Approval to Utilise Frameworks for Outdoor Play Equipment and Artificial Surfaces
North Lanarkshire Council · 22 August 2022
Back to People and Communities Committee — 22 August 2022 and its agenda
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North Lanarkshire Council Report People and Communities Committee Does this report require to be approved? ☒ Yes ☐ No Ref SP/RD Date 22/08/22 Approval to Utilise Frameworks for Outdoor Play Equipment and Artificial Surfaces From Stephen Penman, Head of Strategic Communications E-mail penmanste@northlan.gov.uk Telephone 07947 997750 Executive Summary This report seeks approval from the to use the collaborative framework, established by Scotland Excel, for Outdoor Play Equipment and Artificial Surfaces. The framework provides the council with access to a range of external Register of Play Inspector International (RPII) qualified contractors and suppliers to support the delivery of works, services and supply arrangements for outdoor play environments including natural playgrounds, outdoor gym equipment, multi-use games areas, wheeled sports areas, safer surfaces and artificial areas. The framework is effective from September 2022 until August 2024 with the option to extend for up to 24 months, at 12-month intervals, until August 2026. The exact mobilisation date of the framework will be confirmed by Scotland Excel following approval by their board. Over the framework duration (including extensions) the council’s estimated spend is £3 million. Each project is recorded within a two-year procurement pipeline to allow for forward planning. In addition, the report seeks approval to use alternative existing frameworks available to the council to expedite project delivery and deliver best value as required. Recommendations It is recommended that the People and Communities Committee: (1) recognise the benefits offered to the procurement and delivery process by utilising a nationally agreed framework; (2) recognise that alternative frameworks may on occasion offer a better route to market and should be utilised where appropriate; (3) approves the use of the Scotland Excel collaborative Framework for Outdoor Play Equipment and Artificial Surfaces for the entire framework period; (4) approves the use of any alternative established frameworks to ensure efficiency and best value continue to be delivered.
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1. Background 1.1 The Education committee agreed, on 13th October 2017, to approve the use of the collaborative framework, established by Scotland Excel, for Outdoor Play Equipment and Artificial Surfaces for the lifetime of the framework. 1.2 The framework was originally due to expire in 2021 following the allowed contract extensions. A short-term extension was put in place extending the framework to 30th June 2022 to take account of disruption caused by the Covid-19 pandemic. 1.3 A replacement framework has been established with an estimated commencement date of September 2022. The time delay in the commencement of the new framework has necessitated the use of other existing procurement routes to ensure continuity of project delivery. 1.3 It is the intention of services to fully utilise the Scotland Excel framework when it is operational but also to maximise other procurement opportunities to ensure the continued delivery of best value. 1.4 All frameworks that may be used are established following a competitive contract award procedure which is undertaken in accordance with the relevant procurement regulations and provides the council with a fully compliant and efficient route to market. 2. Report 2.1 The collaborative framework, established by Scotland Excel, for Outdoor Play Equipment and Artificial Surfaces will be immediately available for the council to use following the commencement date. 2.2 Use of the framework will provide the council access to a range of external Register of Play Inspector International (RPII) qualified contractors and suppliers to support the delivery of works, services and supply arrangements for outdoor play environments including natural playgrounds, outdoor gym equipment, multi-use games areas, wheeled sports areas, safer surfaces and artificial areas. 2.3 The council can use this framework in either of the following ways: • Direct Award – this call-off mechanism allows requirements to be cross-compared between the framework suppliers’ standard contract prices and terms to quickly identify who provides best value; or, • Mini-competition – this call-off mechanism allows the council to re-open competition with the framework suppliers in an attempt to secure optimum quality and innovation for an allocated budget. 2.4 Over the entire framework duration (including extensions) the council’s estimated spend is £3 million. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (21) Continue to identify and access opportunities to leverage additional resources to support our ambitions
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2.5 A designated contract manager within the community partnership team will be responsible for operational contract and supplier management activities, while Scotland Excel, as the framework owner, will undertake strategic contract management. 2.6 Where alternate routes to market are identified, such as established frameworks or open tender procedures, the designated contract manager will liaise with the appropriate category manager within the corporate procurement team to ensure the route chosen delivers best value for the council and provides operational efficiency. 2.7 An annual procurement pipeline is produced to allow forward planning of procurement demand and to give sight of where opportunities may exist to increase efficiency in delivery. (Appendix 1) 3. Measures of success 3.1 Projects delivered within agreed timescales and on budget taking into account all relevant factors. 3.2 An opportunity to derive maximum value, optimum quality and innovation for any project by conducting mini-competitions. 3.2 Contracts awarded by the council are compliant with the procurement legislation and internal procedures. 3.3 A collaborative approach to the procurement of the requirement, minimising the burden on internal resource and leveraging the economies of scale. 3.4 Community aspirations are met through the utilisation of the optimum procurement route to deliver the best project outcome. 4. Supporting documentation 4.1 Appendix 1 – Procurement Commercial Pipeline: Play and Recreation Developments Stephen Penman Head of Strategic Communication
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5. Impacts 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? Each of the projects, if deemed appropriate for delivery and where budget is available is supported through funding available via the Community Board Local Development Programme capital allocation and Scottish Government play fund. Additional resource is provided by housing developer contributions. Consideration will also be given to maximising external and other partner contributions where possible. All projects are tendered within budget. 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 ☐
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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 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? 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? Projects will have a positive effect on the local environment, contributing to safer areas to play and increasing community cohesion. Scotland Excel worked closely with Sustainable Procurement Scotland, who are funded by Zero Waste Scotland and the Scottish Government, to ensure that the framework delivers meaningful economic, social and environmental value to Councils. This framework should provide a wide range of benefits to support Scotland’s National Outcomes and deliver long term benefits to communities across Scotland. Appointed suppliers made strong commitments to involve community and school groups at all stages of projects to enhance community cohesion, for which involvement of young people in the design and construction of pitches and play areas for instance help to create a sense of ownership in the facility and thereby reduces the risk of anti-social behaviour and vandalism. Other measures proposed from the suppliers, which will be monitored through KPI’s throughout the lifetime of the framework, include: • ensuring that rubber granule infill material comes from recycled commercial tyres; • procuring building materials close to the project site to limit transportation and benefit the local community; • registering projects with the Considerate Contractors Scheme; • donating good quality used equipment and fencing to schools, community groups and charities; • refurbishing existing equipment on site, salvaging and reusing the existing topography of project sites; • implementing renewable technologies for power; and • promoting bio diversity through planting to sustain wildlife and insect populations.
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In addition to the above, a number of suppliers have confirmed that they are ISO14001 accredited which provides assurance that environmental impact is being continually measured and improved. 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? Play area projects are discussed widely with community groups and local consultation will be communicated as required. In conjunction with local communities, a communications approach will ensure that projects are promoted positively. 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? There are no significant financial risks which have been identified at this stage in the financial year, however this will continue to be closely monitored. Some projects may not proceed as a result of e.g., community consultation or site investigations and outstanding budgets will be re-allocated to other projects which will be reported to a future Community Board. It should be acknowledged that there are nationwide challenges in relation to supply of materials and there is also an impact on material costs leading to potentially higher contract costs which could impact on delivery of projects.
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Appendix 1