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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?