Bid number (for EG use) | |
Lead bidder | Shetland Community Planning Board
Morgan Goodlad
Chief Executive
Shetland Islands Council
Town Hall
Lerwick
Shetland Islands |
Brief description of the aims of the
project | Investigation of the full range of options
for co-operation between public sector
organisations in Shetland to improve the
efficiency and quality of delivery of public
services. Aiming to secure a locally
appropriate implementation of efficient
government that enhances the sustainability of
the islands economy and community. |
Clear description of what the EGF money
would be used to buy | Project management and implementation
support for the change processes required in
bringing together services across agencies.
Adaptation or replacement of ICT systems is
expected and shared accommodation might be
necessary. Initial consultancy support to fully
investigate the opportunities available
including a review of a range of options for
better integrated governance. |
Partners to the project likely to commit
resources | Shetland Islands Council NHS Shetland |
Names of other organisations with whom the
project has been discussed (to assist the
introductions process) | Shetland Enterprise Northern Constabulary (Potential partners all of whom have not yet
been formally approached could include SERAD,
Coastguard, Customs & Excise, Jobcentre+,
SEPA, Fisheries Protection Agency, SNH, Sheriff
Clerk, Visit Scotland, Shetland Charitable
Trusts, Children's Panel, H&I Fire Brigade,
Scottish Ambulance Service, Shetland College,
NAFC, SCSS, Independent Sector, SHEAP, etc.
etc. etc. + public agencies with no staff here
at present such as Inland revenue &
Historic Scotland.) |
Evidence that suggested approach has been
deployed successfully elsewhere | Within the scope of the investigation will
be to establish how far other UK or
international regional partnerships have
effectively integrated support services and
their management at similar local scale and how
far those services are provided on a
self-sufficient basis. There is however already
evidence that where regions, particularly
remote island groups, have sustained economic
and social well being there is a much more
streamlined model for effective delivery of
public services. |
Are there any restrictions to potential for
enlargement of the project (i.e. technology,
number of partners etc) | If successful partnership in the delivery of
a core range of support services locally could
be achieved, there is clearly potential for
other agencies or services to be added. If
general arrangements can be designed that
contribute effectively to sustainability in the
Shetland islands, this may provide a template
for other regions. |
Benefits projected from the project | Greater Efficiency - Combining
back office support across a number of local
public service partners can access economies of
scale in operation and provide the same outputs
with fewer inputs. Streamlining bureaucracy -
Better joined up service delivery by linking
key elements of support for managers and staff
working closely together to serve the same
customers, should enable the support package to
fit service needs better and produce better
outputs with the same inputs. Enhanced contribution to local
sustainability - By efficiently
providing wide ranging support services locally
the public sector is maximising its
contribution to local sustainability both
economically and socially. Benefits projected in 20008/9 are expected
to be recurring thereafter. |
Estimated financial projections | Total | 2005/6 | 2006/7 | 2007/8 | 2008/9 |
Overall project cost | | £350,000 | £450,000 | | |
Estimated projected benefits | | - | £200,000 | £300,000 | £400,000 |
Is a pilot required - see guidance notes | This proposal might be regarded as a pilot
in so far as it is anticipated that most
aggregation proposed by other bidders will be
within, rather than across, sectors. The
concept of integration of back office functions
across a wide range of public agencies in a
locality is quite novel in the UK. As well as
the technical challenges in the integration of
a large number of separate organisations there
is clearly a range of governance questions
which may arise and need to be considered. It
is likely that the project will be developed
with a phased approach. Including in the first
instance those services and partners where the
best cost / benefit ratio exists and there is
potential for relatively straightforward
implementation. Thereafter further services or
partners could be added. |
Additionally: why is EG funding required | The full investigation of the options being
considered would benefit greatly from dedicated
expertise to comprehensively undertake the
breadth and depth of work required. While that
work is currently proceeding to an extent,
sufficient capacity to progress quickly is not
available within the partners. In addition the
active engagement of the Executive within the
project would greatly enhance its overall
coverage as much co-operation will be required
with the Executive and its agencies to best
understand and resolve technical issues and
options for governance. |
Does this project complementary in anyway to
other EG work | The whole thrust of this project is around
finding effective ways for public sector
organisations to work together within their
communities for efficiency and sustainability.
These are the cornerstones to Efficient
Government. This project could provide a
general model for how governance issues around
increased collaboration could work effectively.
The project will have a direct contribution to
both support service reform and streamlining
bureaucracy. |
Is "stage 2 development funding"
requested? | The initial consultancy support to
investigate the opportunities available in the
shared delivery of a wide range of support
services and the investigation of any
associated governance issues which might arise
could be regarded as a "stage 2 development
funding" request. This is clarified further in
the narrative bid and covering letter. |