Town and Community Hub Delivery Programme - Update on Progress of the Hub Development and Delivery Programme
North Lanarkshire Council · 23 May 2023
Back to Education, Children and Families Committee — 23 May 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Lanarkshire Council Report Education, Children and Families Committee Does this report require to be approved? ☐ Yes ☒ No Ref Date 23/05/23 P047.1: Town and community hub delivery programme – (1) Update on progress of the hub development and delivery programme. From James McKinstry, Chief Officer (Assets and Procurement) Email McBrideM@northlan.gov.uk McCabeC@northlan.gov.uk Telephone Mark McBride, Estates Development Manager, 07583 094928 Charles McCabe, Hub Strategy Manager, 07946 353323 Executive Summary This report provides an update of the Town and Community Hub Delivery Programme, highlighting the status of each project. This information is provided in line with The Plan for North Lanarkshire and the associated Programme of Works. Recommendations It is recommended that the Education, Children and Families Committee recognise: 1) the position of each of the projects in the current Town and Community Hub Delivery Programme The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential Ambition statement (24) Review and design services around people, communities, and shared resources
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1. Background 1.1 Policy and Strategy Committee approved the strategy, guiding principles, and prioritisation matrix linked to the Town and Community Hub Programme at the meeting held on 19th March 2020. 1.2 Updates regarding this programme are progressed through two strands: activity related to the strategy is progressed via the Policy and Strategy Committee; and activity related to hub delivery projects is progressed via Education, Children and Families Committee. 1.3 Projects within the Town and Community Hub programme are delivered in line with the available capital budget assigned to this programme. The Council’s capital plan is generally reviewed and updated in five-year cycles. As such, the prioritisation and delivery of projects within the Town and Community Hub Programme are reviewed and aligned each time the wider capital programme is assessed, and funds allocated. 1.4 The Town and Community Hub programme must be managed within the funding allocation provided. Therefore, where costs or projects increase, the number of projects which can be delivered may need to be deferred, or alternatively, where efficiencies can be realised, additional projects may be brought forward. 1.5 As with many of the council’s strategic programmes of work, the Town and Community Hub programme has a programme board, consisting mainly of chief officers, who provide governance at officer level on this programme of work. As and when required, decisions or options are and will continue to be reported to the relevant council committees. 2. Report Town and Community Hubs – Current Delivery Programme 2.1 Appendices 1 and 2 to this report provide details of all projects in the current Town and Community Hub delivery programme. 2.2 Appendix 1 provides both a progress summary briefing and a programme timeline chart of projects in the scoping stage, procurement or construction. Appendix 2 provides details of projects which have been approved but are currently at pre-delivery stage. 2.3 Each project under construction will have an agreed set of key performance targets with a number of these providing added benefits to our communities. Appendix 3 provides an update of community benefit achievements across both Hub construction projects and DBFM facilities. 2.4 Whilst each project has its own unique characteristics, Appendix 4 to this report provides an indication of some of the important milestones in delivery of a new hub facility. As projects develop, indicative dates for delivery milestones can be communicated. This will be subject to continuous review and reported in future updates to Education, Children and Families Committee as required. Shared Ambition – Integrated Community hubs/campuses 2.5 In March 2020, at the Policy and Strategy Committee, members approved the ‘One Place – One Plan’ report including recommendations linked to the Town and Community Hub Programme.
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2.6 Specifically, members approved two key aspects: 2.6.1 That a set of guiding principles be adopted and used to further develop the design proposals for Town and Community Hubs; and 2.6.2 That a prioritisation matrix to be used as the methodology to determine the priority order for Town and Community Hubs development. Guiding Principles 2.7 The guiding principles adopted to inform this programme are designed to ensure each project delivers facilities through which new ways of working can be promoted. These guiding principles primarily address the planning and build aspect of this programme (i.e. the zones that will be provided). The operating model, developed by colleagues in Education and Families, will guide and promote the added value through co-location of services and multi-use of facilities within each hub delivered. 2.8 The six approved guiding principles are included in all updates to committee to ensure that committee members can assess the projects are being developed in line with these principles. The six principles are: 2.8.1 Principle One: Inclusive, universal provision A community hub must serve the whole community and offer universal provision of services as default position. Where more targeted service provision is required, this should be delivered in such a way as to avoid stigma of accessing these services which may otherwise reduce uptake. 2.8.2 Principle Two: Sense of community ownership A community hub is a community asset which serves the local community of that area. Central to the community hub model in North Lanarkshire is the learning and teaching facilities offered. However, the wider community must perceive the asset to be a whole community asset. 2.8.3 Principle Three: Maximum availability and usage Community hubs will be accessible from early in the morning until late in the evening and all spaces within the community hubs should afford multi-functional use for the whole community. Facilities should only be provided where it can be demonstrated that they would be used both through the day and in the evening – no facilities should be provided where they are only for use in the evening. 2.8.4 Principle Four: Designed with rather than for the community Options of proposals should be provided to local communities for discussions as early as possible to ensure community ownership of the proposed facilities. 2.8.5 Principle Five: Tailored, bespoke, representative Each community hub has the option to be unique to ensure it meets the specific requirements of the community which it will serve. The design of the building should provide the community with a sense of pride in the community asset that has been created.
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2.8.6 Principle Six: Maximise the services on offer Public services available within the community hub should complement rather than compete with other services which serve the same local community. Prioritisation Matrix 2.9 Following approval at the Policy and Strategy meeting in March 2020, work on the prioritisation matrix was progressed. This work includes determining how each individual project can be scored, and therefore compared, to other potential projects. A further update was provided to Policy and Strategy Committee in September 2021 within “The Place, The Vision – Update”. Specifically, the list of schools which will be focus for initial feasibility, was outlined within Appendix Three, within the September 2021 update to Policy and Strategy. 2.10 This list was compiled with an initial focus on the highest weighing factor in the matrix – that of ‘socio-economic and wellbeing’. Two assessments were made against each pre-1996 catchment area: deprivation (using SIMD) and population density (using SAPE). Further information on this process was outlined in section 2.15 of the report presented to Policy and Strategy on 30th September 2021. 2.11 The current capital programme includes projects up to the year 2026. Further work will be carried out on the list of potential projects, to further refine the list, using the other five prioritisation inputs as funding becomes available for future tranches of the programme. This will continue to be an iterative process until there is a clear recommendation on the next phase of projects. These will be presented to committee at a future meeting. Existing projects 2.12 Projects already in the programme for delivery, which have been included in previous updates of this report to Education and Families Committee, have (where achievable) been subject to assessment against the guiding principles and will (where achievable) ensure adhesion to the principles. The appendices included within this report reflect progress in this regard. Learning Estate Investment Programme (LEIP) 2.13 Members of this committee may recall that, following discussion and approval at Policy and Strategy Committee of 29th September 2022, the council submitted a proposal for LEIP phase three funding. As agreed by Policy and Strategy Committee, the council submitted an application for funding for: • an extension at Chryston High School – required to mitigate the impact of significant housebuilding across the Northern Corridor area. • a contribution towards Gartcosh Primary School – a new 434 space primary school, new ASN provision, and new Early Years provision to serve this growing population. 2.14 It was anticipated that the Scottish Government would announce the projects which will be approved for funding, under phase three of this programme, by the end of the current calendar year (December 2022). The Scottish Government has not yet announced the funding for LEIP phase three.
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Inflationary pressures 2.15 Members of this committee are advised that reports have been submitted to other relevant committees on the inflationary pressures affecting this and other programmes of work linked to the council’s capital programme. 2.16 The construction industry is continuing to face challenges as a result of market volatility and a constantly shifting economic landscape. The expectation is that material prices could stabilise in 2023 however, labour costs may continue to increase throughout 2023 and 2024 which will result in costs remaining high and unstable for the foreseeable future. Due to ongoing economic turbulence a higher than normal number of contractor insolvencies are being seen resulting in less contractors that can tender for work, which is also contributing to costs remaining high for now. 2.17 There is likely to be an ongoing impact on the budget for the Town & Community Hub Programme. Due to the level of uncertainty in the industry, it is difficult to fully assess the impact inflation may have on the remainder of the programme. The inflation allowances within the programme budget for the remaining projects have been increased to reflect current market indications and these will be subject to ongoing review. 3. Measures of success 3.1 Delivery of projects in line with the guiding principles linked to this programme of work, which in turn are designed to deliver against the strategic priorities within The Plan for North Lanarkshire. 4. Supporting documentation Appendix 1a: Hub Delivery Programme – Current Delivery Programme. Appendix 1b: Hub Delivery Programme – Programme Timeline Chart. Appendix 2: Hub Delivery Programme – Phase 3 Pre Delivery Projects. Appendix 3: Hub Delivery Programme – Community Benefits Programme Outputs. Appendix 4: Hub Delivery Programme – Programme Timeline Chart. James McKinstry Chief Officer (Assets and Procurement)
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Significant inflationary pressures and other external factors continue to have an impact on this programme and other capital budgets across the council – these have been subject to separate reporting to Policy and Strategy Committee. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact
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Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? All new assets (New builds) have data connection requirements – these are part of the overall process and involve relevant stakeholders including the digital teams, to ensure infrastructure such as data connections/Wi-Fi etc., are planned as part of the build process. Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The environmental and carbon impact on any given project is assessed as part of the project from the outset – with a determination to reduce carbon footprint as much as possible within each project delivered. 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services.
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Appendix 1 Hub delivery programme – Current delivery programme Updated: March 2023 Appendix 1a: Progress Summary Project Contract Stage Contract Construction Programme dates Key Activities in period / planned next Phase 3 (current procurement phase) Newmains and St Brigid’s Community Hub Construction (Tier 1 contractor - Bam Construction) Handed Over – February 2023 Newmains and St Brigid’s Community Hub opened in February 2023. This community hub is now operational and will be removed from future hub programme updates to Education, Children and Families Committee. Chryston Community Hub Northern Corridor Construction (Tier 1 contractor - Robertson Construction) Projected handover – September 2023 Construction works suffered over the last period because of the cold weather freeze over the Christmas period which affected wet trades i.e., Bricklayers, Screeding etc, resulting in a delay to progress on site. At this point, the tier 1 contractor has advised that it is unlikely that the slippage cab be recovered. As such, the proposed handover date has moved to September 2023. Riverbank Community Hub Coatbridge Construction (Tier 1 contractor – Morgan Sindall Construction) Projected handover – August 2023 Construction works are progressing well. Active travel links between the new hub and the surrounding areas are being progressed including a new pedestrian bridge at Carnbroe, enabling works for the new bridge have now commenced. Decant meetings, which help transition the existing school community to the new build have commenced. St Kevin’s Community Hub Coatbridge Preconstruction – Stage 1 (Tier 1 contractor - Kier Construction) Start on site Q3 2023 Kier Construction and their design team are progressing the project through stage 2 activities in advance of formal stage 2 submission in the summer. Stage 2 activities include Market testing, detailed design and submission of a planning application.
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Project Contract Stage Contract Construction Programme dates Key Activities in period / planned next Orbiston Community Hub Bellshill Preconstruction – Stage 2 (Tier 1 contractor Morgan Sindall Construction) Stage 2 submission anticipated Q3 2023. The updated stage 1 report was recently approved by the Town & Community programme board allowing stage 2 activities to commence. A planning application was submitted on the 24th of March. Enabling works to separate the existing school facilities from the construction works will be carried out during the summer holidays in advance of the schools returning for the 2023/24 academic year. St Stephen’s Community Hub Coatbridge Preconstruction – Stage 1 (Tier 1 contractor Morrisons Construction) Start on site anticipated spring 2024 Hub South West and the Tier 1 contractor are currently progressing stage 1 activities including topographical surveys and site investigation works. A stage 1 submission is anticipated in Q2 2023 with the main construction works anticipated to commence on site in the spring of 2024. Chryston High School Extension Northern Corridor Tender award Stage 1 submission Q3 2024 Following a competitive tender process, Hub South West are in the process of appointing a Tier 1 contractor (and design team) to deliver the project. Gartcosh Community Hub Northern Corridor Tender Stage Tier 1 appointment May 2023 Hub South West have recently commenced the contractor/Design team tender process for the new Gartcosh Community Hub. A Tier 1 contractor (and design team) appointment is anticipated in May 2023. Education, Childen & Families Service have commenced the Statutory Education Consultation process.
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Appendix 1 Hub Delivery Programme – Current Delivery Programme: Appendix 1b: Programme Timeline Chart – Oct 2022
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Appendix 2: Hub Delivery Programme: Pre-delivery projects Project Description Status Ravenscraig Community Hub: Incorporating two new primary schools within Ravenscraig (Motherwell) The location for this project is still under review. There is approved statutory education consultation for the site at the north of Ravenscraig (Carfin end). Project not now projected to be taken forward until next capital programme. Abronhill Community Hub This project has been deferred, as reported to the Policy and Strategy Committee on 16th March 2023. This project is not now projected to be taken forward until the next capital programme.
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NORTH LANARKSHIRE COUNCIL - HUB DELIVERY TEAM Appendix 3 KPI - BENEFIT TRACKER DETAILS AS AT: March 2023 KPI REFERENCE KPI DESCRIPTION TOTAL COMMITMENT TOTAL ACHIEVED TO DATE 7.1 CONSIDERATION CONSTRUCTORS SCORE 110 124 7.2 NO. OF COMMUNITY DESIGN PRESENTATIONS 6 12 7.3 ANNUAL COMMUNITY BENEFIT DAYS (ACTIVITIES) 9 17 8.1a SKILLS ACADEMY - GRADUATES RECRUITED 3 2 8.1b SKILLS ACADEMY - APPRENTICE STARTS 18 15 8.1c SKILLS ACADEMY - APPRENTICE COMPLETIONS 9 6 8.1d SKILLS ACADEMY - LOCAL ADVERTISEMENT OF JOBS (JOBS CREATED OTHER THAN GRADUATES OR APPRENTICES) 12 7 8.1e SKILLS ACADEMY - WORK EXPERIENCE/PLACEMENT (14+) 51 26 8.1f SKILLS ACADEMY - EXISTING APPRENTICES 15 20 8.1g SKILLS ACADEMY - OVERALL DELIVERY OF PROJECT OUTCOMES AVERAGE ACROSS ALL CBA 2017 RELATED TARGETS FOR HUBSW COMPLETED PROJECTS 01 8.1h SKILLS ACADEMY - TRAINING EVENTS DELIVERED (QUALIFYING THE WORKFORCE) 47 33 8.1i/j SKILLS ACADEMY - EDUCATIONAL ACTIVITY - SMEs AND TEACHING STAFF 21 48 8.1k SKILLS ACADEMY - SOCIAL IMPACT EVENT OR CONTRIBUTION 1 PROJECT PER ANNUM, HUB WIDE, ALL TIER 1s. PROPOSAL TO COME FROM TIER 1s 2 8.2a COMPANIES INVOLVED WITH LOCAL EMPLOYMENT AND TRAINING PROJECTS 15 5 8.2b SUPPLY CHAIN INSTITUTE - CONTRACT OPPORTUNITIES FOR TERRITORY BASED CONTRACTORS (%) 70% Riverbank 50.43% Chryston 40.7% Newmains & St Brigid’s 75% 8.2c SUPPLY CHAIN INSTITUTE - LOCAL SUPPLY CHAIN EVENTS TO ENGAGE LOCAL COMPANIES 30 35 8.2d SUPPLY CHAIN INSTITUTE - LOCAL COMPANIES GIVEN PRICING/TENDERING OPPORTUNITIES FOR FIRST TIME BY TIER 1 OR M&E CONTRACTORS 15 44
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KPI REFERENCE KPI DESCRIPTION TOTAL COMMITMENT TOTAL ACHIEVED TO DATE 8.2e SUPPLY CHAIN INSTITUTE - LOCAL COMPANIES GRADUATED FROM THE BUILDING FOR GROWTH PROGRAMME HUB TARGET TO GET 12 GRADUATE COMPANIES EACH REPORTING YEAR 25 8.2f SUPPLY CHAIN INSTITUTE - LOCAL BUSINESS IMPROVEMENT SUPPORT AND WORKSHOPS 30 54 8.2g SUPPLY CHAIN INSTITUTE - BUSINESS EXPANSION SUPPORT AND WORKSHOPS 30 43 8.2h SUPPLY CHAIN INSTITUTE - CONSTRUCTION SPECIFIC LEARNING EVENTS AND WORKSHOPS 60 57 8.2i SUPPLY CHAIN INSTITUTE - THIRD SECTOR BUSINESSES - HUBSW PROJECTS CONTRACTS AWARDS/OPPORTUNITIES TARGET OF 10 OPPORTUNITIES ACROSS ALL PROJECTS PER ANNUM - ALL TIER 1s 2 1 It should be noted that the identified indicators are expected to be ‘zero’ in relation to ‘total achieved to date’ at this time. If you would like more detailed information on any of the projects, please contact Pamela Ross (email address: RossP@northlan.gov.uk)
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Appendix 3 (continued) – definitions for KPIs outlined in section above KPI REF KPI DEFINITION KPI ACHIEVEMENT Arrangements & Delivery 7.1 Consideration Constructors Score Tier 1 Contractors to implement the Considerate Contractors Scheme for Construction Contractor and reach a minimum score of 35 on each project Tier 1 Contractors to implement the Considerate Contractors Scheme for Construction Contractor 7.2 Number of Community Design Presentation Presentation events engaging with the local community to present and consult on proposed design plans Engage with the Local Authorities, local community groups, professional service provider. Includes any community design presentations which may have taken place before tier 1 appointment and gather evidence. 7.3 Annual Community Benefit Days (Activities) One off events, activities, or sponsorships which have an effect on certain local communities, organisations or institutions Engage with local community groups / organisations and identify potential activities, these may be for example sponsorship of local football team, scout hut roof replacement, community garden projects, support local charities, etc. 8.1a Skills Academy - Graduates Recruited University - Graduate/Post Graduate as follows: Graduated within last 3 years. Employed Main Contractors, Sub- Contractor or Professional Services provider. Identify opportunities, within and with sub-contractors, Professional services providers. Meeting between tier1 and sub- contractor/supplier, and vehicles such as hub SW Recruitment and Training Advisory Days 8.1b Skills Academy - Apprentice Starts New entrant apprenticeship, new entrant trainees and new entrant technical/higher level qualifications, on a formal apprenticeship framework in Level 2 or above N/SVQ. e.g. new start apprentices employed on project by Main Contractors, Sub-Contractor or Professional Services provider. Identify opportunities, within and with sub-contractors, Professional services providers. Meeting between tier1 and sub- contractor/supplier, and vehicles such as hub SW Recruitment and Training Advisory Days. Potential candidates can be identified through engagement with schools and colleges.
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Appendix 3 (continued) – definitions for KPIs outlined in section above KPI REF KPI DEFINITION KPI ACHIEVEMENT Arrangements & Delivery 8.1c Skills Academy - Apprentice Completions Apprentice who will complete their formal apprenticeship programme whilst employed on project by tier 1 Contractors, Sub-Contractor or Professional Services provider. Identify within and with Sub-Contractors, Professional Services providers through tier 1 meetings, hub SW Training and Recruitment Advisory Days, any existing or redundant/displaced apprentices who will complete their apprenticeship whilst working on the project. (tier 1 contractor can elect to designate an Apprentice completer as an existing Apprentice instead if they wish to do so) 8.1d Skills Academy - Local Advertisement of Jobs (Jobs created other than graduates or Apprentices) Creation of a new and sustainable job with 12 weeks minimum continued employment. Job opportunities to be advertised locally through Job Centre Plus or local organisations such as CEIS, TAP, Routes to Work, Local Authorities Economic Development Teams or other Local Training Employment Initiatives. to be employed on project by Main Contractor, Sub-Contractor or Professional Services provider. Identify within and with Sub-Contractors, Professional Services providers through tier 1 meetings, hub SW Training and Recruitment Advisory Days. include pre-construction meetings engage with local Job Centre Plus, CEIS, Ingeus, Routes to Work, Local Authorities Economic Development Teams, other local training employment Initiatives.
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Appendix 3 (continued) – definitions for KPIs outlined in section above KPI REF KPI DEFINITION KPI ACHIEVEMENT Arrangements & Delivery 8.1e Skills Academy - Work Experience/Placement (14+) Work experience attendance for students from schools, colleges and Universities (14 years plus) who undertake a work-experience placement . This KPI is aimed at providing students with the opportunity to carry out tasks agreed by the education provider and the employer enabling the learner to gain a meaningful insight into the construction sector. This target also describes work experience attendance for persons who are not enrolled in a course of education/study. Minimum 5 working days. Tier 1 to engage with local educational services schools, colleges, universities, can include individuals from organisations such as Princes Trust, Probation Service, Job Centre Plus, Women into Construction, Armed Forces re-settlement programmes or local community organisations, to identify suitable candidates. Engage with sub-contractor, suppliers professional service providers to identify possible placement opportunities in their companies/organisations. It may also be appropriate for individuals seeking a career change 8.1f Skills Academy - Existing Apprentices An apprentice persuing a formal apprenticeship framework in level 2 or above N/SVQ employed on project by Main contractor, sub-contractor or Professional service provider. Identify within and with Sub-Contractors, Professional Services providers through tier 1 meetings, hub SW Training and Recruitment Advisory Days, any existing or redundant/displaced apprentices who have to potential to work on the project during their apprenticeship (tier 1 contractor can elect to designate an as a completer instead should they complete during the time) 8.1g Skills Academy - Overall Delivery of Project Outcomes HSW to over achieve by a minimum of 10% across the average of our CITB Client Based Approach based KPI's. This is a measure of all our Tier1s aggregated performance on projects completed during the year. HSW to over achieve by a minimum of 10% across the average of our CITB Client Based Approach based KPI's
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Appendix 3 (continued) – definitions for KPIs outlined in section above KPI REF KPI DEFINITION KPI ACHIEVEMENT Arrangements & Delivery 8.1h Skills Academy - Training Events Delivered (Qualifying the Workforce) SVQ Level 2 or above, diplomas, professional qualifications, including Advance H&S (SSSTS, SMSTS, IOSH, NEBOSH) Industry related certification, held externally or in-house, project / sector specific learning, eg.Leadership & Management, Supervisory, Installation, environmental related training courses. Includes also Apprentice Completers. Identify within and with Sub-Contractors, Professional Services providers through tier 1 meetings, hub SW Training and Recruitment Advisory Days, to Identify any ongoing or upskills requirements, can include hub SW bespoke in house 1 day training courses, or accredited training courses providers such as CITB or other training providers. Identify anyone likely to complete apprenticeship during the project. 8.1i/j Skills Academy - Educational Activity (CCIAG) - SMEs and teaching staff. Construction related events to support the educational curriculum. Events/activities delivered - topics could include; enterprise, technology, maths, science, engineering or careers advice, aimed to increase awareness and the opportunities available in the construction industry. Focus on improving the image of the sector. Construction supported community benefit initiative delivered to SME's and Teaching Staff (including Recruitment and Training Advisory Days, DEC, Primary Engineering, and others) 1. Tier 1's to engage with local educational services, early years, schools, colleges, universities, adult influencers, career advisors, learning providers, community groups, to identify opportunities to deliver events, can include Construction Ambassador Programme / STEM activities, 2. Tier 1 to hold hubSW Recruitment and Training Advisory Days, or own equivalent, aimed at SME's 3. Workshop sessions delivered for example local educational services, schools, colleges, PS, DEC, Primary Engineering 8.1k Skills Academy - Social Impact Event or Contribution Programme-wide Tier 1 annual community project. Aimed at disadvantaged groups within the local community, which have a positive impact. Supporting council initiatives, organisations, and Institutions such as Princes Trust, for example young people in care/post care, people with learning difficulties - e.g.: mentoring, a series of support measures to produce a positive outcomes
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Appendix 3 (continued) – definitions for KPIs outlined in section above KPI REF KPI DEFINITION KPI ACHIEVEMENT Arrangements & Delivery 8.2a Companies involved with local employment and training projects Companies working on the project including main contractor, working with organisations promoting local employment, education, volunteering or placement opportunities. Contractor to identify sub-contractors involved with local employment and training projects, and any involvement by Contractor direct. hub will coordinate placements from agencies such as Ayr College or through CITB which will count in meeting KPIs. School / College organised visits will also count to meet this KPI. 8.2b Supply Chain Institute -Contract opportunities for Territory based contractors (%) Opportunities afforded to South West Territory based companies through market testing or tendering as a percentage of total opportunities created. Ensure that at least 55% (rising to max 70% in 2018-19) of tendering opportunities go to companies in the hub SW area. 8.2c Supply Chain Institute - Local supply chain events to engage local companies This involves events where Tier 1 Contractors will come face to face with local sub-contractors and suppliers with an opportunity to talk about potential projects This will involve events such as 'Meet the Buyer' events, Supplier Showcases and hub Club Networking meetings. 8.2d Supply Chain Institute - Local companies given pricing/ tendering opportunities for first time by Tier 1 or M+E Contractors First timers in hub located locally and under contract to Tier 1s or the appointed M+E Contractor. Have never worked on a HSW contract before. Ensure that local first timers are included in the market testing/tendering process. Contact HSW Community Benefits team who can confirm status. 8.2e Supply Chain Institute - Local companies graduated from the Building for Growth Programme Companies based in HSW area or Scotland based professional Services practices completing the programme. (hub SW Target) Recruitment and delivery by Community Benefits team in conjunction with the Tier 1 contractors. Organised twice per annum. Max 10 companies per programme.
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Appendix 3 (continued) – definitions for KPIs outlined in section above KPI REF KPI DEFINITION KPI ACHIEVEMENT Arrangements & Delivery 8.2f Supply Chain Institute - Local business improvement support and workshops One to many workshops or one to one support to local companies to help improve their business. This could cover a range of subjects and delivery methods. Topics include Business Health Checks, business and people management, business strategy, planning, HR development, financial management, succession planning, time management, accreditation support etc. These can be delivered either to an individual company, or as a learning event attended by people of different companies. The Tier 1 can claim this KPI by attending and participating in the event programme facilitated by the SCI. One to one interventions will be allocated by the SCDM on an equitable and as need basis to a hub project. 8.2g Supply Chain Institute - Business Expansion Support and Workshops One to many workshops or one to one support to local companies to help expand their business. This could cover a range of subjects and delivery methods. Topics include marketing, sales, tendering, web development, social media etc. These can be delivered either to an individual company, or as a learning event attended by people of different companies. The Tier 1 can claim this KPI by attending and participating in the event programme facilitated by the SCI. One to one interventions will be allocated by the SCDM on an equitable and as need basis to a hub project. 8.2h Supply Chain Institute - Construction Specific Learning Events and Workshops One to many workshops or one to one support to local companies to help improve construction specific aspects of their business operations. These are most likely to be on-site training events such as BIM workshops, Waste, Environment and Health and Safety Tool Box talks organised by the Tier 1 Contractors for their team and sub- contractors. There may also be some one to many events organised for the wider supply chain by the SCDM. 8.2i Supply Chain Institute - Third Sector Businesses – hubSW projects contracts awards/ opportunities Not for profit organisations with a trading arm which can supply hub projects in some way afforded contract opportunities or award a contract on a hub project. Could bid normally as part of the project procurement or be awarded a special project by the Tier 1 as part of its community engagement activities. The site catering contract if going to a not for profit public good organisation could qualify as well an org winning a regular work package.
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Appendix 3 (continued) – KPIs linked to DBFM contracts Cumbernauld Academy DATES COMMENTS/NOTES DELIVERED APPRENTICESHIP 2021 APPRENTICESHIP 2022 APPRENTICESHIP 2023 FES FM MECHANICAL AND ELECTRICAL APPRENTICESHIPS 23/04/2021 PRESENTATION DELIVERED VIA MICROSOFT TEAMS JOINT WITH GREENFAULDS HIGH (6 PUPILS FROM CUMBERNAULD AC PRESENT) 1 1 STUDENT - ELECTRICIAN APPRENTICESHIP 1 STUDENT FES FM - TRAINING CENTRE 22/10/2021 TRAINING SESSIONS FOR STUDENTS WISHING TO APPLY FOR APPRENTICESHIPS (no students attended) 08/12/2021 1 (4 students attended) 22/02/2022 (no students attended) 23/03/2022 (no students attended) 20/04/2022 cancelled (exam time) 15/06/2022 cancelled as per FES 14/09/2022 1 (3 students attended) 18/01/2023 1 (4 students attended) 24/01/2023 1 (4 students attended)
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Appendix 3 (continued) – KPIs linked to DBFM contracts Greenfaulds High School DATES COMMENTS/NOTES DELIVERED APPRENTICESHIP 2021 APPRENTICESHIP 2022 APPRENTICESHIP 2023 FES FM MECHANICAL AND ELECTRICAL APPRENTICESHIPS 23/04/2021 PRESENTATION DELIVERED VIA MICROSOFT TEAMS JOINT WITH CUMBERNAULD AC (22 PUPILS FROM GREENFAULDS HIGH PRESENT) 1 0 FES FM - TRAINING CENTRE 22/10/2021 TRAINING SESSIONS FOR STUDENTS WISHING TO APPLY FOR APPRENTICESHIPS 1 (8 students attended) 08/12/2021 1 (2 students attended) 22/02/2022 1 (4 students attended) 23/03/2022 1 (7 students attended) 20/04/2022 cancelled (exam time) 15/06/2022 cancelled as per FES 14/09/2022 1 (5 students attended) 18/01/2023 1 (4 students attended) 24/01/2023 1 (4 students attended) 10 November 2022 – FES FM and Apprentice (former pupil of Cumbernauld Academy) presented career opportunities at S2 Careers’ event at Cumbernauld Academy 27 & 31 January 2023 – FES FM Training Officer delivered interview skills workshops at Cumbernauld Academy & Greenfaulds High School. 2 March 2023 – FES FM delivered pre-employment BTEC assessment. Assessment for plumbing and heating engineers. Further training centre sessions to be arranged for September – November 2023 for both Greenfaulds High School and Cumbernauld Academy. FES FM 2023 Apprenticeship interviews taking place May 2023
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Appendix 3 (continued) – KPIs linked to DBFM contracts • Tigers Training/Morgan Sindall Joint Venture – total of 29 North Lanarkshire young people started 13 week pre-apprenticeship training on 23 January 2023. • Primary 7 Construction Pilot - Tigers and NLC Pathways; first steps into construction. Site visits arranged with Tier 1 contractors at Chryston and Riverbank. • Working in collaboration with Vocational Education – work placements for Foundation Apprentices with Tier 1 contractors and their supply chain. To date 16nr FAs placed in June and October 2022. Two of these students were successful in gaining Graduate Apprenticeships with Tier 1 contractors: Morgan Sindall and Kier Construction. Employer engagement – 29 sessions delivered to date to Level 4/5 construction classes.
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Appendix 4 GUIDELINES ON TIMESCALES FOR PROJECT DEVELOPMENT AND CONSTRUCTION FOR NEW BUILD HUB PROJECTS INVOLVING SCHOOLS Overall Timeline Committee Approval Stages Core Project (New Build) Procurement to Occupation Project Development Construction Start / Duration Community Hub incorporating a single primary school - Two stream (Up to 434 pupils) 2.25 years* 12 months* 15 months Community Hub incorporating a single primary - Three stream (435-651 pupils) 2.75 years* 15 months* 18 months Community Hub incorporating a High School 3.4 years* 18 months * 22 months Community Hub incorporating more than one primary school. This scenario usually includes either two schools, or school/s and community facilities. 3.2 years* 18 months * 20 months Town Hub/Community Hub incorporating more than one education sector. This scenario may include: High school; primary school(s); early years; ASN; community; partnership; sport and leisure zones; etc. Town hubs with more elements/zones will be require more time at ‘project development’ stage and may require more time at ‘construction stage’ dependant on complexity of project. At least 3.7 years* At least 20 months * At least 24 months Overall Timeline - Procurement to Occupation The timeline for the Delivery Programme starts from all committee approvals being in place, a site in council title and a project being approved for progression through appropriate governance processes (such as Hub Deliver Board).
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Project Development This Delivery Project Development process includes the procurement to appoint the contractor and their external design team; the technical site surveys to allow design to commence; Stage 1 concept design development, 12 weeks statutory pre planning consultation; Stage 2 detailed design and work package tender preparation; 5 months statutory full planning approval, tendering to external supply chain for all construction activity; Pricing and Contract negotiation, committee approval for the final price and execution of the construction contract. * As the council transitions to building Town and Community Hubs – due to the specific nature of each project and the expected engagement with local communities, an intelligent brief will be developed for each project. This may be because of the complexity of the site; multiple service users within a shared campus environment; Carbon reductions strategies; constructions phasing risks to existing users; etc. This added element inevitably adds time to the process but will ensure alignment with the Town and Community Hub guiding principles. The project development timescales outlined in the table above, may therefore be extended. Construction Duration The start of construction requires committee approval to agree a contract is to be entered into as this constitutes approx 95% of the total funding. This depends on size of building, the extent of site abnormals and their remediation and any construction phasing. Construction will be longer if new school/s being built on a site of an existing school that will remain in operation and requires to be demolished in order to complete all of the new development. The indicative average timeline reflects the first phase of construction which is normally that the new building is first to be built for occupation.