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SECTION 1
Introduction
This guide provides information on the
Executive's relocation policy and advice on the
relocation process. It explains the stages involved in
a location review and where further help can be
found.
1.1 This guide provides information on the Executive's
relocation policy and advice on the relocation process -
setting out in detail the location review process. It
explains the stages involved in a review and where further
help can be found. For Scottish Executive core staff,
guidance relating to Human Resource relocation issues can
be found on the Executive's Intranet. For non Executive
staff, best practice guidance on
HR relocation issues is attached at
Annex D.
1.2 There is a Relocation Policy Team in the Executive's
Public Service Reform Group - who provide general guidance
on relocation policy and act as a point of contact for all
stakeholders and customers. The Team has been expanded to
form the basis of the Support Team for relocation - working
with colleagues from other parts of the Executive to
provide
expertise and
experience for relocations, and location
reviews in particular. Having the Support Team at the heart
of all location reviews will provide
consistency of approach and ensure that
reviews have the full benefit of previous experience. The
Team will maintain a publicly-available register of
information that can be used by any organisation under
review. This will include a list of potential locations
suggested by local authorities and enterprise companies,
backed up with up-to-date socio-economic data that will
make the review process quicker and more
transparent. The Team will also provide
examples of criteria that can be used to assess locations
in terms of their impact on efficiency and effectiveness
for organisations. The Team will work with the organisation
all the way through the process, right up to the move
itself and beyond. This will be vital not only in terms of
support but also in terms of being able to
evaluate the impact of all moves, to
inform future development of the relocation policy.
1.3 Relocation Policy Team enquiry point:
0131 244 4297 email:
relocation.policy@scotland.gsi.gov.uk
SECTION 2
Relocation PolicyThe policy covers the Executive's Departments
and Agencies, Non-Ministerial Departments and the
sponsored public sector. The policy covers bodies
throughout Scotland and not just those currently based
in and around Edinburgh.
Relocation Policy Objectives
2.1 The Executive's relocation policy was introduced in
September 1999. The overarching objectives of the policy
are to:
- Ensure that the government in Scotland is
more efficient and decentralised;
- Provide cost-effective delivery solutions;
and
- Assist areas with particular social and
economic needs.
2.2 The policy covers the Executive's Departments and
Agencies, Non-Ministerial Departments and the sponsored
public sector. The policy covers bodies throughout Scotland
and not just those currently based in and around Edinburgh.
When the Executive establishes a
new unit, agency or public body or where
an existing one is
merged or otherwise reorganised, this
triggers a location review and there is a presumption
against locating in Edinburgh. Where a significant
property break is reached - for example, the
termination of an existing lease - this also triggers a
review and location options will be considered that could
include Edinburgh. In either case, the final location will
be decided by Ministers after the location review has been
undertaken.
The focus of the Initiative is to bring the
benefit of public sector employment to fragile rural
communities.
Small Units Initiative
2.3 The Small Units Initiative is a separate strand of
the policy that is aimed at supporting Scotland's more
fragile rural communities by relocating small discrete
units of work, normally comprising between 10-15 staff, to
agreed locations that would benefit most from such moves.
The location of small units under the Initiative will take
account of the policy objectives above and the review
process is similar - although streamlined - but the focus
of the Initiative is
to bring the benefit of public sector employment to
fragile rural communities. There are no external
organisational or property-based triggers for a Small Unit
review. Instead, senior management identify for review
suitable free standing, non location dependent units within
the Scottish Executive and its sponsored bodies.
All bodies undertaking a location review should
consider whether parts of their organisation could be
located in rural communities under the Small Units
Initiative. As decisions made in this Initiative
are not driven purely on costs and efficiency savings,
Ministers have established a fund to assist with initial
start-up and accommodation costs.
2.4 Full guidance on the Small Units Initiative can be
found at
Section 4 of this document.
The objectives of the relocation policy are
consistent with the aims of efficient
government.
Efficient Government
2.5 Implementation of the relocation policy has to take
account of the wider policy context in which bodies
operate. The efficient government initiative is a
significant development that all bodies should be focused
on.
The objectives of the relocation policy, above, are
consistent with the aims of efficient government -
and relocations will generally give rise to efficiency
savings in terms of money and time. Location will clearly
be a factor in efficient government. Moving to a location
outside Edinburgh where running costs are lower will allow
savings to be realised. Relocating jobs closer to
stakeholders will save time in terms of access and travel.
Co-location will make it easier to share back-office
functions that will lead to efficiency savings.
2.6 This guidance sets out how efficient
government considerations should be included in
relocation. Opportunities to realise efficiencies
should be considered throughout a location
review
SECTION 3
The Location Review ProcessResponsibility for conducting a location review
lies with the department or body being reviewed. A
project team should be set up to undertake the
review.
3.1 Responsibility for conducting a location review lies
with the department or body being reviewed. A
project team should be set up to undertake
the review. Advice on setting up the project team and on
all aspects of the review process is available from the
Executive's Relocation Policy Team in the Public Service
Reform Group (see helpful contacts on page 2). The project
team will probably include senior management, but Ministers
expect it to include representatives to cover the views of
staff (such as relevant unions). The project team will be
assigned support from the Relocation Support Team - to
cover policy interests and to provide professional
expertise in economic and financial appraisal, property
availability and suitability, as well as general human
resource issues.
3.2 Project teams within the Executive will always
include local
HR representation. The Executive also
has an agreement with Council of Scottish Executive Unions
(
CSEU) to involve them in reviews. The
project team will be responsible for monitoring progress
against the
project plan.
3.3 In some previous reviews work has been contracted
out to independent economic or property consultants. The
arrangements set out above should mean that consultants
would only be required in exceptional circumstances or for
very specialist input - such as detailed space planning.
Where that is the case, the Relocation Support Team will
contract the consultants for project teams. Ministers will
require justification for the use of such consultants.
Stages in the Review Process
3.4 A review will consist of two stages: an initial
'sift' stage that identifies a short list of six or seven
options, followed by a full appraisal stage that examines
the short-listed options in detail. This section of the
guidance gives an overview of both these stages. Detailed
consideration is attached for reference at
Annexes
B and
C. It is vital that
before the review begins the project team is clear on the
exact needs of the organisation in terms of building
specification. The number of posts to be relocated should
be determined as accurately as possible as this will have
an impact on the choices of location available.
Stage One
3.5 The first stage considers a list of potential
locations that have been identified from across Scotland in
partnership with local authorities and local enterprise
companies. The list is ranked in terms of the
socio-economic benefit a relocation would
bring each community - taking account of the
efficient and effective operation of the
unit under review. A transparent 'weighting & scoring'
system is used to assess each location. The Relocation
Support Team will provide all the data required to compare
locations in terms of socio-economic benefit on the
Executive's
Internet site.
1 The Team will also suggest measures that could be used
to assess efficiency and effectiveness of operation - such
as staff retention, accessibility to stakeholders, labour
market considerations and efficient government
opportunities. To obtain information on these,
staff and stakeholder surveys will usually
be required. A template for a staff survey is attached at
Annex E.
3.6 In addition to the above, the first stage should
consider whether there are any factors, unique to the
particular review, which may significantly restrict the
options that are realistically viable. This may include the
uniqueness of the business area under scrutiny or
particular
HR issues, such as the business
depending on specialist staff.
3.7 When Ministers have agreed the shortlist, and staff
have been informed, the project team will issue a news
release to make the shortlist public. The Relocation
Support Team will contact the relevant local authorities
and enterprise companies to co-ordinate their input into
stage two of the review.
Stage Two
3.8 The second stage involves a full economic appraisal
of the short-listed options, in line with
HM Treasury's 'Green Book' guidance,
Appraisal & Evaluation in Central Government.
2 It is important to note that an
economic appraisal is wider than a
financial appraisal of the cost of each option.
The aim of an economic appraisal is to make an assessment
of overall value for money, taking account of all
significant economic, environmental, and social impacts.
Information on the prospective impacts could be obtained
from additional staff and stakeholder surveys as well as
from local authorities and enterprise companies.
3.9 This means that as well as considering the direct
impacts, such as rental and relocation costs, the appraisal
also needs to consider the wider impacts on customers,
stakeholders, and society as a whole. For example, will the
relocation affect the quality of service provided to the
public? Will there be any wider social and economic
benefits,
e.g. due to the redistribution of jobs to less
economically buoyant areas? What levels of skilled
workforce are available in the areas being considered? The
Support Team will provide a range of indicators to assess
these factors. Rental, purchase, relocation costs
etc. will be assessed on a
consistent basis allowing Ministers to judge
recommendations against consistently used criteria.
3.10 The detail of the appraisal will depend on the
timescale of a prospective relocation. When relocations are
more than 2 years in the future the appraisal could be
conducted with generic information on costs and benefits.
This would be sufficient for a decision to be made on a
location, with the final decision on which buildings or
sites are to be appraised being made later. Where
relocations are less than 2 years in the future it would be
more appropriate to conduct the appraisal on specific
buildings or sites.
Making Recommendations
3.11 After each stage of the review the findings should,
in the first instance, be presented to the responsible
Minister for consideration and subsequent approval by the
Relocation Ministers (First Minister, Deputy First
Minister, Minister for Parliamentary Business, Minister for
Finance and Public Service Reform and Deputy Minister for
Finance, Public Service Reform and Parliamentary Business).
The Relocation Policy Team will be able to advise on the
handling of this part of the process to ensure that
decisions are reached as quickly as possible and are
communicated as clearly as possible. At the end of the
first stage, approval is sought for the shortlist, which
Ministers may wish to amend, before proceeding with further
analysis. After the second stage has been completed the
information should be presented again to Ministers, so they
can make an informed decision as to which location best
meets the objectives of the relocation policy and provides
good overall value for money.
SECTION 4
The Small Units Initiative Location Review
ProcessResponsibility for conducting a small unit
location review lies with the unit being reviewed. The
Relocation Support Team will advise and help you on all
aspects of the review process.
4.1 Responsibility for conducting a small unit location
review lies with the unit being reviewed. A
project team should be set up to undertake the
review. Advice on setting up the project team and on all
aspects of the review process is available from the
Executive's Relocation Policy Team in the Public Service
Reform Group (see helpful contacts on page 2). The project
team will probably include senior management, but Ministers
expect it to include representatives to cover the views of
staff (such as relevant unions). The project team will be
assigned support from the Relocation Support Team - to
cover policy interests and to provide professional
expertise in economic and financial appraisal, property
availability and suitability, as well as general human
resource issues.
4.2 Project teams within the Executive will always
include local
HR representation. The Executive also
has an agreement with
CSEU to involve them in reviews. The
project team will be responsible for monitoring progress
against the
project plan.
Stages in the Review Process
4.3 A review will consist of two stages: an initial
'sift' stage that identifies a short list of options from a
list of agreed locations, followed by an appraisal stage
that examines the short-listed options in detail. The
criteria that will be used to assess locations are set out
at
Annexes
B and
C. It is vital that
before the review begins the project team is clear on the
exact needs of the organisation in terms of building
specification. The number of posts to be relocated should
be determined as accurately as possible as this will have
an impact on the choices of location available.
To start the first stage of the review the unit
should define its business objectives and provide a
business case relating to the relocation of the
unit.
Stage One
4.4 To start the first stage of the review the unit
should define its business objectives and provide a
business case relating to the relocation of the
unit. It is expected that such a business case would:
- Provide a clear business statement;
- Cover efficiency and effectiveness; and
- Address longer-term issues.
4.5 Once the business case has been defined, the list of
potential locations
approved for the Small Units Initiative -
provided by the Support Team - should be assessed for their
suitability in terms of the business case. This should
narrow down the options available to around five or six for
more detailed assessment. The Relocation Support Team will
provide all the data required to compare locations in terms
of socio-economic benefit, sustainable transport and
property availability, and will be able to assist in the
final analysis of the location options, to ensure the
shortlist meets your business needs, and long term
requirements. The status quo option should always be
included in the shortlist of reviewed locations, although
it is only there for comparative purposes.
4.6 The first stage should consider whether there are
any factors, unique to the particular unit, which may
significantly restrict the options that are realistically
viable. If any such factors exist, then they will affect
the shortlist.
Stage Two
4.7 The second stage involves a full economic appraisal
of the short-listed options, in line with
HM Treasury's 'Green Book' guidance,
Appraisal & Evaluation in Central Government.
3 It is important to note that an economic appraisal is
wider than a financial appraisal of the cost of each
option. The aim of an
economic appraisal is to make an assessment of
overall value for money, taking account of all significant
economic, environmental, and social impacts. Information on
the prospective impacts could be obtained from staff and
stakeholder surveys as well as from local authorities and
enterprise companies. An example of a best-practice staff
survey is included at
Annex E.
4.8 This means that as well as considering the direct
impacts, such as rental and relocation costs, the appraisal
also needs to consider the wider impacts on customers,
stakeholders, and society as a whole. For example, will the
relocation affect the quality of service provided to the
public? Will there be any wider social and economic
benefits,
e.g. due to the redistribution of jobs to less
economically buoyant areas? What levels of skilled
workforce are available in the areas being considered? The
Support Team will provide a range of indicators to assess
these factors. Rental, purchase, relocation costs
etc. will be assessed on a
consistent basis allowing Ministers to judge
recommendations against consistently used criteria.
Making Recommendations
4.9 At the end of the review the findings should be
presented to the responsible Minister for decision and
copied to the Deputy Minister for Finance, Public Service
Reform and Parliamentary Business. The Relocation Policy
Team will be able to advise on the handling of this part of
the process to ensure that decisions are reached as quickly
as possible and are communicated as clearly as
possible.
SECTION 5
After the ReviewOnce the decision has been made and a location
has been identified, the Support Team will assist with
making an announcement, identifying the final property
(if not already decided) and help with the
practicalities of making the move.
5.1 Once the decision has been made and a location has
been identified, the Support Team will assist with making
an announcement, identifying the final property (if not
already decided) and help with the practicalities of making
the move.
Staffing Considerations
5.2 One of the first considerations at this stage of the
process will be staff engagement. Staff should be informed
at the earliest opportunity of the details of any
relocation decision - the location chosen and the timescale
for the move (including any detailed proposals for
double-running at more than one site or of phasing moves
over a number of years). The detail of assistance available
for staff wishing to move or commute and assistance for
staff unwilling to move or commute should be made available
immediately. It is likely that a further staff survey will
be required to determine how many staff intend to move or
commute to the new location. This is covered in more detail
in the Best Practice Guidance on Staff Engagement at
Annex D. For Executive staff,
local
HR teams will advise the project team on
this aspect of relocation.
Choosing the Building or Development
5.3 If the second stage of the review has not already
identified a specific building or development site, the
Support Team will now take this work forward. The Team will
identify suitable buildings or sites that meet the terms of
Ministers' decision, and make sure they are appropriate -
in terms of meeting the Executive's standards and the
relocating unit's needs. This may require the services of
an independent space planner. The timing of availability
will be crucial, and units should be aware that resources
may have to be available well in advance of proposed
relocation dates to ensure a property can be reserved or
acquired. Advice on this is available from the Support
Team.
It is important to note that there are several
support services that will be less available in certain
locations. Early consideration should be given to the
availability or resourcing of
ICT support, security, postal
services
etc.
Support Services
5.4 It is important to note that there are several
support services that will be less available in certain
locations. Early consideration should be given to the
availability or resourcing of
ICT support, security, postal services
etc. at the prospective new location. Other
sponsored bodies or government organisations in the
vicinity should be investigated to ensure that solutions
are as cost-effective as possible. The Support Team can
provide some information on how organisations which have
already relocated have managed to source certain support
services.
Making the Move
5.5 Once the building has been identified and has been
made available, the Team will assist as appropriate or
required with the physical movement.
Evaluation Surveys
5.6 Evaluating relocations as they take place and then
after they have become established is an important part of
the process. The Relocation Support Team will undertake an
evaluation of the impact of relocation in the long term and
also undertake a more short-term financial evaluation of
the process. The longer term evaluation will cover
socio-economic impacts as well as impacts on business
efficiency. The Scottish Parliament and others have taken a
keen interest in the costs and benefits associated with
relocation. Relocating units should bear in mind that they
will be asked to provide information on the financial costs
and benefits of relocation soon after the move. Details of
the questions that will be asked are attached at
Annex G, and units should,
where possible, maintain records from which these questions
can be answered.
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