

This is being actively promoted and pursued by the CPP.


Web address www.argyllandbutecpp.net

http://www.ouraberdeenshire.org.uk/images/media/docs/community_plan_06combined.pdf

http://www.ouraberdeenshire.org.uk/images/media/docs/community_plan_06combined.pdf

http://www.ouraberdeenshire.org.uk/images/media/docs/soa/aberdeenshiresoa2009-10.pdf

http://www.ouraberdeenshire.org.uk/images/media/docs/soa/aberdeenshiresoa2009-10.pdf




Highland Public Services Partnership


Steve Barron (lead for the Hub) [email protected] Carron McDiarmid (CPP lead) [email protected]


1. Sustainable Highland Communities 2. Safeguarding the environment 3. A competitive, sustainable and adaptable Highland

economy 4. A healthier Highlands 5. Better opportunities for all / a fairer Highland

CPP Priorities

The CPP has identified 15 local outcomes for the partnership to achieve: Sustainable Highland Communities

1. People across the Highlands have access to the services they need

2. People are, and feel, safe from crime, disorder and danger

3. Our communities take a greater role in shaping their future

4. Public services are delivered effectively, efficiently and jointly

Safeguarding our environment

5. Our natural heritage is protected and enhanced enabling it to deliver economic, health and learning benefits

6. Carbon emissions are reduced and communities are protected from the consequences of changing weather patterns

A competitive, sustainable and adaptable Highland economy

7. The impact of the recession is limited and sustainable economic growth is supported

8. Growth in the knowledge economy is supported by achieving university title for UHI in 3 years

9. To support the economy access is improved to housing, transport and high speed broadband

10. More people are supported into employment A healthier Highlands

11. Healthy life expectancy is improved especially for the most disadvantaged

12. The health and independence of older people is maximised

13. Attitudes and behaviours towards alcohol and other drugs are changed and those in need are




supported by better prevention and treatment services

Better opportunities for all / A fairer Highland

14. The impact of poverty and disadvantage is reduced 15. The cycle of deprivation is broken through

intervention in early years


The CPP is working to align capital programmes. Some examples of shared front-office services are found (GP/SW co-location, service point/tourism information co-location). Back office shared services are being explored between Highland Council and Northern Constabulary. Feasibility will be known by Sept 2010.


The SOA is also the community plan. http://www.highland.gov.uk/yourcouncil/soa/


Moray


John Ferguson District Headquarters Council Office High Street, Elgin, IV30 1BX [email protected] 01343 563404


1.We live in a Scotland that is the most attractive place for doing business in Europe. 2. We realise our full economic potential with more and better employment opportunities for our people. 3. We are better educated, more skilled and more successful, renowned for our research and innovation. 4.Our young people are successful learners , confident individuals , effective contributors and responsible citizens

CPP Priorities

1. Health – improving the health and well – being of the population. 2. Alcohol – reducing the personal and community impact of alcohol misuse. 3. Elderly and vulnerable – caring for the elderly and vulnerable. 4. Housing / homelessness – addressing the shortage of affordable housing and tackling homelessness.


Agencies will work together and improve services and support each other to deliver key facilities


Web address : No The Plan has been superceded by the S.O.A. Web address: www.moray.gov.uk

http://www.highland.gov.uk/yourcouncil/soa/




Orkney Community Planning Partnership


Hannah Laird Community Planning Officer School Place Kirkwall Orkney 01856 888762 [email protected]


1. Promoting survival 2. Promoting sustainability 3. Promoting equalities 4. Working together 5. Working with communities 6. Working to deliver better services

CPP Priorities

1. Health and Wellbeing 2. Housing 3. Transport and Travel 4. Our Environment 5. Our Economy 6. Learning 7. Culture 8. Keeping Orkney Safe



Web address http://www.orkney.gov.uk/media/v2/ChiefExecutive/communityPlan/orkney2020/CP07MAY28.pdf Web address http://www.orkneycommunities.co.uk/COMMUNITYPLANNING/documents/Single%20Outcome%20Agreement/OCPP%20SOA%202009-11-%20submitted%20to%20SG%2015%20May%202009.pdf


Outer Hebrides Community Planning Partnership (OHCPP)


Comhairle nan Eilean Siar‟s Lead Officer for OHCPP is: Derek McKim, Head of External Strategy Comhairle nan Eilean Siar Council Offices Sandwick Road Stornoway Isle of Lewis, HS1 2BW 01851 709270 [email protected]

CPP Strategic objectives 1. The populations of the Outer Hebrides are stable, with a


http://www.orkney.gov.uk/media/v2/ChiefExecutive/communityPlan/orkney2020/CP07MAY28.pdf

http://www.orkney.gov.uk/media/v2/ChiefExecutive/communityPlan/orkney2020/CP07MAY28.pdf

http://www.orkneycommunities.co.uk/COMMUNITYPLANNING/documents/Single%20Outcome%20Agreement/OCPP%20SOA%202009-11-%20submitted%20to%20SG%2015%20May%202009.pdf






better balance of age, gender and socio-economic groups

2. The economy of the Outer Hebrides and the economies within the Outer Hebrides are thriving

3. The people of the Outer Hebrides are well educated, well trained and well skilled

4. The physical and mental health and wellbeing of the people throughout the Outer Hebrides is improved

5. The communities of the Outer Hebrides are stronger and more able to identify, articulate and take action and responsibility regarding their needs and aspirations

6. The people of the Outer Hebrides derive maximum benefit from the natural and cultural resources of the area, whilst at the same time safeguarding those resources to benefit future generations

7. The services of the Outer Hebrides are of high quality, continuously improving and reflective of local needs

CPP Priorities

1. Population retention 2. Economy and employment 3. Education and training 4. Health and well being 5. Gaelic language and culture 4. Environment and heritage


There is a commitment and indeed, in the present economic climate, an imperative to develop shared services. The challenge is in reconciling respective partners‟ priorities with existing competing demands, and achieving meaningful and productive partnerships, which promote and deliver better services in the Outer Hebrides.


Single Outcome Agreement 2009/11 http://www.ohcpp.org.uk/index.php?option=com_content&view=article&id=121&Itemid=175


Shetland’s CPP and Community Planning Delivery Group http://www.shetland.gov.uk/communityplanning/ShetlandsCommunityPlanningPartnershipStructure.asp


Shetland Islands Executive's Office Town Hall Lerwick Shetland ZE1 OHB Interim Contact John Smith, Head of Organisational Development – mailto:[email protected] 01595 744513

http://www.ohcpp.org.uk/index.php?option=com_content&view=article&id=121&Itemid=175

http://www.ohcpp.org.uk/index.php?option=com_content&view=article&id=121&Itemid=175

http://www.shetland.gov.uk/communityplanning/ShetlandsCommunityPlanningPartnershipStructure.asp

http://www.shetland.gov.uk/communityplanning/ShetlandsCommunityPlanningPartnershipStructure.asp



CPP Strategic objectives Maintain the economically active population throughout Shetland. CPP Priorities

19 strategic outcomes. See: http://www.shetland.gov.uk/communityplanning/SOAStrategicObjective.asp



http://www.shetland.gov.uk/communityplanning/SingleOutcomeAgreements.asp The same document

VIII FORM 1: Example Training Opportunities – Method Statement 1. Opportunities to be provided – example of table format

The Territory Participants aim to demonstrate the additional benefits that this investment will bring to the Territory. Therefore, to show additionality, Bidders will be expected to provide the information, such as set out in the table below, setting out minimum targets of achievement under targeted recruitment and training.

Table A Indicator Direct Indirect Total

1) How many people do you expect to employ in the delivery of this Contract?

2) How many of those do you anticipate being New Entrants recruits?

3) Please detail the disciplines from which you need to recruit and the associated numbers

[ ]

[ ]

4) What qualifications do you expect New Entrants to achieve as a result of this Contract?

5) How many Apprentices do you expect to recruit as a result of this Contract?

6) How many Work Experience Places do you intend

http://www.shetland.gov.uk/communityplanning/SOAStrategicObjective.asp

http://www.shetland.gov.uk/communityplanning/SOAStrategicObjective.asp

http://www.shetland.gov.uk/communityplanning/SingleOutcomeAgreements.asp

http://www.shetland.gov.uk/communityplanning/SingleOutcomeAgreements.asp


to offer as a result of this Contract?

7) How many Lifelong Learning Opportunities will you offer to existing employees as a result of this Contract?

2. Definitions

The following definitions are provided as an aid to understanding the terminology associated with targeted recruitment and training.

New Entrant A New Entrant is a person who is trained or employed to do a specific job and is leaving an educational establishment or a training provider, or a person that has been non-employed with no experience or a person with construction experience who has been unemployed for at least six months and is seeking employment. This may include on-site training and assessment, or offsite training, or a mix of these.

Apprentice An Apprentice is a person defined as a New Entrant to the industry, both youth and adult, who is undertaking a recognised skill qualification and will operate under the Terms of the Scottish Building Apprenticeship and Training Council (SBARC) or an equivalent apprenticeship scheme.

Work Experience Place

Is defined as a person undertaking a short term (1 to 4 weeks) overview of the industry through a related training programme with on site instruction and supervision provided.

Lifelong Learning Opportunities

Is defined as an opportunity and support given to an existing employee to access further training opportunities.

Direct Indicates that the New Entrant will be employed or trained by the PSDP.

Indirect Indicates that the New Entrant will be employed or trained through a specialist contractor or sub-contractor as a result of work procured through the PSDP.

3. Qualifications to be sought: example of table format

The Territory Participants aim to demonstrate the additional benefits that this contract and investment will bring to the Territory. Therefore, to show


additionality, Bidders should provide information to show expected qualifications including levels and total numbers for New Entrants.

When Bidders are reviewing the New Entrant opportunities required for this contract, consideration should be give to the following.

Recruitment of Apprentices

In the majority of all construction trades the minimum training period is four years for 16-18 year olds. Adult apprentices, 19 years and older should also be considered, the training period lasts between two and a half to four years depending on trade. In Scotland, a Modern Apprenticeship will be a minimum of a Level 3 Vocational Qualification.

Recruitment of Semi Skilled Operatives

There are two categories:

Skillseekers, for 16-18 year olds, Level 2 Vocational Qualification in construction frameworks where a Level 3 Vocational Qualification does not exist. Examples of these include Ames Taping and Ceiling Fixing.

Skill to Build or other trainees, bespoke training designed to meet employer specifications. This training is delivered over an agreed period combining both on and off site learning for people aged 19 and over.

Table B

Occupation New Entrant Trainees

Existing Personnel

Qualifications being sought

No. completing the qualification

4. Other information

The following are suggested items of information that could be helpful:-

Does the PSDP have a policy on training and upskilling? If yes, what are the main elements?

What relevant training has the PSDP been involved in during the last 12 months?


Demonstrate how the figures identified in Tables A an B are over and above your normal recruitment pattern of New Entrants over the past three years, detailing the annual intake of Apprentices and Semi Skilled Operatives.

Describe the steps you will take to ensure specialist or subcontractor co-operation where this is necessary to fulfil the training requirements.

Describe the steps you will take to ensure that all vacancies are notified to local named agencies. How will you ensure that subcontractors comply with this requirement?

Describe the steps you will take to ensure continued staff development and retention.

Who will be responsible for the achievement of the employment and training requirement? What previous experience and qualifications do they have in relation to the delivery of targeted recruitment and training in construction?

How will the monitoring information be collected and made readily available to the Territory Partnering Board and CPPs in order to provide evidence of performance against KPIs, contract monitoring purposes and examples of reports produced.

Appendix 4 Proposed Project Pipeline

Project Building Type Description Lead Participant

Other Participants

Construction Cost (M)

Funding Year in hub Programme

Term

1=Approved,2=Anticipated, 3=Aspirational

1 Aberdeen Community Healthcare Village

Health Village A development including Aberdeen City Council, Grampian Police and NHS Grampian to create a Hub from which the City Diagnostic & Treatment Services will be delivered.

NHS Grampian

Aberdeen City Council, Grampian Police and NHS Grampian.

£ 21.60

Revenue

2010/11

F 1

3 Woodside Medical Group

Health Centre The proposed new Medical Centre will replace the existing Health Centre and will also include services transferred from Tillydrone Clinic. The Schedule of Accommodation totals 1615m² and includes accommodation for CHP, Social Work and Dentistry.

NHS Grampian

Woodside Medical Practice, NHS Grampian and Aberdeen City Council

£ 4.68

Revenue

2010/11

F 2

5 Banchory Group Practice

Health Centre Proposed new large Health Centre will replace the existing GP Surgery and also the adjacent Health Service

NHS Grampian

Banchory Group Practice, NHS Grampia

£ 6.96

Revenue

2014/15

M 3


Clinic. The Schedule of Accommodation totals 2177m² and includes accommodation for CHP.

n and Local Authority

6 Ellon Group Practice Health Centre Proposed new large Health Centre will replace the existing Health Centre occupied Medical Practice CHP Services. The Schedule of Accommodation totals 1993m² and includes accommodation for CHP.

NHS Grampian

Ellon Group Practice, NHS Grampian and Local Authority

£ 5.52

Revenue

2014/15

M 3

7 Stonehaven Medical Group

Health Centre Proposed new large Health Centre will replace the existing GP Surgery and also the attached Health Service Clinic. The Schedule of Accommodation totals 1190m² and includes accommodation for CHP.

NHS Grampian

Stonehaven Medical Group and NHS Grampian

£ 3.36

Revenue

2014/15

M 3

8 Keith Medical Group / Hospital

Health Centre Replacement Health Centre and or Hospital, site to be identified

NHS Grampian

Moray Council

£ 10.80

Revenue/Capital

2015/16

L 3

9 Kemnay Medical Group

Health Centre Replacement Health Centre, Site identified

NHS Grampian

Aberdeenshire Council

£ 2.76

Revenue/Capital

2015/16

L 3

10 Brimmond Medical Group, Gilbert Road Medical Group & Bucksburn Medical Practice

Health Centre Replacement Health Centre(s) within the Bucksburn / Dyce area – could be a large centre for all 3 Practices

NHS Grampian

3 GP's and Aberdeen City Council

£ 7.68

Revenue/Capital

2015/16

L 3


to include the Dyce, Stoneywood and Bucksburn area of the City.

11 Northfield/Mastrick Medical Practice

Health Centre Replacement Health Centre(s) – could be a single centre covering both communities.

NHS Grampian

Aberdeen City Council

£ 2.04

Revenue

2015/16

L 3

12 Scotstown Medical Group, Danestone Med/Practice & Balmedie

Health Centre Replacement Health Centre(s) on a new site or expansion at the existing Scotstown site on adjacent land owned by the Local Authority could be a larger centre to accommodate both Practices and the adjacent Health Care Clinic. A new Health Centre may be required at Balmedie to support future Local Planning developments. Capital Value

NHS Grampian

Aberdeen City Council, Aberdeenshire Council and 2 GP's

£ 13.20

Revenue

2020 L 3

13 Rothes Medical Centre

GP surgery Replacement of small GP Surgery

NHS Grampian

GP and Moray Council

£ 0.96

Revenue

2018 L 3

14 Insch Medical Practice / Hospital

Health Centre Replacement / Expansion of existing Health Centre on existing Hospital Site including redevelopment of site for Healthcare needs.

NHS Grampian

GP and Aberdeenshire Council

£ 2.64

Revenue

2016 L 3

15 Aboyne Hospital Redevelopment of existing Hospital to provide D & T Centre

NHS Grampian

N/A £ 1.20

Capital 2014 M 3


including X-Ray Unit, Maternity Birthing Unit

16 Inverurie Hospital Proposed redevelopment of Hospital Site to include GP Beds, Maternity Birthing Unit, Out Patient and In Patient Rehab facilities, D & T Centre and Office and Training Facilities

NHS Grampian

N/A £ 9.60

Capital 2016 L 3

17 Aberchirder Medical Practice


NHS Grampian

GP £ 0.96

Revenue

2020 L 3

18 Macduff Medical Practice

Health Centre Replacement of Health Centre

NHS Grampian

GP £ 1.20

Revenue

2018 L 3

19 Finlayson Street Practice (Fraserborough)

GP surgery Replacement of GP Surgery

NHS Grampian

GP £ 1.56

Revenue

2020 L 3

20 Strathdon Medical Centre


NHS Grampian

GP £ 0.96

Revenue

2020 L 3

21 Fochabers Medical Centre


NHS Grampian

GP and Moray Council

£ 1.56

Revenue

2021 L 3

22 Aboyne Health Centre / Hospital

Health Centre Redevelopment of Health Centre on existing site.

NHS Grampian


£ 0.96

Capital 2022 L 3

23 Cults Medical Group GP surgery Replacement of GP Surgery.

NHS Grampian

GP and Aberdeen City Council

£ 2.64

Revenue

2020 L 3

24 Portsoy Medical Practice


NHS Grampia

GP and Aberdee

£ 1.56

Revenue

2022 L 3


n nshire Council

25 Inverurie Medical Group (Kintore Branch)


NHS Grampian


£ 2.04

Revenue

2018 L 3

26 Kincorth Medical Centre Replacement of Health Centre possibly include information Point, Library, Day Centre etc.

NHS Grampian

GP and Aberdeen City Council

£ 1.92

Revenue

2022 L 3

27 Fyvie/Oldmeldrum - Medical Group (Fyvie)

Health Centre Replacement of Health Centre

NHS Grampian


£ 1.20

Revenue

2024 L 3

28 Tain Health Centre Health Centre Replacement of Health Centre

NHS Highland

GP £ 7.00

Revenue

2010/11

F 1

30 Replacement facilities in Rothesay

poly Clinic in-patient beds, GP surgery and dental clinic

NHS Highland

GP £ 10.00

Capital 2012/13

M 3

31 Drumnadrochit Surgery extension - ,

GP surgery potential extension to current building

NHS Highland

GP £ 1.20

Capital 2010/11

M 3

32 Headquarters & Workshops Replacement of Headquarters and Workshops buildings

Grampian Fire & Rescue Service

Possible Police

£ 8.20

Capital 2012/13

L 2

33 Torry Neighbourhood Centre 2 Lead organisation Aberdeen City Council – NHSG would wish to ensure this development is included as it is a facility that Aberdeen City CHP requires to be able delivery essential Health Care Services in this area of the City.

Aberdeen City Council

NHS Group, Police and GP

£ 9.00

Revenue

2014/15

M 2


34 Argyll & Bute Mental Health Services Redesign

mental health Facility NHS Highland

unknowm at this stage

£ 15.00

Capital 2012/13

M 3

36 Ardseileach Core and Cluster

Care home/day care centre

Construction of new Core and Cluster residential settlement, linked to refurbished Day Care Centre and demolition of existing residential accommodation.

Comhairle an Eilean Siar

None £ 3.00

Capital & Revenue

2010/11

M 2

38 St Brendan's Care Home /Hospital on Barra


Phase 1: Construction of new residential Care Home and Hospital on Barra; Phase 2: Demolition of St Brendan's/redevelopment of sites/sale of sites to realise capital receipts (possibly).

Comhairle Eilean Siar or NHS Western Isles

NHS Western Isles

£ 2.91

Capital and Revenue

2012/13

M/L

2

39 Dun Berisay/Dun Eisdean replacement


Phase 1: Construction of new, single Care Home for the elderly in Stornoway to replace existing provision at Dun Berisay and Dun Eisdean. Phase 2: demolition or sale of existing site/premises

Comhairle Eilean Siar

NHS Western Isles

£ 18.17

Capital and Revenue

2011/12

M/L

2

40 Mearns Academy Secondary School New Academy Aberdeenshire Council

None £ 30.00

Capital 2012/13

M 3

41 Dunnottar Primary School

Primary School New Primary School Aberdeenshire Council

None £ 6.90

Capital 2013/18

L 3

42 Kinellar Primary School

Primary School New Primary School Aberdeenshire

None £ 7.70

Capital 2013/18

L 3


Council 43 Mintlaw Primary

School Primary School New Primary School Aberdee

nshire Council

None £ 6.85

Capital 2013/18

L 3

44 Portlethen Primary School


None £ 8.30

Capital 2013/18

L 3

45 Rathen/Tyrie Primary School


None £ 3.60

Capital 2013/18

L 3

46 Kemnay Academy Secondary School New Academy Aberdeenshire Council

None £ 29.90

Capital 2013/18

L 3

47 Ellon Academy Secondary School New Academy Aberdeenshire Council

None £ 38.30

Capital 2013/18

L 3

48 Inverurie Academy Secondary School New Academy Aberdeenshire Council

None £ 32.20

Capital 2013/18

L 3

49 Mackie Academy Secondary School New Academy Aberdeenshire Council

None £ 29.60

Capital 2013/18

L 3

50 Anna Ritchie Special School

Special Needs School New Special School Aberdeenshire Council

None £ 6.30

Capital 2013/18

L 3

51 Carronhill Special School


None £ 6.20

Capital 2013/18

L 3

52 St Andrews Special School


None £ 8.40

Capital 2013/18

L 3

53 Durnhythe Home Care home Home for the Elderly Aberdeenshire Council

None £ 2.50

Capital 2013/18

L 3

54 Faithlie Home Care home Home for the Elderly Aberdeenshire

None £ 2.50

Capital 2013/18

L 3


Council 55 Westbank Home Care home Home for the Elderly Aberdee

nshire Council

None £ 2.50

Capital 2013/18

L 3

56 Cornhill HQ, Custody Centre and Family Protection Suite

Police HQ New build Police Head Quarters, custody centre and family protection suite at Cornhill.

Grampian Police

NHS Grampian

£ 30.00

Capital 2010/12

M 2

£

435.79

Term Key F=Front Runner - First 2-3 years of hub & level of business case approval in place M=Medium Term - 3-5 year of hub L=Long Term - beyond first 5 years

Documents

Northern Territory Delivery Plan - Scottish Futures Trust · North Territory Delivery Plan -Rev 30 7 10-Final . 3.3 Reciprocal review at local level will form a part of the review