Using a Contractor in the Delivery of Planning Services

Transcription

1 Using a Contractor in the Delivery of Planning Services

2 Introductions Dave Jolley - Planning and Building Control Director

3 Programme 1) Background to the Partnership 2) Services and Scope 3) Why use a Contractor 4) Options available for using a contractor 5) Technical Services Commissions 6) Framework Partnerships 8) Delegated Authority Model 9) Long Term Collaborative Partnerships 10) Critical Success Factors

4 What is Urban Vision The Background Urban Vision Partnership Ltd is a fifteen year partnership created on the 1st February 2005, following Salford City Council s need to remodel and modernise key council services, deliver efficiencies, improve capacity, access new markets and safeguard and grow jobs in an uncertain future. The core objectives set by the Council were to: Improve Performance Against Key Performance Indicators Improve Capacity Management Deliver Efficiency Savings Create New Market Opportunities/ Business Growth Provide Innovative Working Arrangements Create Opportunity to Invest in Highways Reduce 3rd Party Insurance Tripping Claims

5 UV Partnership Innovation Urban Vision is an innovative model and one of the few public/private partnerships created under a secondment arrangement, the 1st of it s kind in the UK, between Salford City Council, Capita Symonds and Galliford Try. 392 Salford City Council staff were seconded into Urban Vision whilst retaining their terms and conditions of employment. By pooling the combined public and private sector expertise and experience of staff, Urban Vision is able to progress Local Authority and private sector objectives whilst delivering innovation and excellence in both market sectors. We now have 50 local authority clients for planning many of whom are rural authorities. We support our 15 year rural strategic partnership in Breckland, Norfolk and we now have capacity partnerships with Purbeck and Newark. We also support and are members of the Country Landowners Association. Urban Vision deliver the following services on behalf of the council and external clients: > Planning; > Development Management; > Building Control; > Civil Engineering Design; > Highway Maintenance Services; > Property and Estate Management Services; > Traffic & Transportation Engineering; > Geological Services Architecture Landscape

6 The Planning Market The Audit Commission (2006): The market for private sector planning consultancies has grown significantly over the last ten years and councils now regularly use external organisations to assist them with specialist work. What remains less common is using the private sector to deliver mainstream planning services such as processing applications and appeals work. (Local Authorities should) balance their inclination to provide planning services in-house with consideration of: solutions available through the private sector, given the current shortage of planners and skills; and/or sharing planning resources with other councils, particularly to support the preparation of local development frameworks.

7 Why Use a Contractor Increasing capacity when needed Service resilience Avoid staffing to peaks in workload Interim Management Save money Increased competition for work amongst contractors Specialist services Ad hoc projects such as appeals

8 Options for the Use of a Contractor

9 In-Sourcing Local Authority Ad Hoc Arrangements Casework support Interim Management Service Improvement Work Option Appraisal Business Case Development Simple Contract Agreement Private Sector Partner

10 Call Off Support via Framework Local Authority Framework Arrangements 1 or 3+ companies in each category Max 4yrs Framework Agreement Call off arrangement Conditions of engagement Allocation of work Lot 1 Lot 2 Lot 3 Lot 4 Development Control Planning Policy Specialist Planning Building Control

11 What are the Benefits & Key Issues? Benefits Freedom to award contracts without the need to re-advertise and re-apply the selection and award criteria Medium term commitment from consultants Improvement in efficiency Building relationships - continuity of work and continuous improvement Early involvement in casework Key Issues Duration restricted to 4 years No real strategic working if more than one framework partner is selected No scope for achieving savings No scope for addressing reduction in workload for staff No scope for investment in the service or staff No link to the wider network of planning businesses

12 Shared Service Partnership via Delegated Authority Uses Local Government Act 1972 (S101). A public/public shared service arrangement. The host Council is able to use the Private Sector Partner to assist in Service delivery delegating authority if specific requirements are met. EU Compliant procurement was used. Service is part of the scope of the original OJEU. Ability to work across host Council boundary. Value is within the scope of original OJEU. Legally robust. Several partnerships now in place that use this model.

13 Shared Service Partnership via Delegated Authority Delegating Authority Delegation Agreement Host Authority The arrangement is intended to be achieved by: the delegation of relevant public functions from a Local Authority to Salford using local government powers; and Service Delivery Private Sector Partner Service Contract the direct purchase by Salford City Council from UV of the relevant services (under it s existing contract) in order to exercise these delegated functions.

14 Long Term Collaborative Partnerships Local Authority Long Term Partnership Arrangements 10+ years Governance Service Standards Financial Arrangements Risk Transfer Partnership Agreement Private Sector Partner

15 Why a Strategic Partnership? Issues Provider to a single client Limited by budget Little external income Hierarchical/linear structure Limited control over service quality & budgets Outcomes Provider to a wider client base Access a national business infrastructure Pay for the service used Manage income and costs Flexible structure Pool resources to achieve efficiencies & economies

16 Critical Success Factors Cost Control Business Centre Cost Management In control of own costs and business decisions not hindered by Council imposed savings or corporate overheads Economies of scale Streamlined administration Standardised Systems

17 Critical Success Factors Cultural and Commercial We are a commercial business with commercial drive and acumen A strong brand identity Inter- organisation comparison of costs and efficiency Proactive and Dedicated Business Development, Relationship Management and Marketing Networked to a large business infrastructure

18 Critical Success Factors Cultural and Commercial Dedicated bid support, leading graphic design and reprographics to achieve high quality proposals Empowered Managers Proactive about diversification ISO Accreditation - ISO 9000 quality ISO health and safety ISO environmental Document Management Systems