Download (Attachment: 5)Appendix One (28K/bytes)

APPENDIX ONE
1
Criteria
Key Area
Updated Criteria
Council
Objectives/Strategic
outcomes
Does the delivery help achieve the Mayor’s
Vision and Change programme?
Outcome – 1, 3, 8, 9
Can the management option meet the Strategic Outcomes of the
Council, specifically in relation to 4 and 7? Can the management
option help increase overall participation? How well will partnership
working be developed with existing and new stakeholders
(education, public health, youth services, CSPN, University etc) to
help achieve the Council’s Strategic Objectives?
Agreed when looking at applying a weighting
that this was an over-arching requirement as
currently drafted that all the other Criteria
feed into.
Therefore should be re-defined to be meeting
the clear outcomes in relation to the leisure
services over and above the direct operations
of the leisure centres.
It was also identified that it was important for
the services to work in partnership with other
stakeholders (education, health, youth
services, CSPN, University etc) and to
ensure the informal partnerships were
maintained.
2
3
Capital
Resources/investment
required
Revenue Implications /
Ability to minimise the
subsidy
A key objective is the ability to increase
participation
Can Capital Investment be delivered into the
Services? Condition Survey Maintenance,
Building Improvement Investment. Costs of
Investment.
Outcome – 1, 7, 8
This should be widened to investment into
both facility areas and ancillary areas of
facilities; changing rooms and other public
areas
Is the revenue position improved? Increase in
participation and income? Are there VAT and
NNDR benefits? What are the central and
support cost implications?
Outcome – 8
It was questioned whether this criteria should
Can the management Option help deliver Capital Investment into
the Facilities (both activity areas and other customer critical areas)
and services? Can the existing condition survey backlog
maintenance, and future lifecycle maintenance be deliver?. What
are the costs of this investment?
Does the management option overall help the Council meet its
financial targets? Is the revenue position improved? Is there an
increase in and income and or reduction in expenditure? Are there
VAT and NNDR benefits? What are the central and support cost
implications? What are the implications of any financial over
performance?
4
5
6
External Funding
Opportunities
Current service delivery
and quality standards
Staffing
be split into sub criteria, however was agreed
that it was the net overall impact that should
be assessed.
How any ‘over performance’ of targets would
be treated. EG would it be kept within
Middlesbrough.
Can external funding opportunities be
improved?
Outcome – 8
Following the review of the weightings – it
was agreed that this criteria was not
significant enough to be included.
How well will the services be delivered? Able
to benchmark? Customer / client feedback,
Day to day health and safety, repairs &
maintenance issues, Marketing / branding.
Outcome – 1, 7
It was agreed that equality of access and a
wide programme to meet the needs of
residents and target groups was also an
important aspect.
Staffing terms and conditions protected,
Opportunities for staff development?
Outcome – 4
EXCLUDED
How well will the services be delivered? This includes both
operational service delivery, quality management systems, health
and safety, repairs & maintenance, marketing programming as well
as the ability of the centres to be accessible to all residents, provide
a variety of programmes and ensure the needs of target groups are
met.
What opportunities for staff will be available in the management
option?
It was discussed that staff are critical to the
delivery of the leisure centres and all
organisations would have to invest in the
staff. However it was felt that there was
protection as TUPE would apply to any
transfer of service.
7
Sustainability
How sustainable is the organisation in the
short, medium and longer term? How could
the Council mitigate this risk?
Outcome – 8, 9
Agreed that this was important – discussed
the likely term of the contract – depends on
the investment required – but potentially
around 10 years.
How sustainable is the organisation in the short, medium and longer
term for the likely contract duration of 10 – 15 years? How could the
Council mitigate this risk?
Criteria
Key Area
Operate More effectively In House
8
Risk Transfer
How much financial risk remains with the
Council? Demand risk, day to day risk,
Structural / lifecycle, Staffing Costs risks,
Utility cost risks.
Outcome – 8, 9
Also discussed reputational risk to the council
if there is an external service provider and if
anything didn’t work, or ultimately the new
management option isn’t successful.
9
Legal/procurement
issues
Any particular legal issues with each option?
Obliging the Council to spend monies /
capital; Governance, Any additional risks?
Outcome – 9
No further comments.
How much financial risk remains with the Council? Demand risk,
day to day risk, Structural / lifecycle, Staffing Costs risks, Utility cost
risks.
What are the other risks to the Council including participation not
increasing / reputational / PR risk if the management option isn’t
successful for the management option going forward?
(Council will need to complete an Equality Impact Assessment for
the project).
Any particular legal issues with each option? Obliging the Council to
spend monies / capital; Governance, Any additional risks?