board of management meeting of 22 february 2016 · 2. minutes of previous meetings 2.1 minute of...

Board of Management

Meeting of 22 February 2016

Meeting of 22 February 2016BOARD OF MANAGEMENT

Notice

NOTICE OF MEETING

A meeting of the Board of Management will take place at 1300 hours on Monday 22 February 2016 in Room G10 at Aberdeen City Campus.

MEMBERS OF THE BOARD OF MANAGEMENTMr. D AndersonMs. K AndersonMs. A BellMs. S BrimmerMs. S CormackMr. D DuthieMr. I GossipProf. J HarperMr. J HendersonMs. C InglisMs. S MassonMr. R McGregorMr. K Milroy (Chair)Mr. D RussellMs. A SimpsonMr. A SmithMr. R WallenMs. K Wetherall

IN ATTENDANCEMr. R Scott, Vice Principal - FinanceMs. P May, Secretary to the Board of ManagementMs. P Kesson, Minute Secretary

IN ATTENDANCE FOR AGENDA ITEM 2Ms. F Clarke, Burness Paull

IN ATTENDANCE FOR AGENDA ITEM 9Sgt. P Lamb, Police Scotland

IN ATTENDANCE FOR AGENDA ITEM 14.1Ms. M Bochel, Burness Paull

Meeting of 22 February 2016

Agenda

BOARD OF MANAGEMENT

22 February 2016

Agenda

1 Apologies for absence

2 Presentation on Charity Trustee Responsibilities – Burness Paull

3 Minute of previous meeting3.1 Minute of the meeting of 07 December 2015 (paper enclosed)

4 Matters arising from previous meeting4.1 To be raised at the meeting

5 Report to the Board by the Regional Chair (paper enclosed)

6 Report to the Board by the Principal (paper enclosed)

7 Reports by Chair and Committee Chairs7.1 Meetings of Standing and Ad Hoc Committees (paper enclosed)

8 Matters for decision8.1 ASET, Memorandum of Understanding between the Board of Management and ASET

(paper enclosed)8.2 ASET, Policy on the Appointment of Directors (paper enclosed)8.3 Governance Steering Group Update (paper enclosed)8.4 Observers at Board Standing Committee Meetings (paper enclosed)8.5 Equality Outcomes (paper enclosed)8.6 Aberdeen Business Improvement District (paper enclosed)

9 Presentation on Prevent Duty – Police Scotland

10 Matters for discussion10.1 The Prevent Duty (paper enclosed)10.2 SFC Letter of Guidance AY2016-17 (paper enclosed)10.3 Report by the Investment and Project Committee (paper enclosed)

11 Matters for information11.1 Credit Based Funding (paper enclosed)

12 Summation of Business and Date of Next Meeting

Reserved Items of Business

13 Matters for discussion13.1 Meetings of Standing and Ad Hoc Committees – Reserved Items of Business 13.2ASET,ReportbyNominatedOfficer13.3 Baseline Budget, 3 years to AY2018-19

14 Matters for decision14.1 Sale of the Former Balgownie Centre 14.2 Remuneration Committee

15 Summation of Reserved Items of Business

3

BOARD OF MANAGEMENTMeeting of 22 February 2016

Agenda Item 3.1

Draft Minute of Meeting of 07 December 2015

The meeting commenced at 1400 hours.

PRESENT: D Anderson, K Anderson, A Bell, S Brimmer, D Duthie, I Gossip, J Henderson, S Masson, K Milroy (Chair), A Simpson, A Smith, R Wallen, K WetherallIN ATTTENDANCE: P May, P Kesson

1. Apologies for AbsenceApologies were received from S Cormack, C Inglis, J Harper, D Russell, and S Smith.

2. Minutes of previous Meetings2.1 Minute of Meeting of 05 October 2015 The Minute of Meeting held on 05 October 2015 was approved.

2.2 Minute of the Planning Event of 06 and 07 November 2015 The Minute of the Planning Event held on 06 and 07 November 2015 was approved.

3. Matters arising from Meeting held on 05 October 20153.1 Equality and Diversity MrWallenconfirmedthatMsHarthadsoughtadviceonASETrequiringtodevelopits

own EIA policy and said he would circulate the response to Members.

4. Report to the Board by the Regional ChairMembers noted a report by the Regional Chair providing information on: the Commission for Widening Access; Scottish Funding Council Strategic Plan 2015-18; Developing Young Workforce Project Board; and Attendance at Meetings.

It was agreed that information on the development of apprenticeship levies would be circulated when available.

5. Report to the Board by the PrincipalMembers noted a report by the Principal providing information on: Economic Development; Chief Executives’ Forum; Developing the Young Workforce; Workforce of the Future; National Collective Bargaining; and Prevent Duty and Counter Terrorism.

Mr Wallen provided further information on Opportunity North East (ONE), Developing the Young WorkforceandPreventDuty.MrWallensaidhewouldcirculateaninformationleafletonONEtoMembers.

With regard to Prevent Duty Board Members noted that Mr Scott is working closely with Police Scotland and other bodies to ensure that the College is well prepared for any eventualities. It was agreedthatitwouldbeusefulfortheBoardtoreceiveabriefingsessiononPreventDutyintheNew Year, possibly involving Police Scotland and other lead agencies.

Members expressed disappointment that the College had not been invited to join the board of ONE, created following the disbandment of ACSEF. Ms Simpson commented that she felt it was important that the College be represented on other ONE sub-groups, in addition to oil and gas, which it was noted that Mr Wallen had been asked to join. Mr Milroy said that he had brought up the matter informally and been told that the College was best placed to serve on the oil and gas group. Mr Wallen said that he would also discuss the matter with the Principals of the two local universities.

Members received a presentation from Mr Wallen summarising feedback collated from staff as part of the recent Investors in People (IiP) assessment visit. The Board asked for a statement to be issued to all staff acknowledging the positive IiP outcome and thanking staff for their contribution.

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Agenda Item 3.1

6. Reports by Chair and Committee Chairs6.1 Meetings of Standing and Ad Hoc Committees Members were informed that approved minutes of meetings of Standing Committees that

had been held since the last meeting of the Board of Management had been circulated in hard copy to Members as appropriate.

Mr Milroy invited Members to comment or request further information on the business transacted in the Standing Committees and Ad Hoc Committees of the Board of Management.

There were no matters raised by Members.

Mr Scott joined the meeting at this time.

7. Matters for Decision7.1 Annual Report by the Audit Committee to the Board of Management, 2014-15 Members considered the Annual Report to the Board of Management presented by the

AuditCommitteeinrespectoftheperiod01April2014to31July2015–thefinancialreportingperiodforwhichfinancialstatementshavebeenpreparedforauditinaccordancewiththe requirements set by central authorities.

Mr Scott provided further contextual information.

Mr Duthie commented that where issues had been highlighted the Audit Committee was confidentthatthesehadbeenaddressed.

Ms Bell thanked Mr Scott and his team for all the work undertaken in what she said has not been an easy year.

The Board adopted the Annual Report by the Audit Committee to the Board of Management.

7.2 Auditor’s Report to those charged with Governance and Financial Statements 2014-15 MembersconsideredthedraftfinancialstatementsoftheBoardofManagementforthe

16 months to 31 July 2015, together with the Auditor’s Report on the statements.

Anamendedpage15oftheFinancialStatementsgivingdetailsofpensionbenefitsandcontributionswastabled.MrScottsaidthatdeficitsreportedinthestatementshadarisenasaconsequenceofreclassification.

Mr Scott reported that Audit Scotland had completed all data and, apart from data which had recently been received from the Local Government Pension Administrator and would now be included in the Remuneration Report, nothing else had changed since the statements were reviewed by the Audit Committee at its meeting in November 2015.

MrScottsaidthatthefinancialstatementshavetoremainconfidentialuntiltheygobeforethe Scottish Parliament in February/March 2016.

Members acknowledged the hard work undertaken by Mr Scott and his team in addressing changestofinancialreportingduetoreclassification.

TheBoardnotedthereportpresentedbyAuditScotland;approvedthefinancialstatementsof NESCol for the 16 months to 31July 2015, and requested the Chair of the Board and PrincipaltosignthefinancialstatementsonbehalfoftheBoard.

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Agenda Item 2.1

7.3 College On-Line Banking Arrangements The Board considered a paper seeking approval to amend on-line banking arrangements

with the Clydesdale Bank.

Information was provided on the bank accounts operated by the College; proposed change; and resolution.

The Board resolved that:• The Business Online Post-Registration Amendments Form be approved,• The Bank be requested and authorised to make the changes detailed in the

Business Online Post-Registration Amendments Form,• The requisite number of Members in terms of the customer’s constitutional

documents be authorised to sign the Post-Registration Amendments Form on behalf of the customer.

Mr Scott left the meeting at this time.

8. Matters for Discussion8.1 Strategic Plan 2015-18 The Board considered amendments to the College’s Strategic Plan for the period 2015-18.

It was noted that the amendments had been suggested at the Board’s Planning Event held at the beginning of November. Mr Wallen said that the Senior Management Team hadfurther reviewedthePlan toensure that thedocument reflectedkeydiscussionsundertaken at the Planning Event.

The Board approved the amendments to the Strategic Plan 2015-18 as proposed.

8.2 High Level Strategic Risk Register The Board considered the College’s High Level Strategic Risk Register.

It was noted that the document had been discussed at the Board’s recent Planning Event and a number of amendments to the positioning of risk on the ‘After Mitigation Matrix’ had been suggested.

Mr Wallen said that senior management were working around two scenarios of a 5% and 10% cut in funding respectively, and that Mr Scott and his team are currently working on the baseline position for 2016.

The Board approved the updated High Level Strategic Risk Register as proposed and agreed that the College’s key areas of risk should be discussed at the next Planning Event.

8.3 Draft Outcome Agreement AY2016-17 The Board considered the College’s draft Outcome Agreement for AY2016-17.

Members noted their concerns regarding the unavailability of key information and it was agreed that this should be noted in the draft. It was noted that references in the document to ONE should be captured, and references to ACSEF should be deleted.

The Board thanked Ms May for her work in the preparation of the document.

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Agenda Item 3.1

8.4 Workforce of the Future The Board considered a paper prepared by the Principal on the future workforce needs

of the College sector in Scotland.

Mr Wallen said that this was the start of a process by senior management of the College, which will subsequently become a document for consideration by the Board.

It was agreed that the paper should reference that both staff and students will have the opportunity to contribute to ongoing discussions on the workforce of the future. It was also agreed that the inclusion of the Students’ Association was needed to ensure effective learning, and Mr Wallen apologised for having omitted the Association from the list.

It was noted that this matter would be ongoing over the months ahead.

8.5 Information Technology Update The Board considered issues relating to the College’s Information Technology (IT) infrastructure

and services.

Following a presentation from Paul Hykin, Director of IT, and Scott Matthew, Head of IT and Technical Services, at the Board meeting in June 2015, an update had been prepared on issues relating to the College’s infrastructure.

Ms Masson welcomed the improvements in the service to staff.

MrWallensaidhewouldinvestigatedifficultieswhichMsAndersonandMsWetherallsaidthatstudentsareencounteringfollowingthechange-overofcertificates.

Members requested a paper providing reassurance in relation to IT systems security and information on the College’s IT Strategy and IT projects for consideration at the Board’s meeting in February.

8.6 Report by the Investment and Project Committee The Board considered the work of the Investment and Project Committee.

Mr Milroy reported on the business conducted by the Committee at its meeting on 17 November 2015, at which the project to redevelop engineering technologies training facilities at the Fraserburgh Campus was discussed.

8.7 Proposal for Next Planning Event The Board decided that the next Planning Event would be held in the College’s training

restaurant at Aberdeen City Campus on 19 May 2016, commencing at 1400 hours.

9. Matters for Information9.1 Aberdeen City Region Deal The Board considered matters relating to the Aberdeen City Regional Deal.

Information was provided on the background to City Region Deals; the Aberdeen City Region Deal; the College and the Aberdeen City Region Deal; the current position; and next steps.

Mr Wallen provided additional contextual information.

MembersagreedthatitwouldbeusefultodefinetheCollege’spositioninrelationtotheCity Region Deal and potential impacts on the College with respect to its key policies.

Mr Wallen agreed to prepare a statement on the issue.

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Agenda Item 3.1

9.2 Roles in Addressing Economic Downturn The Board considered the ways in which the College might learn from the experience of

other areas where a dominant industry has suffered a period of decline.

Mr Wallen said that he had received information from one individual and would pursue information from the two others he had initially contacted.

9.3 National Collective Bargaining Mr Wallen informed Members that an offer of 1% or £300, whichever is the greatest, has

been made to support staff and lecturing staff Mr Wallen added that a commitment has been made that all colleges will pay the living wage (which NESCol already undertakes). Mr Wallen said that support staff unions are minded to recommend that members accept the offer, but that EIS indicated that they will carry out a ballot of staff, with industrial action a possibility.

Mr Wallen informed Members that College staff have been kept updated from the management perspective.

Ms Brimmer left the meeting at this time.

10. Summation of Business and date of next MeetingThe Secretary gave a summation of the items of business discussed. The next meeting of the Board of Management is scheduled to take place on Monday 22 February 2016 at 1400 hours.

Mr Scott and Mr Menzies joined the meeting at this time.

Reserved Items of Business

11. Matters for Decision11.1 Capital Programme

12. Matters for Discussion12.1 Meetings of Standing and Ad Hoc Committees – Reserved Items of Business 12.2 Sale of the Site of the former Balgownie Centre

13. Summation of Reserved Items of BusinessThe Secretary gave a summation of the reserved items of business conducted.

The meeting concluded at 1620 hours.

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Agenda Item 5

Report to the Board by the Regional Chair

1. Introduction1.1 The purpose of this paper is to update the Board of Management on recent developments

in the FE sector and at the College.

2. Colleges Scotland Board Meeting with Cabinet Secretary for Education and Lifelong Learning2.1 As members of the Colleges Scotland Board, the Regional Chair and Principal met with

Angela Constance on 03 February 2016 as part of a quarterly engagement programme.

2.2 Matters discussed at the meeting included the letter of guidance to the SFC, 2016-17 budget, Government’s priorities in Developing the Young Workforce and youth unemployment, demographic changes and short and longer term implication for our education system, the importance of the learner journey focus, areas of potential duplication and the need for greater collaboration between schools, colleges and universities, governance and national bargaining.

3. Lunch with MPs and MSPs3.1 The College hosted a lunch for regional MPs and MSPs in Gate 63 at Aberdeen City

Campus on 15 January 2016.

3.2 Attendees were as follows: Callum McCaig MP, Kevin Stewart MSP, Mark McDonald MSP, Dennis Robertson MSP, Christian Allard MSP, Nanette Milne MSP, and Alison McInnes MSP.

3.3 The Regional Chair, Vice Chair and Principal hosted the lunch, with the Students’ Association’s Regional President Welfare and Education participating in post-lunch discussions.

3.4 Discussions included an up to date position statement on the College following merger, current delivery and developments and likely challenges going forward.

3.5 Additional engagement with two invitees who were unable to attend the lunch was also arranged - Stewart Stevenson MSP made a separate visit to Fraserburgh Campus on 22 January 2016 to meet with the Principal, and Kirsty Blackman MP met with the SMT at Aberdeen City Campus on 15 February 2016.

4. Public Audit Committee4.1 The Committee published its findings on the 2013/14 Audit of Coatbridge College:

Governance of Severance Arrangements on 13 January 2016. A copy of the report can be accessed at

http://www.scottish.parliament.uk/S4_PublicAuditCommittee/Reports/PAS042016R01.pdf

5. Developing the Young Workforce (DYW) Annual Report5.1 The Scottish Government published its first Annual Report for Developing the Young

Workforce – Scotland’s Youth Employment Strategy for 2014-15. A copy of the Report can be accessed at http://www.gov.scot/Publications/2015/12/7463

5.2 The Report sets out progress in year one of the seven year programme for implementing Scotland’s Youth Employment Strategy. Chapter 2 of the Report focuses on colleges detailing key themes and milestones.

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Agenda Item 5

6. Attendance at Meetings6.1 The Regional Chair has attended various meetings since the last Board Meeting, including:

• College Development Network AGM• Colleges Scotland Board and Committee Meetings• Good Governance Task Group• Code of Good Governance Steering Group• Code of Good Governance - Workshop 1.

7 Recommendation7.1 It is recommended that the Board note the contents of this report.

Ken MilroyRegional Chair

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Agenda Item 6

Report to the Board by the Principal

1 Introduction1.1 The purpose of this report is to provide the Board of Management with information about

relevant recent developments.

2 National Bargaining2.1 The support staff unions (Unison, GMB, Unite) accepted the national pay offer, the main

element of which was an increase in pay of 1% or £300, whichever is the greater. Support staff will receive the pay increase, back-dated to 01 April 2015, in their February pay.

2.2 The EIS rejected the same offer, and indicated that they would ballot on strike action. However, the advice was that colleges should implement the pay award anyway – the reasonsbeingthattheofferwas“fullandfinal”,theScottishGovernmenthavesaidthatpublic sector pay policy (i.e. 1% maximum) must apply in the college sector, the Scottish Government have said that they will not make any more money available, colleges do not have the money to pay any more, the EIS will not discuss terms and conditions at the same time as pay, three of the four unions recognised for bargaining purposes in colleges (Unison,GMBandUnite)haveallacceptedthe1%payoffer,andthefinancialyearend(i.e. 31 March) is approaching. The College is therefore taking steps to be able to enable lecturing staff to receive the increase, back-dated to 01 April 2015 in their March pay.

2.3 The EIS national executive were unhappy that colleges were to implement the award and urged the Scottish Government to intervene. The comment from a Scottish Government spokeswoman was: “As employers, decisions on pay are a matter for colleges, though we note Colleges Scotland is recommending that colleges implement the 15-16 pay offer–consistentwithpublicsectorpay–forallstaff.”

3 Estates Strategy3.1 Work is being undertaken to revise the Board’s Estates Strategy and is progressing in

accordance with the timeline presented to the Board at its Planning Event held in November 2015.

3.2 BDP has been appointed to complete phase 1, which is the production of an estates strategy by the end of March 2016. A considerable volume of information has been providedtoBDP,suchasinformationontheCollege’scurricularplans,staffingstructuresand estates (location/site plans, condition, inspection reports, etc.). Staff workshops are being undertaken following the information gathering stages of the process and these willbeusedtofurtherdevelopidentifiedoptions.

3.3 A workshop involving Board Members is scheduled to take place on 22 February, following this meeting of the Board.

4 Joint Board Meeting4.1 A joint meeting off the Boards of North East Scotland College and Robert Gordon University

isscheduledfortheeveningof25February2016.ThiswillbefirsttimethetwoBoardshavemet since the formation of North East Scotland College in November 2013 – but there were two joint meetings of the Boards of RGU and Aberdeen College before that.

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Agenda Item 6

5 Crimond Health Centre5.1 The Principal and the Director of Curriculum for Service Industries visited the new Health

Centre which is under construction in Crimond. The Centre will house the local GP practice, a pharmacy, a gym and a café as well as various other spaces that can be used by community groups. It has been suggested that an area could be used by the College for delivering health and social care training, in light of its location midway between Peterhead and Fraserburgh. Discussions will be held with Aberdeenshire Council to see whether they would be interested in supporting health and social care training, as it is unlikely that the College would not have the resources to cover the costs of delivery by itself.

6 Fraserburgh Campus6.1 Aberdeenshire Council has again raised the issue as to whether a mixed-use accommodation

facility could be opened in Fraserburgh on or near the College Campus – including possibly a student residence element, a hostel for young workers and some budget hotel spaces. The College will meet with representatives of Aberdeenshire to better understand the proposition.

7 National Living Wage – Cleaning Contractor7.1 Mitie TFM provides cleaning services at major Campuses as part of the facilities management

contract. The introduction of the National Living Wage from 01 April 2016 has the effect ofincreasingcostby£39,847intheyearto31March2017.Savingshavebeenidentifiedwithin the cleaning contract that will allow this cost increase to be absorbed without resorting to increased cleaning charges. This has been achieved by reducing number of hours of cleaning service at Altens and Clinterty Campuses and by removing a supervisory post from the City Campus (the post is currently vacant).

7.2 Discussions continue in relation to implementation of the Living Wage for the College’s catering contract. Ensuring that all providers of contracted services [pay the Living Wage to their staff working in colleges was part of the pay offer for support staff for 2015-16.

8 Recommendation8.1 It is recommended that the Board note the information in this report.

Rob WallenPrincipal

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Agenda Item 7.1

Meetings of Standing and Ad Hoc Committees

1. Introduction 1.1. The purpose of this paper is to assist the Board of Management to consider the business

conducted at meetings of the Board’s Committees.

2. Background 2.1. The Board’s Governance Manual states that “Minutes of meetings of Committees of the

BoardshallbepresentedtothenextavailablemeetingoftheBoard”.

2.2 The inclusion of this item of business as part of the agenda of meetings of the Board of Management provides the Chair and Committee Chairs the opportunity to bring matters considered at meetings of standing and ad hoc committees to the attention of Members and to afford Members the opportunity of asking the Chair and Committee Chairs for further information on business that has been transacted.

2.3. The approved minutes of meetings held since the last meeting of the Board of Management have been circulated in hard copy to Members as appropriate.

2.4. Members have the opportunity to discuss matters designated as ‘reserved items of business’ as a separate item in this agenda.

3. Recommendation 3.1. It is recommended that the Board consider business conducted at meetings of the Board’s

Committees.

Rob WallenPrincipal

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Agenda Item 8.1

Aberdeen Skills and Enterprise Training Limited – Memorandum of Understanding

1. Purpose of this Report1.1. The purpose of this report is to enable the Board to review the operation of the Memorandum

of Understanding established between the Board of Management and Aberdeen Skills and Enterprise Training Limited (ASET), its wholly owned subsidiary company.

2. Background to the Memorandum2.1. The Board of Management of Aberdeen College, at its meeting on 17 August 1998,

firstadoptedaMemorandumofUnderstandingbetweentheBoardanditssubsidiarycompany, which was also adopted by the Board of Directors of ASET.

2.2. The operation of the Memorandum is reviewed annually by the Board of Management (now of North East Scotland College) and the Board of Directors of ASET.

2.3. ThepurposeoftheMemorandumistodefinetherelationshipbetweentheCollegeandthe Company. The document, given as appendix 1 to this paper, details:

• the obligations of both parties;• the scope of the Company’s activity;• financialarrangements;• theadoptionoftheCollege’sfinancialandotherrelevantregulationsbythe

Company;• the management structure of the Company; and,• actions of ASET requiring prior approval of the Board of Management.

3. Review 3.1. The Memorandum is due for review in February 2016.

3.2. At its meeting on 17 December 2015 the Board of Directors of ASET considered the operation of the Memorandum of Understanding and decided to readopt it for a further year without amendment.

3.3. The current Memorandum is attached as an appendix to this paper. No amendments are proposed to the Board of Management at this review.

4. Recommendation

4.1. It is recommended that the Board of Management:

4.1.1. review the operation of the Memorandum of Understanding;4.1.2. consider whether changes are required to the document;4.1.3. decide if the Board of Management wishes to adopt the Memorandum of

Understanding for the coming year.

Rob Wallen Roddy ScottPrincipal Vice Principal Finance

Agenda Item 8.1 Appendix 1

Memorandum of Understanding

between the Board of Management

of North East Scotland College and Aberdeen Skills and Enterprise Training

Limited (ASET).

Document status: Revision draft version: approved by the Board of Directors of ASET; for consideration by the Board of Management Date first established: August 1998 Date of version: February 2015 Responsibility for document: Board of Management and Board of Directors of ASET Responsibility for implementation: Board of Management and Board of Directors of ASET Responsibility for review: Board of Management and Board of Directors of ASET Date for review: February 2016

1. Purpose of the Memorandum 1.1. The purpose of this memorandum is to define the relationship between the Board of

Management of North East Scotland College and Aberdeen Skills and Enterprise Training Limited.

2. Definitions

2.1. ‘Board’ or ‘Board of Management’ or ‘College’ means the Board of Management of North East Scotland College.

2.2. ‘ASET’ means Aberdeen Skills and Enterprise Training Limited.

2.3. ‘Directors’ or ‘Board of Directors’ means the Board of Directors of Aberdeen Skills and

Enterprise Training Limited.

2.4. ‘Nominated Officer’ means a senior manager of North East Scotland College as designated by the Board from time to time.

3. Governance

3.1. The Board of Directors shall consist of a majority of Directors who are Members of the Board of Management.

3.2. A Member of the Board of Management shall hold the Office of Chair of the Board

of Directors.

3.3. A Director, who is a Member of the Board of Management, shall resign from the office of Director when he/she ceases to be a Member of the Board of Management.

4. Obligations of ASET to the Board

4.1. To be accountable to the Board through the Chair of the Board of Directors.

4.2. To provide management information to the Board to enable the Board to maintain a clear understanding of the Company’s financial and operational position.

4.3. To adopt the Board’s operational policies and procedures such as those on quality

assurance, finance, health and safety, human resources and procurement. The Directors shall consult with the Nominated Officer to ensure compliance with the Board’s operational policies and procedures.

5. Obligations of North East Scotland College to ASET

5.1. To co-operate with College Schools in identifying commercial education and training opportunities for College and ASET programmes of Study.

5.2. To promote efficient use of College academic, administrative and material resources

to maximise efficiency. 6. ASET Scope of activity

6.1. To maximise commercial income to the College through marketing an agreed range of courses to commercial clients.

6.2. To develop and market a range of appropriate Business and Industry related

knowledge and skill based programmes employing Industry standard resources wherever possible

6.3. To expand business opportunities through the development of qualifications, training

materials and other educational and training activities utilising the skills available

within the Company and the College for which there is a demonstrable demand but which are outwith the range of North East Scotland College existing provision.

7. Scope of activity

7.1. To make use of the academic resources of North East Scotland College by identifying and exploiting commercial training opportunities.

7.2. To develop business and generate income from activities outwith the range of

College activities. 8. Financial Arrangements

8.1. ASET shall establish and maintain a gift aid arrangement with the Board of Management. ASET is required to return all profits to the Board, or to any another charity as the Board might require, by means of gift aid. Any amendment to this requirement will require the prior approval of the Board.

8.2. ASET will operate its own bank accounts without requiring the Board to act as

guarantor.

8.3. Loan arrangements, i.e. borrowings from or loans to third parties, may only be undertaken by ASET if the Company’s Directors have first obtained approval from the Board of Management. The Directors shall consult with the Nominated Officer in considering such arrangements.

8.4. ASET shall comply with the framework provided by the Financial Regulations

adopted by the Board. 9. Human Resources Arrangements

9.1. ASET shall comply with the framework provided by the Human Resources Policies adopted by the Board.

10. Actions of the Directors requiring the approval of the Board

10.1. Appointment of Directors may only be undertaken if the Company’s Directors have first obtained approval from the Board of Management.

10.2. Acquisition or disposal of assets of more than £25,000 in value.

10.3. The Company’s annual business plan (for the forthcoming three years) and the

annual revenue and capital budgets.

10.4. The Directors’ annual report and financial statements at the Company’s annual general meeting.

11. Review

11.1. This memorandum will be reviewed annually by the Directors of ASET and the Board of Management prior to the preparation of the Company’s business plan and budget.

1

Equality Impact Assessment (EIA) Form

Part 1. Background Information. (Please enter relevant information as specified.)

Title of Policy or Procedure. Details of Relevant Practice:

Memorandum of Understanding between the Board of Management of North East Scotland College (NESCol) and Aberdeen Skills and Enterprise Training Limited (ASET)

Person(s) Responsible.

Board of Management of North East Scotland College and Board of Directors of ASET

Date of Assessment:

1 February 2016

What are the aims of the policy, procedure or practice being considered?

The purpose of this memorandum is to define the relationship between the Board of Management of North East Scotland College and Aberdeen Skills and Enterprise Training Limited.

Who will this policy, procedure or practice impact upon?

Members of the Board of Management of NESCol and the Board of Directors of ASET.

Part 2. Public Sector Equality Duty comparison (Consider the proposed action against each element of the PSED and describe potential impact, which may be positive, neutral or negative. Provide details of evidence.)

Need Impact Evidence • Eliminating unlawful

discrimination, harassment and victimisation.

• Advancing Equality of Opportunity

• Promoting Good relations.

• No impact identified • No impact identified • No impact identified

n/a n/a n/a

2

Part 3. Action & Outcome (Following initial assessment, describe any action that will be taken to address impact detected)

• No action identified

Sign-off, authorisation and publishing Name: Position: Signature:

Date: Where will impact be published?

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Agenda Item 8.2

Aberdeen Skills and Enterprise Training Limited – Policy on the Appointment of Directors

1. Introduction1.1. The purpose of this paper is to assist the Board of Management to consider governance

arrangements of ASET.

2. Policy on the Appointment of Directors2.1. The Board of Management of Aberdeen College and the Board of Directors of ASET are

responsible for the review of the Policy on the Appointment of Directors of ASET, which wasfirstestablishedin2000.ThePolicyisdueforreview.

2.2. At its meeting in November 2015 the Board of Directors of ASET undertook the scheduled review of the Policy and adopted it without amendment. The Policy is now presented to the Board for review.

2.3. The current Policy is attached as appendix 1 to this paper. No changes to the Policy are proposed to the Board of Management.

3. Articles of Association3.1. The Company’s Articles of Association set the maximum number of Directors at 7. The

Articles provide that the Directors of the Company shall retire by rotation every 3 years. They also provide that the majority of Company’s Directors are Members of the Board of Management of the College.

4. Composition of the Board of Directors4.1. The current composition of the Board of Directors of ASET are:

• Mr. Doug Duthie• Mr. Ian Gossip• Mr. Atholl Menzies• Mr. David Morgan• Mr. Adrian Smith.

4.2. Mr. Menzies serves as Chief Executive and Executive Director. The other Directors serve in a non-executive capacity. Messrs Duthie, Gossip and Smith serve as Members of the Board of Management of North East Scotland College.

5. Recommendation

5.1. It is recommended that the Board review the Policy on the Appointment of Directors.



Policy on the Appointment of Directors

of Aberdeen Skills and Enterprise Training Ltd

Document status: Current version for review by the Board of Management of North East Scotland College (adopted by the Board of Directors of ASET in November 2015) Date first established: June 2000 Date of version: February 2015 Responsibility for document: Board of Directors and Board of Management Responsibility for implementation: Board of Directors Responsibility for review: Board of Directors and Board of Management Date for review: February 2016 (Board of Management)

1. Introduction 1.1. This document sets out policy with regard to the appointment of Directors of

Aberdeen Skills and Enterprise Training Limited (the Company). 2. Background 2.1. The Policy is the product of consideration by the Board of Directors and Board

of Management of North East Scotland College. The Boards, in considering this matter, had regard to the reports published by the Committee on Standards in Public Life.

3. Policy on the Appointment of Non-Executive Directors 3.1. In appointing non-executive Directors, the Board shall comply with the

provisions of the Companies Acts, other applicable regulations and the Company’s Articles of Association.

3.2. The appointment of Directors may only be undertaken if the Company’s

Directors have first obtained approval from the Board of Management. 3.3. Directors shall have regard to the need for openness, transparency and

accountability in selecting nominees to serve as Directors. 3.4. Directors shall select individuals rather than representatives. 3.5. Directors will consider skills deficiencies that may have been identified in the

composition of the Board as a result of the skills audit that has been undertaken. 3.6. Appointed Directors will be provided with:

• A letter of engagement • A job description • An induction pack • An induction programme

4. Policy on the Appointment of Executive Directors 4.1. The appointment of executive Directors of the Company shall be subject to

the approval of the Board of Management.

1

Equality Impact Assessment (EIA) Form

Part 1. Background Information. (Please enter relevant information as specified.)

Title of Policy or Procedure. Details of Relevant Practice:

Policy on the appointment of Directors of Aberdeen Skills and Enterprise Training Limited (ASET)

Person(s) Responsible.

Board of Management of North East Scotland College (NESCOL) and Board of Directors of ASET

Date of Assessment:

1 February 2016

What are the aims of the policy, procedure or practice being considered?

The purpose of this memorandum is to define policy with regard to the appointment of Directors of ASET.

Who will this policy, procedure or practice impact upon?

The Board of Directors of ASET and stakeholders in the Company.

Part 2. Public Sector Equality Duty comparison (Consider the proposed action against each element of the PSED and describe potential impact, which may be positive, neutral or negative. Provide details of evidence.)

Need Impact Evidence • Eliminating unlawful

discrimination, harassment and victimisation.

• Advancing Equality of Opportunity

• Promoting Good relations.

• ASET is required to follow the policies and procedures of NESCol and, by so doing, therefore will meet the requirements of the Equality Duty

Adoption of Memorandum of Understanding between ASET and NESCol. External and internal audit reviews of ASET’s operations Annual report by the Nominated Officer

2

Part 3. Action & Outcome (Following initial assessment, describe any action that will be taken to address impact detected)

• No action identified

Sign-off, authorisation and publishing Name: Position: Signature:

Date: Where will impact be published?

29


Agenda Item 8.3

Governance Steering Group Update

1 Introduction1.1 The purpose of this paper is to advise the Board of Management of matters considered

by the Governance Steering Group.

2 Background2.1 The remit of the Governance Steering Group is “To support the Board of Management in

maintaininghighstandardsofgovernance.”

2.2 The Group’s membership is as follows: Ken Milroy, Ann Bell, Doug Duthie and Pauline May.

2.3 At the time of writing, the Governance Steering Group had met twice – 17 August 2015 and 07 December 2015. A further meeting of the Group has been arranged for 12 February 2016.

3 Matters Considered – Operation of the Board and its Committees3.1 The following summarises matters discussed by the Group in relation to the operation of

the Board and its Committees, noting agreed actions or proposals where appropriate.

3.1.1 Governance Manual Amendments to the Governance Manual were considered and approved.

References have been added in relation to:

• The Chair’s appointment process• The Chair’s evaluation by Scottish Ministers• The Vice Chair holding the position of Senior Independent Member • The availability of support for the role of Committee Chair from the Regional

Chair, other NESC Committee Chairs and the relevant SMT member who attends the Committee

• The Board’s Evaluation processes• The Board’s Induction and Appointment and Selection Policies• Terms of Reference for the Governance Steering Group• Legislation and the Code of Good Governance.

Other amendments:• References to the Constitution have been amended (see 3.1.2 below for

further information)• The Audit Committee has been renamed the Audit and Risk Committee.

A copy of the updated Governance Manual has been issued to Members under separate cover.

3.1.2 Constitution Following guidance received from the Scottish Government’s Head of College

Governance, references to the College’s Constitution in the Governance Manual have been amended.

The guidance advises colleges to refrain from restating legislation in governance documents as this can lead to a misleading impression that colleges have authority over certain provisions and may also result in ‘constitutions’ being accorded in practice a status they simply do not have. Restatement also increases the risk that whenthelegislationchanges,relevantchangesarenotreflectedinthecollege’sdocumentation.

30


Agenda Item 8.3

The Scottish Government were aware that it would be useful for colleges to have relevant constitutional provisions summarised in a single reference document and have therefore produced a guide which brings together key pieces of legislation relating to the key functions, constitution and proceedings of boards of management.

This guide has been attached as an appendix to the updated Governance Manual to ensure that Board Members are aware of and can easily access the College’s constitutional arrangements as set out in legislation.

3.1.3 Circulation of Draft Minutes Current practice is for the draft minute of a Board or Committee meeting to be

submitted to the relevant Chair for consideration. The draft minute is then only circulated to Board or Committee Members when the papers for the next meeting are issued.

It is now proposed that, in line with sector good practice, after consideration by the relevant Chair, the minutes will then be circulated by email to all Board or Committee members. Minutes will then continue to be submitted to the next meeting for formal approval.

3.1.4 Format and Contents of Board and Committee Papers ItwasfeltthatitwouldbebeneficialtoaskBoardMemberstoconsidertheformat

and contents of the papers provided for Board and Committee Meetings e.g. Is the right level of detail provided ? Would a different format be more useful i.e. executive summaries ?

3.1.5 Matters Arising Report It is proposed that a Matters Arising Report is routinely included as part of the papers

for Board and Standing Committee meetings.

The paper will be a progress report on key issues and actions noted in the draft minutes. Members will then still have an opportunity to discuss matters arising further at the meeting if required.

3.1.6 Commercial Sensitivity It has been agreed that the Board will no longer receive a written Commercial

Activities and Financial Results Report from the College’s wholly owned subsidiary company, ASET. Members will instead be provided with an annual oral report which will continue to provide the Board with the appropriate level of information for its requirements.

ASET papers submitted to the College Board of Management will now include, where appropriate, a ‘Commercially Sensitive’ header and a note as to why its contents are sensitive.

Board Members are reminded of the requirement to treat any information received or obtained by any person in connection with his/her functions as a Board member, oramemberofanyCommitteeasconfidential,inlinewiththeGovernanceManualand the Code of Conduct for Members.

31


Agenda Item 8.3

3.1.7 Remuneration Committee In line with recommendations from MSPs and the Public Audit Committee it is

proposed that the Regional Chair will no longer chair the College’s Remuneration Committee.

A review of the Committee including the model adopted, and its remit and processes is currently being undertaken. Board Members will be updated in due course.

3.1.8 Committee Membership Consideration is currently being given to Committee Membership in relation to

termsofofficeofCommitteeChairs,andMembers’skillsets.Asabove,Memberswill be updated in due course.

4 Matters Considered – Sector Developments4.1 The following summarises matters discussed by the Group in relation to developments in

the FE sector associated with governance.

4.1.1 Scottish Government College Good Governance Task Group The Cabinet Secretary for Education and Lifelong Learning has convened a Task

Group in response to recent governance issues in the College sector. The Group’s remit is to:

• Produce an initial assessment of the overall quality and resilience of college governance.

• Consider: o the lessons that can be learned for government and the wider sector

fromgovernancedifficulties.o good practice from within the sector and other sectors o existing - and planned - college sector and SFC activity to improve

governance • Make recommendations by early 2016 on further measures to improve

collegegovernanceandtoinstilgreaterconfidencetherein.

4.1.2 External Independent Evaluation Therequirementtocarryoutanindependentevaluationeverythreetofiveyearsis

stipulated in the current Code of Good Governance. It has however been agreed by the Code of Good Governance Steering Group that in light of recent issues relating to governance in the sector that this process is accelerated.

The Board will therefore be required to carry out an external independent evaluation based on the principles of the Code of Good Governance by Summer 2016. Details of the process to be adopted are expected to be issued to Regional Chairs shortly.

4.1.3 Development Framework The recently published “Guidance Notes for Boards in the College Sector” A

BoardDevelopmentFramework”providesguidanceonhowto implement therequirements of the Code of Good Governance for Scotland’s Colleges in relation to Board Members induction, evaluation and development, and Board evaluation.

It was agreed that the Board should adopt the templates included in the publication for use in its upcoming evaluation processes.

32


Agenda Item 8.3

4.1.4 Planned Developments The following has been agreed by the Good Governance Group as a schedule

of work over the next 3 to 4 months:

• Review of the Code of Good Governance• Review of Board appointments guidance• Development of common terms and conditions for Board Members• Development of model standing orders and scheme of delegation• Development of a good practice guide for the election of staff members• Development of a model role description and development framework for

Board Secretaries • Development of training for Chairs and Committee Chairs• Development of training for Members of Audit and Remuneration

Committees.

5 Recommendation5.1 It is recommended that the Board note the contents of this paper and consider the

proposals in relation to:

• The circulation of draft minutes;• The format and contents of Board and Committee Meeting papers;• The introduction of matters arising reports.

Ken Milroy Pauline MayRegional Chair Secretary to the Board of Management

33


Agenda Item 8.4

Observers at Board Standing Committee Meetings

1 Introduction1.1 The purpose of this paper is to give the Board of Management the opportunity to consider

the arrangements for managers attending Board Standing Committee meetings as observers.

2 Background2.1 The Principal is a member of the Board. Other members of the Senior Management Team

attend relevant Board and Board Standing Committee meetings, in order to provide information to the Board to assist with its decision-making.

2.2 On a trial basis, it was agreed about a year ago that other more senior managers – those whoarepartof thewider Leadership Team–wouldbenefit fromattendingaBoardStanding Committee meeting so that they had a better understanding of the broader strategic context, and thereby to assist with succession planning. It also provided an opportunity for Board Members to meet a wider range of College managers than they would otherwise do.

2.3 Most of the relevant group of managers have now attended one Standing Committee meeting,withthefinalthreemembersoftheLeadershipTeamtoattendoneofthethreeStanding Committee meetings in March.

2.4 The managers who have so far attended a Committee meeting have said that they have found the experience to be of great interest and value to them.

3 Future Arrangements3.1 There is now an opportunity for the Board to consider whether they wish to repeat the

arrangements.

3.2 If the Board believes it to be of value to do so, a schedule would be created so that each member of the Leadership Team would attend a meeting of a relevant Standing Committee(butideallyadifferentonefromthatattendedinthefirstcycle)overthenextyear or so.

4 Recommendation4.1 It is recommended that the Board consider whether to continue arrangements whereby

members of the Leadership Team attend Board Standing Committee meetings as observers.

Rob WallenPrincipal

35


Agenda Item 8.5

Equality Outcomes

1. Introduction1.1 The purpose of this paper is to provide the Board of Management with an opportunity to

consider the College’s Equality Outcomes.

2. Background2.1 On 05 April 2011 the Public Sector Equality Duty came into force and on 27 May 2012

specificdutiescameintoforceinScotland.Alistedauthority,ofwhichtheCollegeisone,is required to:

• Assess and review policies and practices• Gather and use employee information• Consider criteria and conditions in procurement.

2.2 By 30 April 2013 a listed authority was required to publish:

• A mainstreaming report• Equality outcomes prepared using involvement and evidence• Gender pay gap information• A statement on equal pay and occupational segregation.

2.3 Twoyearsafterfirstreportingalistedauthorityisrequiredtopublish:

• A mainstreaming report (which includes employee information)• A report on progress towards achieving equality outcomes• Gender pay gap information.

3. Equality Outcomes 3.1 Priortomerger,thetwolegacyCollegespublishedrespectivelyandseparatelytheirfirst

Equality Outcomes in April 2013. Subsequently, these were merged to form a single set of equality outcomes for the new College, being a set of outcomes that were never co-created or shared prior to merger.

3.2 There was a legal requirement to publish Equality Outcomes and mainstreaming report for North East Scotland College by 30 April 2015. Therefore the Equality Outcomes Report was agreed by the Board and published on the College’s website.

3.3 Given the complexities following merger, the on-going work on the Vision and Values and the early stage we were at in developing the structures and groups that had been put in place to drive equalities forward, creating a single, all College approach to advancing equality and diversity, it was not possible at that time to produce a meaningful set of Equality Outcomes going forward.

3.4 Attached at Appendix 1 are the draft Equality Outcomes which have been developed in conjunction with key stakeholders. The aim has been to produce a concise set of Outcomes that advance equality, have measurable outcomes and therefore we are able to report meaningfully on.

3.5 The Outcomes fall under the headings of Improving Data, Improving the Experience, Advancing Engagement and Advancing Knowledge and Awareness with a set of key actions under each heading. In total there are 14 actions.

36


Agenda Item 8.5

3.6 The College is also now involved in two key projects with the Equalities Challenge Unit, oneconcerningStudentData“AttractingDiversity:EqualityinStudentRecruitment”andtheotherconcerningstaffdata,“SupportingWorkforceDiversity”.Our involvement inthese projects will greatly assist us in the achievement of our Outcomes.

4 The Next Steps4.1 The Equality Outcomes are subject to endorsement by the Board of Management.

4.2 Once agreed the Outcomes will be published on the College’s website.

4.3 The Equality and Diversity Strategy Group will lead on taking forward the actions as identifiedandwillreportbackthroughtheStandingCommitteesandtotheBoardasappropriate.

4.4 Itisintendedthatthiswillbea“live”documentandassuchitwillbeupdatedinlinewithprogress and developments that impact upon it.

5 Recommendation5.1 It is recommended that the Committee:

5.1.1 note the information in this paper, and5.1.2 consider and, if so minded, endorse the draft Equality Outcomes.

Rob Wallen Elaine HartPrincipal Vice Principal – Human Resources

1

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er

2016

49


Agenda Item 8.6

Aberdeen Business Improvement District

1. Introduction1.1. The purpose of this paper is to assist Members to decide if the Board of Management

supports the renewal of the Business Improvement District (BID) in Aberdeen.

2. Background2.1. ABIDisadefinedareaofatownorcity.Itisanapproachthatwasfirstdevelopedin

North America to support area regeneration and asset management.

2.2. TheAberdeencitycentreBIDwasfirstestablishedin2011fora5-yearperiodandisknownas ‘Aberdeen Inspired’. It is proposed that the BID is renewed for a further period of 5 years.

2.3. The legal basis of BIDs is set out in Scottish planning law. For a BID to be established a ballot must be held of eligible businesses/organisations in the BID area. The BID can be set up if a simple majority of those businesses vote in favour (majority expressed in terms of both the numbers voting and the rateable value that they represent).

2.4. BIDs are funded by a levy on all businesses in their areas that have a rateable value of over £27,000. The levy is 1% of rateable value.

2.5. BIDs and the projects they fund do not and cannot replace those statutory services provided by public agencies such as the Local Authority, which are funded indirectly by business rates. BIDs provide new funding for projects and services, over and above those statutory obligations.

2.6. At the time of writing, 34 BIDs have been established across Scotland and 16 are under development.

3. The Aberdeen BID

3.1. Aberdeen Inspired is promoting the renewal of the Aberdeen BID. A business plan has been developed which provides summary information on planned BID activities (attached as appendix 1 to this paper).

3.2. The College’s Aberdeen City Campus is within the BID area.

3.3. The rateable value of the Aberdeen City Campus is £670,000. If the renewal of the Aberdeen BID were approved, the College would pay a levy of £6,700 per annum for the 5 years of the BID.

3.4. The Board of Management has the opportunity to vote in the BID approval process.

4. College participation in the BID4.1. Students are working on a project that has been promoted by the BID to place pianos

in public spaces in the City Centre. The project, which has operated successfully in other cities, is known as ‘Play me, I’m yours’ and will feature in this summer’s BID activities (if the BID is renewed). Other opportunities for student participation in BID activities are under discussion.

5. Recommendation5.1. It is recommended that Members consider whether the Board of Management should

vote in favour or against the renewal of the Aberdeen Business Improvement District.

Rob Wallen Roddy Scott Principal Vice Principal Finance

BUSINESS IMPROVEMENT DISTRICT

inspiredABERDEEN

a

Business Plan 2016-21

AberdeenReinspired


1 Foreword 1

2 Executive summary 2

3 Moving forward 4

4 What have we achieved so far? 5

5 Looking ahead 8

6 Project plan 10

7 BID levy 13

8 The BID ballot process 16

9 How will the BID be managed? 18

10 Monitoring BID performance 20

11 Appendix 1 21

12 Appendix 2 22

13 Appendix 3 23

contents:

Aberdeen Reinspired Business Plan 2016-21

1

Foreword

I am immensely proud to present Aberdeen Inspired’s second Business Plan which outlines our priorities for the next five years. They have been identified by you, our levy-payers, through surveys and extensive consultation.

Supporting Aberdeen Inspired and this business plan affords

an unrivalled opportunity to continue to work together

and make the changes we want. The cost to businesses in

supporting Aberdeen Inspired is relatively low, and for some

small independent ones it is possible that their levies may

even be recouped entirely through some of the projects in

this plan.

We have the ability to capitalise, either directly or indirectly,

on a range of potential external funding sources currently

unavailable to individual businesses, particularly so if the

ongoing negotiations to try to achieve City Deal status

are successful. If realised, this would herald a period of

unprecedented development in the area, including the city

centre, over the next 20 years.

By voting in support of Aberdeen Inspired we can continue

to support your businesses by acting as your collective voice

with regard to issues including the City Centre Masterplan

and the City Deal negotiations. We have the potential to

collectively improve the business environment and increase

trade and inward investment by showcasing Aberdeen as a

forward-thinking, prosperous and dynamic city.

You can find more information about us and our ethos on

our website www.aberdeeninspired.com or for more general

information, please refer to www.bids-scotland.com

A notice of ballot will be sent to all eligible persons followed

by the ballot papers themselves. You will then have six

weeks to cast your vote before the ballot closes at 5pm on

17th March 2016.

Aberdeen Inspired has delivered some fantastic projects in

the last five years - but there is so much more to do. I urge

you all to vote YES so that we can continue to work on your

behalf to make Aberdeen City Centre better for us all.

Richard Noble BSc (Hons) MRICS MCIArb Director, FG Burnett, Chartered Surveyors Chair, Aberdeen Inspired

1

Our Mission Statement ‘To attract, sustain and boost business and investment in Aberdeen City Centre through influence, inspiration and innovation.’

AberdeenReinspired


inspiredABERDEEN

a

AberdeenReinspired


2

2


Executive summary

Aberdeen Inspired is uniquely placed to bring investment, innovation and influence to the city centre on behalf of its levy payers. This plan outlines the opportunities and the level of ambition businesses are being asked to support.

Since the organisation’s inception in 2011, in excess of £5million

has been invested. Expenditure has been allocated in

accordance with the five themes which were the bedrock upon

which Aberdeen Inspired was built: Attractive City; Marketing

and Promotion; Out and About; Safe and Secure; United Voice.

Some of the most instantly recognisable projects include

festive attractions, most recently the creation of the

Aberdeen Christmas Village, as well as other visible

initiatives such as the transformation of the upper deck of

the St Nicholas mall to create an attractive roof garden and

investment in floral enhancements and creative lighting

throughout the city centre.

Aberdeen Inspired was a driving force in the hugely

successful Wild Dolphin sculpture trail and is a long term

supporter of the thriving arts scene. In keeping with the drive

to attract more people to the area, major financial support

has also been provided to VisitAberdeen to enable it to

market and promote the city centre as a tourist destination.

There has also been significant investment in street signage,

designed to improve pedestrian access and navigation, whilst

the city has become the first in Scotland to be awarded

Purple Flag status in recognition of the safe and welcoming

night time economy. The second re-accreditation has

recently been confirmed.

Aberdeen Inspired has played an important role in lobbying

the local authority and other public bodies on a range of

strategic issues including transportation, flood prevention

and the City Centre Masterplan.

As we prepare for the renewal ballot, we have consulted

widely with levy payers and the many stakeholders in the city

centre and beyond. We have reviewed and reaffirmed our aims

and objectives, which are at the heart of the Business Plan.

In keeping with the evolution of Aberdeen Inspired, the core

themes have been revisited and for the next term have been

defined as follows:

1. Attractive City Centre: Making the Silver City sparkle with a range of aesthetic projects, including a focus on Union Street and its visual appeal.

2. Promoting Our City Centre: Through exciting and engaging events, cultural activity and positive promotion of Aberdeen.

3. Safe and Welcoming City Centre: Continuing efforts to enhance the visitor experience and building on the city’s growing reputation as a safe and welcoming place to be, with projects ranging from seagull control and visitor navigation to hotel and retail focused initiatives.

4. Helping Your Business: Providing a unified voice on behalf of levy payers, lobbying Aberdeen City Council and other relevant bodies as well as providing data and analysis designed to enhance business planning.

3

See Appendix 1 (P21) for full list of streets in BID.

In line with these themes a detailed project plan has been

formulated for the coming 12 months and is outlined in this

document. A clear vision for the years which follow has also

been outlined. All of these projects are designed to add value

over and above the statutory baseline services provided by

Aberdeen City Council and other public bodies.

Levy payers are central to all that has been achieved

throughout the first term, but additional funding contributions

have also been vital. The income for the 2015-16 financial year

totalled almost £1.6m – with half of that generated by the levy

and the same amount coming through donations, grants and

match-funding from partners. With those contributions, the

value to levy payers is magnified considerably.

If successful in earning a second term, it is conservatively

estimated voluntary contributions and other funding streams

will amount to £2.5m. When added to the BID levy of around

£800,000 per year from in the region of 690 businesses, the

anticipated investment over the next five years is £6.5m in

projects designed to improve our city centre.

Full details of the mechanics of the levy, including who pays

it and how it is calculated, are provided in more detail in

this document in addition to the ballot process which will

take place in February and March 2016. The management

of the BID, by a Board comprising highly experienced and

professional business people, and monitoring of performance

are important features of the plan.

A commitment to regular and effective communication and

consultation with levy payers has been made as we prepare

for the next chapter.

Supporting Aberdeen Inspired and this business plan with

a ‘yes’ vote in the ballot will bring a minimum of £6.5m of

investment. Together we can reinvigorate, revive and

re-inspire the city centre for the benefit of all.


inspiredABERDEEN

aBUSINESS IMPROVEMENT DISTRICT

inspiredABERDEEN

a

“As a business I believe we have a responsibility to ensure

our city achieves its maximum potential. The collaborative

approach is pivotal to reigniting civic pride and a sense of

community throughout the city centre.

“It is time for businesses and individuals to dig deep and

support their city. We’ve had enough of the doom and

gloom merchants, there are lots of opportunities where

people can make a difference to Aberdeen city centre;

it’s the little things that make a huge difference. We are

pleased to be working with Aberdeen Inspired on the BID

initiative and the city centre creative lighting project in

particular.”

“Although Balmoral is not based in the city centre I strongly

feel it is incumbent upon businesses that are located across

Aberdeen city and shire to lend weight to the plan. We all

want a city centre that we can be proud of.”

– Jim Milne CBE,

Chairman and Managing Director, Balmoral Group

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4 Aberdeen Reinspired Business Plan 2016-21

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4 What have we achieved so far?

Theme 1 – Attractive City Centre

• Creative lighting Funded a creative lighting scheme installed around

Golden Square illuminating the central statue of the Duke

of Gordon and surrounding area. Work is continuing on

expanding this concept to other suitable landmarks with

the latest being the St Nicholas Kirk Colonnade on Union

Street.

• Roof Garden Significant partnership project spearheaded by Aberdeen

Inspired saw the opening of an exciting new roof garden

with new lighting, play equipment and seating on the top

of the St Nicholas Shopping Centre.

• Floral enhancements Each summer floral enhancements, hanging baskets and

bunting have been installed along and above Union Street,

extended year on year to surrounding streets and areas,

adding to a subtle ‘festival’ ambience in the city centre.

• Big Belly Bins Co-funded a total of 60 refuse bins fitted with solar-

powered compactors which were installed throughout

the city centre, providing increased storage space, but less

frequent emptying by contractors, saving time, money and

resources.

• Removal of ‘V’ boards A scheme involving the city’s estate agents saw the

unsightly ‘V’ shaped advertising hoardings removed from

above vacant shop and office units on Union Street, in

favour of less obtrusive alternatives, thus enhancing the

visual ambience.

• Deep cleaning Aberdeen Inspired funds one of the two annual deep clean

operations across the entire length of Union Street, with

the other being funded by Aberdeen City Council.

• Shop front improvement grants A number of shop front improvement grants were made

to local retailers to assist them establishing and improving

their businesses.

• Street art Funded several street art projects and murals to

aesthetically enhance underused areas in the Adelphi,

McCombie’s Court and at the basement entrance to the

rail station on Guild Street, resulting in a brighter and more

uplifting cityscape.

• Adopt an Area Fostered and encouraged the Adopt an Area ethos,

with levy-payers partnering with local communities and

residents under the Team Aberdeen approach on a number

of community garden and beautification projects in the city

centre.

• Beautiful Scotland award The ‘Team Aberdeen’ approach led to the Aberdeen BID

winning the ‘Beautiful Scotland’ Award for its efforts

working in support of this community environmental

improvement scheme.

AberdeenReviewed

Moving forward

As we move towards the next chapter in the story of Aberdeen Inspired, the opportunity to reflect on the achievements of the past five years is as welcome as the chance to look forward to what the future may hold.

The business plan is very much a tale of two halves,

documenting the first five years of the city’s Business

Improvement District and, most importantly in my view,

outlining our vision for the next term and the £6.5million of

investment that could bring.

Of course, that second five year period will only become

reality if we are successful in the 2016 ballot and as such the

last 12 months must be viewed as the most crucial in the

organisation’s brief but productive life.

In the last year we have delivered an innovative roof garden,

extended our colourful floral baskets across the city centre,

lit up the city with a number of creative lighting schemes and

applied for and been re-accredited for Purple Flag status. We

have provided significant funding to VisitAberdeen to market

and promote the city as a visitor destination as well as promote

the city ourselves through social media, local and national

press and more recently with a range of inspiring TV adverts.

Over the Festive period we created the spectacular and well

received Aberdeen Christmas Village which attracted over

515,000 visitors as well as the world acclaimed giant illuminated

rabbit art installation. Next month will see us complete the

modern scheme of street signage across the city centre. These

projects show our level of ambition and achievement and the

last 12 months provides us with a great platform to build upon.

Aberdeen Inspired was born with the remit of representing

the interests of its levy payers and in my role as Chief

Executive I have made it our mission to listen to those

businesses – to find solutions to the challenges and identify

new opportunities. The result is the business plan we are now

presenting, which is designed to support those operating in

the retail, leisure and office sectors.

Now more than ever, as the north-east economy is tested

by the downturn in the oil and gas sector, we need to be

focused on ensuring a vibrant and prosperous future. There

is no silver bullet, but Aberdeen Inspired can play a major

role by working in partnership with the many organisations

who share our passion for the city centre.

If successful in gaining a second term, we will work tirelessly

to drive footfall to the BID and increase dwell time, with

the associated rise in consumer spending. That is what our

retail and leisure businesses tell us matters to them and we

have ambitious ideas on how we can achieve that. We also

want to help to reduce costs for all businesses in the zone,

something our levy payers in the office sector have told us

is vital to them, as well as making the city centre experience

a better one for all. We will also provide a united voice on

behalf of all those we represent, at local and national level, as

we fly the flag for Aberdeen.

I am sure that like me, you have become tired of negative

campaigning in the context of elections and as we embark

on our own ‘campaign’ there is a determination to be

positive. We want to highlight what a second term can bring,

rather than what could be lost.

The BID provides a unique opportunity for city centre

businesses to work together for the common good and a

brighter future. It is one I hope our levy payers will grasp

when the ballot opens.

Gary Craig Chief Executive Officer, Aberdeen Inspired

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Theme 2 – Marketing and Promotion

• Winter and Christmas festivals Funded or co-funded festive events, including ice rinks,

sideshow attractions and films. This year’s Aberdeen

Christmas Village shows the level of ambition with a range

of attractions, events and a spectacular open air ice rink.

We were hoping to attract 50,000 visitors over the five

week period but attracted more than 515,000 and provided

a great attraction to rival many other cities.

• VisitAberdeen Over the first five years, provided more than £500,000

to market Aberdeen as a tourist destination, enabling it

to promote a variety of events including the Aberdeen

International Youth Festival, Dance Live, Fifty Plus Family

Festival, Techfest, North East Open Studios and the May

Festival.

• Wild Dolphin sculpture trail Played a central role in kick-starting the ‘Wild Dolphin

sculpture trail’ that saw 50 life-sized, individually themed

dolphin models located around Aberdeen. Afterwards,

£531,000 was raised by their sale at a charity auction.

• Seasonal and cultural events Funded and spearheaded a diverse range of activities

throughout the BID, ranging from popular Easter family

fun attractions to historical re-enactments, acclaimed jazz

festivals and other art projects. Most recently this saw the

world renowned illuminated rabbit art installation, Intrude,

being displayed in Union Terrace Gardens.

• Positive PR Funded a range of TV adverts promoting Aberdeen for

food, drink, events, sports, festive attractions, retail sector

etc.

• Swipii loyalty scheme Launched Swipii scheme in Aberdeen to assist independent

retailers attract customers through bespoke loyalty

programmes and a points-based system of unique rewards.

By November 2015, more than 35 retailers had joined.

• Social media Engaging with the public through social channels and

website promoting events and businesses as well as

providing useful data.

Theme 3 – Getting Out and About

• Wayshowing signage In 2015 co-funded the ongoing roll-out of a number of

innovative wayshowing signs to improve orientation,

navigation and journey planning for visitors to the city,

highlighting both the well-known attractions as well as

other hidden gems.

• Springboard footfall counters Funded 11 footfall counters providing valuable anonymous

information to retailers on pedestrians using the city centre

and their movement trends, allowing informed marketing

and promotion decisions to be made.

Theme 4 – Safe and Secure City Centre

• Purple Flag award Aberdeen was the first city in Scotland to achieve Purple

Flag Award status, highlighting the quality and diversity

of attractions as well as the safety of its city centre

experience. Aberdeen Inspired spearheaded the successful

bid. The latest re-accreditation was achieved in January

2016.

• Operation Oak police patrols Co-funded a series of dedicated high visibility Police

patrols delivered under the banner of ‘Operation Oak’ with

the purpose of addressing alcohol-fuelled disorder. Since

2010-11 violent offences within the BID area have reduced

by 34%, while crime overall has reduced by 21.3%.

• Street lighting Improvements have been made to levels of street lighting

on Union Street, Langstane Place, Justice Mill Lane and

elsewhere to improve safety and help prevent and detect

crime.

• Street Pastors’ Safe Space vehicle Assistance given to the Street Pastors to help them

purchase a replacement Safe Space vehicle for deployment

in the city centre during weekend evenings. This acts as

a safe and supervised haven for those who are drunk or

vulnerable.

Theme 5 – United Voice

• Lobbying and voice of businesses Aberdeen Inpired has been an important voice in

the ongoing debate on the future of the city centre,

representing levy payers at local and national level in key

debates.

• Influencing and representing Key personnel from Aberdeen Inspired are involved in a

variety of strategic roles as part of groups, committees

and bodies involved in areas including the City Centre

Masterplan, City Deal negotiations, commerce and business

policy.

• Consultation The organisation represents its levy payers as part of

consultation carried out by the local authority and other

bodies.

• Accountability Aberdeen Inspired has an essential part to play in ensuring

baseline services from Aberdeen City Council and Police

Scotland are delivered.


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5 Looking ahead

Though informal dialogue with levy-payers has continued since the creation of Aberdeen’s BID, alongside periodic independent surveys and regular meetings or events, a more structured and clearly defined renewal consultation process with businesses commenced in February 2015.

Aberdeen and Grampian Chamber of Commerce distributed

and then analysed a survey focusing on our performance

and our themes, past, present and future. By listening to

opinions on our work to date, we believe the vision for the

future can be clearly defined.

Are the BID priorities still relevant?

We asked you to comment on the continued relevance of

these five themes and you told us;

• 89% of you agreed or strongly agreed that Attractive City Centre was the first priority

• 88% of you agreed or strongly agreed that a Safe and Secure City Centre was the second priority

• 85% of you agreed or strongly agreed that Marketing and Promotion was the third priority

• 81% of you agreed or strongly agreed that Getting Out and About was the fourth priority

• Finally, 72% of you agreed or strongly agreed that the United Voice should be a fifth priority.

This feedback has led us to rationalise our themes, reducing

from five to four.

The future: 2016–21

We asked you to rank a list of projects in order of

importance, and the following were among those that

topped the list of issues that you would like the BID to

address;

• Assist with a multi-stranded clean-up campaign to improve Union Street and surrounding areas

• Fewer vacant shop or office units

• Bigger festivals and more markets or other themed events

• Creating a more diverse shopping experience on Union Street

• Greater national and international marketing of Aberdeen.

This has enabled us to present a detailed project plan for

2016-17 and further ideas for later years.

Our Mission Statement

‘To attract, sustain and boost business and investment in

Aberdeen City Centre through influence, inspiration and

innovation’.

Aims and objectives

Aberdeen Inspired’s primary purpose is to deliver projects,

initiatives and services that will enhance and improve the

business environment within Aberdeen City Centre, to

collectively benefit everyone; businesses, office workers,

customers and visitors alike.

Our themes

The four themes of Aberdeen Inspired are: -

1. Attractive City Centre: Making the Silver City sparkle with a range of aesthetic projects, including a focus on Union Street and its visual appeal

2. Promoting Our City Centre: Through exciting and engaging events, cultural activity and positive promotion of Aberdeen

3. Safe and Welcoming City Centre: Continuing efforts to enhance the visitor experience and building on the city’s growing reputation as a safe and welcoming place to be with projects ranging from seagull control to hotel and retail focused initiatives

4. Helping Your Business: Providing a unified voice on behalf of levy payers, lobbying Aberdeen City Council and other relevant bodies as well as providing data and analysis designed to enhance business planning.

Our objectives

The objectives of Aberdeen Inspired are: -

1. Create a well-promoted, exciting, family-friendly and vibrant city centre

2. Increase the diversity and quality of public events in the area

3. Attract more visitors and increase both their spending and dwell time within the city centre

4. Work with local businesses and organisations to encourage continued inward investment across all sectors

5. Encourage additional numbers of tourists to visit and enjoy the city experience (for example by improving the walkability of the city centre), working alongside agencies such as VisitAberdeen

6. Work with partner organisations to help create a safe, welcoming and dynamic city centre

7. Create a cleaner and more attractive city centre

8. Help businesses achieve cost savings and efficiencies

9. Be the voice of business in the city centre on a range of strategic issues.

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6 Project plan: 2016-21

To ensure that BID resources and members’ levies are directed towards providing added value over and above the basic or statutory level, Baseline Services Agreements have been prepared to help define the responsibilities and ongoing commitments of Aberdeen City Council and Police Scotland.

These agreements contain provisions to ensure that the

baseline services delivered are subject to monitor and review

and to ensure levy-payers are aware of what is a statutory

service and what is complimentary. See Appendix 2 (P22)

for a full list of baseline services. These collectively act as a

platform upon which to base the projects and programmes

that follow in this Business Plan.

The measurement of the Baseline Services provided by

Aberdeen City Council is underpinned by a variety of

reporting mediums, involving statutory legislation or local

and national standards or guidelines. In the event of any

feedback from levy-payers to Aberdeen Inspired around the

provision and delivery of any statutory or complimentary

baseline services, it will be relayed firstly via the local

authority City Centre Manager, or in their absence, to the

relevant Head of Service for resolution and response to levy-

payers. In relation to feedback relating to Police Scotland, it

will be via the City Centre Policing Team.

Building on the lessons learnt from the BID’s first five years,

the aim will be to deliver greater equity throughout the BID

area in the next five years so that all share in the benefits.

Establishing neighbourhood business networks between

groups of levy payers in different parts of the city centre will

also be a recurring theme, whether it be through matching

clients with business opportunities or identifying a synergy

between individual levy payers and a particular theme,

festival or event. In this way benefits can be reaped beyond

a single district or individual business sector.

A holistic approach will be taken to problems, establishing

connections between different business sectors, and indeed

the wider public to maximise business growth opportunities.

This will help ensure that outcomes are both sustainable and

long-term.

As the city moves into a transformational phase through

the ongoing City Deal negotiations, as well as the delivery

of the city centre’s own Masterplan, issues such as car

parking, waste collection, and non-domestic rates have all

been among the subjects repeatedly raised as concerns and

potential barriers to business by levy-payers. Consequently,

representing the views and voice of the levy paying

businesses within the BID area on matters such as these

will be at the forefront of all the themes and projects in this

Business Plan.

Year one projects 2016-17

Attractive City Centre Promoting Our City Centre Safe and Welcoming City Centre

Helping Your Business

Activity Activity Activity Activity

Deliver multi-stranded clean-up campaigns (Year 1 – ‘Project Union Street’), incorporating in part a ‘hit squad’ providing a dedicated, BID focused response

Continue to grow our Christmas Village within an extended Winter Festival

Continue to emphasise the ‘walkability’ of the city centre by an innovative suspended signage programme around specific streets and quarters

Lobby Aberdeen City Council and other relevant organisations on key issues (e.g. parking, waste collection, non-domestic rates, vacant properties, etc)

Roll out further creative lighting projects on key city centre buildings

Expanded Jazz and Blues Festival

Consider implementing an enhanced seagull control programme

Representation on key groups, committees and bodies

Summer and winter programmes of decorative floral hanging baskets/winter bedding

‘Play Me, I’m Yours’ street piano exhibition (www.streetpianos.com)

Maintain and develop ‘Purple Flag’ status

Relationship with AGCC on research and policy development

Lobby owners of vacant properties to provide free or discounted access for pop-up enterprises and exhibitions in vacant shop units. Facilitate this with database of enterprises and empty properties

Work with partners to develop a programme of festivals (including comedy, music, sport and art)

Work with Police Scotland to make the city centre safer. Part fund a BID Analyst and Police Officer to provide specific BID-focused products and crime reduction assistance

Provide enhanced business focused and user friendly data for levy payers

Provide vinyl window stickers for vacant shop units in prominent locations

Use targeted campaigns to support Neighbourhood Business Networks

Support hotel ‘Check-In’ and ‘Hotel Watch’ schemes

Identify and deliver cost reduction measures (e.g. shared services), aiming to make the BID levy cost-neutral for small independent businesses

Develop ‘Adopt an Area’ and Street Art projects to revitalise underused areas and thoroughfares in the city centre

Contribute financially to positive PR for the city centre using a variety of digital platforms, e.g TV campaign

Review and support a replacement for existing ‘Shopsafe’ scheme

Provide assistance with corporate social media and online marketing

Continue Small Business Frontage Improvement Grants

Commission a programme of targeted marketing activities via VisitAberdeen

Implementation of a ‘Child Safe Zone’ scheme within the city centre to help reunite lost children with parents/guardians

Act as conduit between businesses and Aberdeen Business Gateway to explore sector needs

Maintain the restriction of V-board advertising signs on Union Street

Provide a dedicated Marketing and Communications Manager, maintaining social media and PR to provide informative and positive comments on city wide issues

Plan a small number of secure bicycle lockers on a match-funding basis for use by employees of levy payers within the BID area

Regular but more targeted and relevant newsletters to levy-payers

The following collaborative projects and programmes will be delivered in the first year of the BID’s renewal (2016-17), with

projected costs allocated accordingly. All projects will be measured against the defined objectives listed in the Business Plan,

with benefits to levy players assessed for each individual initiative.


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Projected five year budget

Funding Sources 2016-17 2017-18 2018-19 2019-20 2020-21 Total

BID Levy £800,000 £800,000 £800,000 £800,000 £800,000 £4,000,000

Agreed and Confirmed Funding £195,000 (voluntary contribution)

£195,000 (voluntary contribution)





Potential Additional Project Income £300,000 £300,000 £420,000 £420,000 £420,000 £1,860,000

Total Income £1,295,000 £1,295,000 £1,295,000 £1,295,000 £1,295,000 £6,475,000

Expenditure 2016-17 2017-18 2018-19 2019-20 2020-21 Total

Attractive City Centre £330,000 £280,000 £280,000 £280,000 £271,520 £1,441,520

Promoting Our City Centre £509,000 £556,700 £553,354 £551,961 £550,000 £2,721,015

Safe and Welcoming £180,000 £180,000 £180,000 £180,000 £155,000 £875,000

Helping Your Business £100,000 £100,000 £100,000 £100,000 £100,000 £500,000

Staff Costs £115,000 £117,300 £119,646 £122,039 £124,480 £598,465

Other Operating Costs £61,000 £61,000 £62,000 £61,000 £94,000 £339,000

Total £1,295,000 £1,295,000 £1,295,000 £1,295,000 £1,295,000 £6,475,000

To ensure that levy payers’ investment is used where it is most

needed, staffing and other back office operating costs have

been kept to a minimum at around 9% and 5% of the total,

respectively, well within the good practice upper threshold of

17%. It should be noted that budgets may at times need to

be transferred between projects (e.g. due to projects being

amended or postponed) as the needs of the business dictate,

on the authority and instruction of the Board of Aberdeen

Inspired, without resorting to an alteration ballot.

Sourcing of Projected Five Year Budget 2016-21

BID Levy Voluntary Contributions Additional Project Funding



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Projects 2017-21

The majority of the projects scheduled between 2017 and

2021 are a continuation from year one, but with the precise

costs associated with delivery linked to external factors

beyond the control of Aberdeen Inspired. These will be

assigned as budget and opportunities allow for the remaining

years of the second term. The focus will be on bigger and

more frequent events, linking to the main goal of increasing

footfall and dwell time in the zone.

Aside from a significant donation in years one and two,

the Potential Additional Project Income is not secured or

committed by others. Therefore, in the event that any or

all of this potential additional funding is not realised then

the scope or range of some of the projects outlined in the

accompanying Business Plan will be adjusted accordingly,

to ensure that they remain within budget.

7 BID levy

Who pays it, how is it calculated and who collects it?

We believe the BID levy is an equitable and fair way of

funding additional projects and services that the local

authority are not required to provide. Though projects

may deliver added value to existing basic statutory service

workstreams they must not replicate or replace them.

Aberdeen Inspired’s Board of Directors has agreed that the

levy rate for a second five year BID term will be 1% based

on rateable value of the property on the day of the ballot. It

will not change during the five-year term of the BID, except

to reflect any variations arising from the revaluation of the

properties in 2017. The threshold for payment of any levy is a

non-domestic rateable value of £27,500 and above.

In the event of doubt, the rateable value of any commercial

premises in Scotland can be accessed by searching on the

Scottish Assessor’s Association website: www.saa.gov.uk

The table below provides an indication of levies and their

monthly and daily breakdown. See Appendix 3 (P23) for

details on the mix of levy payers by rateable value and

business type.

There are around 690 commercial properties in Aberdeen’s

BID area (see map on page 21), which will together generate

a total income of around £800,000 per annum, and an

estimated total levy income of around £4m over five years.

Along with significant voluntary contributions, Aberdeen

City Council may also provide a degree of funding, subject

to approval, to help augment the BID levy for city centre

projects and initiatives that also coincide with its own

priorities, such as some of those contained within the City

Centre Masterplan and delivery programme. These additional

contributions are likely to run to around £500,000 per

annum but this could increase if projects can attract

grant funding.

Rateable Value of Business Annual Cost of 1% Levy Monthly Cost of 1% Levy Daily Cost of 1% Levy

£27,500 £275 £22.91 75p

£50,000 £500 £41.66 £1.36

£100,000 £1,000 £83.33 £2.73

£250,000 £2,500 £208.33 £6.84

£500,000 £5,000 £416.66 £13.69


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Who pays the levy?

All eligible non-domestic properties (i.e. the eligible person

who is liable to pay the non-domestic rate) that are listed

on the Local Assessor’s Valuation Roll on the ballot date will

be liable. However, the property owner will be liable to pay

the levy where the property is vacant on the day the levy

invoice is issued and for all of the period thereafter while the

property is vacant.

Any new commercial development, sub-division of existing

properties or merging of properties or new businesses with

a non-domestic rateable valuation of or above the threshold

coming in to the BID area during the five-year lifetime of the

BID will be liable for the levy.

Collection of the levy

Aberdeen City Council will collect the levy on behalf of

Aberdeen Inspired, as this is an efficient, transparent and

cost effective method of collection. Aberdeen City Council

will lodge the levy within a BID Revenue Account, and

this can only be drawn down by the Aberdeen Inspired

Board of Directors to allow for the delivery of projects and

services within this business plan. For the avoidance of

doubt Aberdeen City Council will not be able to access the

levy monies in this account so they cannot be used as an

additional funding stream to finance baseline services.

When is the levy to be paid?

The first BID levy will be due in April 2016, and on the first day

of each financial year thereafter that the BID is in operation.

Payment must be made within 28 days from the date of the

levy invoice.

Changes to rateable values on appeal

There will be no adjustments to the levy charged during

the year to reflect changes in individual rating values due

to appeals. Changes in rating values will be reflected in a

corresponding change to the levy from the appropriate

properties in the following year.

Where a property is taken out of rating (e.g. due to

demolition or a split or merger) the BID levy for that

individual property will be due up to the date of the

removal from the Rating List and the annual BID levy will be

apportioned accordingly.

Discounts/exemptions

If the property is empty, the non-domestic rates rules will

apply to the owner, in that 90% of the levy value will be

charged after any initial period of 92 days when there is 100%

relief. Moreover, non-retail charities and places of worship will

be exempt, while historic listed buildings will have 50% relief.

Following consultation, shopping mall tenants are eligible for

a 25% discount on the BID levy to offset their service charge.

Additional support will be sought from the mall owners through

voluntary contribution and participation in future projects.

Voluntary contributions and other funding

The BID will endeavour to secure voluntary contributions from

owners and occupiers of non-domestic properties outwith the

BID area, or owners of properties who fall below the current

threshold as well as other external funding partners where

possible. These voluntary contributions, which will inevitably

vary from year to year, will be paid into the Aberdeen BID

Revenue Account.

In 2015-16 this accounted for another £800,000 on top of

the levy. Whilst this amount cannot be assumed every year,

(as some grants are for specific projects), it is hoped that a

similar level of additional funding will be sought year on year.

“Aberdeen has a growing reputation as a safe

and fun city to enjoy a night out in, but the Purple

Flag accreditation has put an official stamp on

that. Aberdeen Inspired deserves great praise for

achieving Purple Flag status, something which I’d

like to think will encourage more people, both locally

and from further afield, to sample the nightlife and

its atmosphere. In my role as chairman of UNIGHT,

the trade body for licensed premises throughout the

city, I know at first-hand the value there is in working

collaboratively and Aberdeen Inspired is at the

heart of that movement. Only by bringing all of the

stakeholders together can we achieve our ambitions

for Aberdeen.”– Stuart McPhee,

General Manager of Siberia Vodka Bar

“Aberdeen Greenspace believes that collaborative

working plays a crucial role in the effective growth of

our beautiful city and working closely with Aberdeen

Inspired, the charity is delighted to have been able to

provide substantial funding towards the St Nicholas

rooftop project. Due to the commitment of all the

partners involved, this exciting and innovative plan

will open up a fabulous greenspace area for public

use right in the heart of the city and Aberdeen

Greenspace feel privileged to be a part of this.”

– Michelle Herd

Chief Officer, Aberdeen Greenspace Trust


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ST

GoldenSquare


Green

Bon AccordSquare

Castlegate

AberdeenReinspired



17

8The BID ballot process

The BID ballot is a confidential postal ballot commissioned by the Returning Officer of Aberdeen City Council on behalf of Aberdeen Inspired and in accordance with the Scottish BID legislation.

A notice of ballot will be sent to all eligible persons on or

shortly before 21st January 2016, to be followed by the ballot

papers on 4th February 2016. You will have six weeks to cast

your vote before the ballot closes at 5pm on Thursday 17th

March 2016. Ballots received after this date and time will be

deemed null and void.

The proposer of the ballot (Aberdeen Inspired) must make

available a full copy of the BID Proposal to any person who is

eligible to vote on the BID Proposal and who requests a copy.

A copy of the BID Proposal and BID Business Plan must also

be sent to the Scottish Ministers and the Chief Executive of

the local Authority (Aberdeen City Council) at least 98 days

in advance of the final ballot date.

Voting papers are easy to complete; simply place a cross (‘X’)

in the ‘Yes’ or ‘No’ box to a single question, ‘Are you in favour

of a BID?’ The ballot paper must be signed by the person

eligible to vote and returned in the pre-paid envelope. For

the ballot to be successful there must be a minimum of 25%

turnout (the head count) by number of eligible persons and

by combined rateable value.

Of those that vote, over 50% by number and 50% by

combined rateable value must vote in favour of the BID.

All eligible voters (i.e. those persons liable to pay non-

domestic rates) will have one vote or where an eligible

person is liable for non-domestic rates for more than one

property, they shall be eligible to cast more than one vote

and will also be required to pay the levy for each of the

properties they occupy. They will likewise receive a ballot

paper for each property they occupy, with each voting paper

counting as one vote. It is important that every ballot paper

received is completed and returned.

Where the property is vacant or empty (i.e. with no tenant or

occupier in place), the property owner will be deemed to be

the eligible person and receive the ballot paper.

The ballot papers will be counted on Friday 18th March 2016

and the results announced within one week.

Following a successful renewal ballot the BID will re-commence

on Friday 1st April 2016 and will run for a period of five years

until 31st March 2021. At the end of the five-year period

eligible voters will again be given the choice of continuing the

BID for a further five years. This renewal ballot process will

be conducted using the same methods as the original ballot.

Of the 10 BIDS in Scotland that have gone through the renewal

ballot all have been voted back in for a second five-year term.

“Caffe Nero has developed an excellent relationship

with Aberdeen Inspired. As a local resident, proud

Aberdonian and business manager I have a keen

interest in the city centre and I have made a point of

attending as many of the Aberdeen Inspired events

and attractions as possible. The expanded Aberdeen

Christmas Village in particular will be a highlight of the

year – bringing many more people to the area than

might otherwise have come. We have three coffee

shops on Union Street alone and we share Aberdeen

Inspired’ s passion for an area of the city which has

such a rich heritage.”– Richard Leith,

Area Manager with Caffe Nero

“John Lewis continues to advocate for investment

in city centres that improves both the physical

infrastructure and the visitor, shopper and resident

experience. In Aberdeen we need to continue to

invest and to innovate to attract people into the

city centre and the BID is a very important part of

achieving that. It enables businesses and stakeholders

to take collective responsibility to improve an

area creating a fund to deliver improvements in a

sustainable manner. In my experience of BIDs across

the country they are successful when they provide

additional value to an area and the businesses that

support them.” – Robert Garnish,

Head of Branch, John Lewis Partnership, Aberdeen

“When the concept of a Business Improvement

District was initially discussed, I felt the involvement

of Finnies the Jeweller was essential. The concept of

businesses in the city centre engaging in common

activities to attract visitors to the area has to be a

good one. Finnies the Jeweller has customers all over

Scotland but we need to compete with Inverness,

Dundee, Edinburgh and Glasgow to attract visitors to

our city for all the economic benefits that can bring.

Aberdeen is a great city – let’s share it to the benefit

of all.”

– Stuart Milne,

General Manager, Finnies the Jeweller


inspiredABERDEEN


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AberdeenRenewed

AberdeenReinspired



19

9How will the BID be managed?

Following a successful renewal ballot, Aberdeen Inspired will continue to operate as a limited liability company with responsibility for delivering the Business Plan.

Aberdeen Inspired currently comprises a total of up to 14

directors who are voluntary and unpaid. The directors are

tasked with overseeing the delivery of the BID projects within

the Business Plan. Places on the Board are open to every

business that pays the levy, whether on a mandatory or

voluntary basis. They may nominate themselves, or someone

else from within the BID area to be elected to the Board. The

appointments reflect their expertise and also the range of

business sectors within the city centre. Should there be more

nominations than places available, an election will be held.

The Board will continue to meet not less than quarterly each

year, and will agree on an annual basis how the funds will be

spent for the coming year following a review of the business

plan and in consultation with levy-paying businesses. This

enables Aberdeen Inspired to take a dynamic approach

and demonstrate a flexible response to any changing

circumstances in order to meet business needs. The Board

has the authority to make relevant variations or financial

adjustments to projects within budgets, for the efficient and

effective operation of the company and in line with good

business practice without the need for an alteration ballot.

The BID Chief Executive Officer meets regularly with a core

executive group of directors to discuss ongoing projects in

order to obtain direction and feedback. This ensures that a

dynamic approach can be taken, especially in relation to any

ongoing or emerging opportunities or threats that might

have any effects on your businesses.

The management team

A full time Chief Executive Officer is employed and reports

directly to the Board of Directors and will implement the

projects and services detailed in this Business Plan. There are

also two Project Managers, a Marketing and Communications

Manager and an Office Manager included within the Aberdeen

Inspired management team, all of whom currently work on

a full-time basis. In addition, there are two part-time Liaison

Officers that underpin the work of the management team.

Minimising risk

The Board will continue to take steps to minimise risk by only

using reputable contractors to deliver projects. The Board

will also adopt best practice in governance and operational

procedures whilst being open and transparent in its operation.

The company will undergo an independent evaluation, as

Assessment and Accreditation Interim Review (AAIR) at two

and four years, developed for Scottish BID Companies.

Management and Governance

The Board of Directors undertake to adhere to an official

Directors’ Code of Conduct, which sets out, openly and clearly,

the standards Directors must apply when carrying out their BID

business duties. Any allegations of contraventions of the Codes

by Directors will be independently investigated in order to give

assurance to the businesses and the public that their elected

Directors are acting in accordance with the highest levels of

professionalism and integrity in the discharge of their roles.

Communication and consultation

Effective communication is a basic business requirement

irrespective of the sector or economy. Recognising this we

use a variety of mediums to communicate with you:

• Regular newsletters

• Email alerts

• Attending multi-agency partnership meetings with a focus on the city centre

• Regular updates on our social media channels

• Our website – www.aberdeeninspired.com

• Local newspaper articles

• One to one meetings with levy payers and

stakeholders

• Attend Business Association Meetings.

Openness and Transparency

The principles of openness and transparency lie at the heart of

Aberdeen Inspired’s policy of communication with businesses

and the public. The Board of Directors fully support the dual

ethos of openness and transparency, with newsletters and

documents relating to, or arising from official business meetings

and forums in future being published on the company’s website.

Recognising also the need for, and value of face to face

dialogue, Aberdeen Inspired maintains an ‘open door’ policy for

businesses, with levy-payers or their representatives welcome to

visit the offices to discuss their issues or concerns.

“It is vital that all organisations have a stake in the

future of their city centre through the BID process.

Aberdeen Inspired need to continue with their re-

invigorated focus during the all-important next five

years when the City Centre Masterplan will become

a reality. We all want a City Centre that we can be

proud of.”

– Ms Edel Harris,

President,

Aberdeen and Grampian Chamber of Commerce


inspiredABERDEEN


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a

Aberdeen Inspired Board of Directors.

AberdeenReassured

AberdeenReinspired

10 Monitoring Aberdeen Inspired’s performance

There will be a series of Key Performance Indicators (KPIs) to ensure that performance will be monitored. These include:

• Footfall monitoring figures across key city centre thoroughfares

• Annual report to summarise BID performance

• Ongoing examination of trends, liaising with businesses to monitor sales and footfall and communicating data to levy-payers via a weekly e-newsletter

• Car park data – working with private operators and Aberdeen City Council

• Safety and security – liaising with Police Scotland to ensure that projects have a positive impact on business crime

• Media coverage – keep accurate records of articles that are attributable to Aberdeen Inspired and the BID

• The BID will undergo Assessment and Accreditation Interim Review (AAIR) for Scottish BID Companies during the course of its next lifetime.

The Assessment and Accreditation Interim Review (AAIR)

The AAIR is a bespoke review that recognises and is in line

with the Scottish BIDs legislation and the Scottish public

and private sector environments. In developing the Interim

Review, BIDs Scotland consulted with key stakeholders and

organisations, UK national businesses and the Scottish Retail

Consortium. This included reviewing existing Assessment

and Accreditation Frameworks, as well as existing documents

used by businesses to assess BID proposals in the UK to

identify key lessons for transfer to the Scottish context

The AAIR gives confidence to businesses and the Board

of Directors that the practices of the BID management

company are robust and in line with good practice, and

supplies an audit trail to support any future evaluation of the

BID. It is recommended by BIDs Scotland as good practice

and is included as one of the good practice elements of any

Scottish BID Proposal and BID Business Plan.



21

Appendix 1 Aberdeen’s Business Improvement District area

The following streets are within the BID area:

“Wood Group PSN has a number offices and

employees within Aberdeen and it is essential to us

that the city is a safe and welcoming place for people

to work in and to visit. We have a strong working

relationship with Aberdeen Inspired and can see the

very tangible results and value that they are delivering

to the city centre.”

– Steve Nicol,

Chief Financial Officer, Wood Group PSN


inspiredABERDEEN


inspiredABERDEEN

a

Adelphi Alford Place Back Wynd Bath Street Belmont Street Berry StreetBon Accord and St Nicholas Shopping CentresBon Accord SquareBon Accord Street (as far as East Craibstone Street) Bon Accord Terrace Bridge Place Bridge Street Broad Street Carmelite Street Carnegie’s BraeCastlegate Castle Street Chapel StreetCollege Street Correction Wynd Crimon Place Crown Street (as far as No. 27) Dee Street (as far as No. 16) Denburn RoadDiamond Lane Diamond Street East Craibstone Street

Exchange Street Exchequer Row Flourmill Lane Gaelic Lane Gallowgate (as far as Spring Garden) George Street (as far as No 230) Golden SquareGreen Guild Street Hadden Street Harriet Street Holburn Street (as far as No 70) Huntly Street John Street King Street (as far as East and West North Streets)Justice Mill LaneLangstane PlaceLittle Belmont StreetLoch Street Market Street (as far as Union Square Shopping Mall) McCombies Court NetherkirkgateNorth Silver Street Queen Street Rennies WyndRose Street (as far as No. 67)

Rosemount ViaductRuby LaneSchoolhillSouth Silver StreetSt Andrew Street St Mary’s PlaceSt Nicholas Lane St Nicholas Street Stirling Street Summer StreetThe AcademyThe GalleriaThistle StreetThistle LaneThistle PlaceTrinity CentreTrinity Street

Union GlenUnion RowUnion Square Shopping MallUnion Street Union TerraceUnion WyndUpperkirkgateWapping StreetWest Craibstone StreetWindmill Brae

KIN

G S

T

HO

LBU

RN S

T

ROSE ST

HUNTLY ST

HUNTLY ST

BON

ACCORD

CRES

SUM

MER

ST

LANGSTANE PLACE

JUSTICE MILL LANE

S CO

LLEGE ST

BRIDG

E ST

UNION TERRACE

VIRGIN

I A S

T

GUILD STWAPPIN G ST

MARKET ST

SH I PR

OW

LOC

H ST

BE R R Y S T

GA

LLO

WG

ATE

VICTORIA

ST

BROAD ST

JOHN ST GEO

RGE ST

ST AN DREW S

T

HA

RRIET ST

UPPERKIR

KGATE


K WYN

D

BELMO

NT ST

FLOURMILL

LANE

QUEEN ST

CH

AP

EL ST

THISTLE ST

UNION

ROW

CROW

N ST

CRIMON PL

N SILVER ST

DEN

BURN RD




The Galleria

The Academy



GO

RDO

N ST

DEE ST

ALFORD PL

BON

ACCORD

ST

GoldenSquare


Green

Bon AccordSquare

Castlegate

AberdeenReassessed

AberdeenReinspired

10 Monitoring Aberdeen Inspired’s performance

There will be a series of Key Performance Indicators (KPIs) to ensure that performance will be monitored. These include:

• Footfall monitoring figures across key city centre thoroughfares

• Annual report to summarise BID performance

• Ongoing examination of trends, liaising with businesses to monitor sales and footfall and communicating data to levy-payers via a weekly e-newsletter

• Car park data – working with private operators and Aberdeen City Council

• Safety and security – liaising with Police Scotland to ensure that projects have a positive impact on business crime

• Media coverage – keep accurate records of articles that are attributable to Aberdeen Inspired and the BID

• The BID will undergo Assessment and Accreditation Interim Review (AAIR) for Scottish BID Companies during the course of its next lifetime.

The Assessment and Accreditation Interim Review (AAIR)

The AAIR is a bespoke review that recognises and is in line

with the Scottish BIDs legislation and the Scottish public

and private sector environments. In developing the Interim

Review, BIDs Scotland consulted with key stakeholders and

organisations, UK national businesses and the Scottish Retail

Consortium. This included reviewing existing Assessment

and Accreditation Frameworks, as well as existing documents

used by businesses to assess BID proposals in the UK to

identify key lessons for transfer to the Scottish context

The AAIR gives confidence to businesses and the Board

of Directors that the practices of the BID management

company are robust and in line with good practice, and

supplies an audit trail to support any future evaluation of the

BID. It is recommended by BIDs Scotland as good practice

and is included as one of the good practice elements of any

Scottish BID Proposal and BID Business Plan.



21

Appendix 1 Aberdeen’s Business Improvement District area

The following streets are within the BID area:

“Wood Group PSN has a number offices and

employees within Aberdeen and it is essential to us

that the city is a safe and welcoming place for people

to work in and to visit. We have a strong working

relationship with Aberdeen Inspired and can see the

very tangible results and value that they are delivering

to the city centre.”

– Steve Nicol,

Chief Financial Officer, Wood Group PSN


inspiredABERDEEN


inspiredABERDEEN

a

Adelphi Alford Place Back Wynd Bath Street Belmont Street Berry StreetBon Accord and St Nicholas Shopping CentresBon Accord SquareBon Accord Street (as far as East Craibstone Street) Bon Accord Terrace Bridge Place Bridge Street Broad Street Carmelite Street Carnegie’s BraeCastlegate Castle Street Chapel StreetCollege Street Correction Wynd Crimon Place Crown Street (as far as No. 27) Dee Street (as far as No. 16) Denburn RoadDiamond Lane Diamond Street East Craibstone Street

Exchange Street Exchequer Row Flourmill Lane Gaelic Lane Gallowgate (as far as Spring Garden) George Street (as far as No 230) Golden SquareGreen Guild Street Hadden Street Harriet Street Holburn Street (as far as No 70) Huntly Street John Street King Street (as far as East and West North Streets)Justice Mill LaneLangstane PlaceLittle Belmont StreetLoch Street Market Street (as far as Union Square Shopping Mall) McCombies Court NetherkirkgateNorth Silver Street Queen Street Rennies WyndRose Street (as far as No. 67)

Rosemount ViaductRuby LaneSchoolhillSouth Silver StreetSt Andrew Street St Mary’s PlaceSt Nicholas Lane St Nicholas Street Stirling Street Summer StreetThe AcademyThe GalleriaThistle StreetThistle LaneThistle PlaceTrinity CentreTrinity Street

Union GlenUnion RowUnion Square Shopping MallUnion Street Union TerraceUnion WyndUpperkirkgateWapping StreetWest Craibstone StreetWindmill Brae

KIN

G S

T

HO

LBU

RN S

T

ROSE ST

HUNTLY ST

HUNTLY ST

BON

ACCORD

CRESSU

MM

ER S

T

LANGSTANE PLACE

JUSTICE MILL LANE

S CO

LLEGE ST

BRIDG

E ST

UNION TERRACE

VIRGIN

I A S

T

GUILD STWAPPIN G ST

MARKET ST

SH I PR

OW

LOC

H ST

BE R R Y S T

GA

LLO

WG

ATE

VICTORIA

ST

BROAD ST

JOHN ST GEO

RGE ST

ST AN DREW S

T

HA

RRIET ST

UPPERKIR

KGATE


K WYN

D

BELMO

NT ST

FLOURMILL

LANE

QUEEN ST

CH

AP

EL ST

THISTLE ST

UNION

ROW

CROW

N ST

CRIMON PL

N SILVER ST

DEN

BURN RD




The Galleria

The Academy



GO

RDO

N ST

DEE ST

ALFORD PL

BON

ACCORD

ST

GoldenSquare


Green

Bon AccordSquare

Castlegate

AberdeenReassessed

AberdeenReinspired



23

Appendix 3 Appendix 2 Baseline services

Street Furniture and Signage

3 Provision of maintenance and cleaning of litter bins and seating

3 Provision of hanging baskets and planters

3 Provision of signage, street lamps and banners*

3 Provision and maintenance of the public transport waiting infrastructure

Street Cleaning

3 Cleaning pavements and kerbside channels*

3 Emptying litter bins

3 Street cleaning*

3 Litter removal

3 Removal of chewing gum from public spaces

3 Removal of fly tipped material

3 Removal of animal faeces

3 Removal of graffiti and fly posters from public buildings

3 Ground maintenance

3 Removal of abandoned vehicles

City Wardens and Traffic Enforcement

3 Provision of city wardens

3 Dog fouling

3 Graffiti

3 Abandoned vehicles

3 Provision of car park attendants

City Centre Ground Maintenance

3 Design and maintenance of planted areas

3 Removal of ground weeds

3 Design and installation of annual planting

Street Lighting

3 Maintenance of street lights, signs and beacons*

3 Design and maintenance of new lighting schemes*

3 Technical advice on street and exterior lighting

3 Repairs to lighting faults*

3 Provision of festive lighting installations

Trading Standards

3 Counterfeit goods*

3 Product safety*

3 Misleading descriptions of goods and services*

3 Price displays*

3 Petroleum storage registration*

3 Enforcing legislation*

3 Explosives registration and licensing*

3 Preventing underage sales of tobacco and fireworks*

3 Tobacco displays, registration, etc*

3 Weights and measures*

3 Licensing*

3 Taxi and Private Hire Cars*

3 Market operators and Street Traders*

3 Public entertainment*

Waste Management

3 Collection of waste materials and recycling*

Public Car Parking

3 Reviewing the sustainability of on and off-street parking

3 Reviewing the arrangements of on and off-street parking

Taxi Marshals

3 Provision of transport marshals on the four night time taxi ranks each Friday and Saturday

Safer Aberdeen

3 Provision of Safer Aberdeen programme manager to develop measures to reduce and prevent criminality

Policing

3 Provision of 24/7 dedicated city centre policing team*

3 Increasing in number over the busy festive period

3 Administration of the Weekend Partnership, working closely with licensed premises

Business Support

3 Provision of business growth team to support small and medium enterprises

Environmental Health

3 Protection of public health through the pro-active inspection of local food business establishments and those handling products of animal origin*

3 Administration of food hygiene information system. Investigation of suspected food crime and investigation of complaints

3 Undertake statutory functions as required by health and safety legislation*

3 Undertake duties to ensure that premises and licensees comply with their responsibilities in the sale of alcohol*

3 Protection of public health through investigation of noise nuisance*

3 Provision of advice to complainant*

3 Provision of advice to commercial business causing noise nuisance*

3 Issue abatement notice where statutory nuisance exists*

3 Consult planning department on proposed developments that may have a noise impact*

3 Provision of public toilets and portable public conveniences

CCTV

3 Installation of CCTV cameras

3 Provision of 24/7 CCTV coverage

Road Maintenance

3 Co-ordinating works on public roads*

3 Carrying out road safety measures and repairs*

3 Maintenance of road markings*

3 Traffic light repairs*

3 Clean gullies on public roads*

3 Safety inspections of public roads*

3 Implementation of winter maintenance operations*

Planning and Regulatory Functions

3 Planning control*

3 Building control

3 Transportation planning

3 Policy and strategy*

3 Major development projects

3 Environmental sustainability

Mix by rateable value and sector

Business mix by rateable value:

Business mix by category:

Rateable Value 2011 20151

£27.5K - £50K 21% 35%

£51K - £100K 18% 29%

£101K - £500K 50% 31%

£501K - £1m+ 11% 4%

Business Category 2011 2015

Retail 47% 45%

Hotel/Leisure/Food 8% 12%

Bars/Clubs 11% 10%

Offices/Financial 26% 27%

Council/Government 4% 2%

Others 4% 4%

Business Mix by Rateable Value

£101K - 500K

£501K - £1m

£51K - £100K

£27.5K - £50K

£101K - 500K

£501K - £1m

£51K - £100K

2011 2015

Retail

O�ces/Financial

Hotel/Leisure/Food

Council/Governmment

Bars/Clubs

Others

Retail

O�ces/Financial

Hotel/Leisure/Food

Council/Governmment

Bars/Clubs

Others

Business Mix by Category

2011 2015

1Due to the nature of the analysis some percentages have

been rounded up to the nearest whole number. As a result

many of the totals are +/- 1%.


inspiredABERDEEN


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*Indicates a statutory service

AberdeenReinspired

Aberdeen Inspired Board Members(as of 1st January 2016)

Richard Noble, Director, FG Burnett, Chartered SurveyorsAllan Henderson, Managing Director, The Workshop UK LtdRyan Manson, General Manager, Union Square Shopping CentreGeoff Cooper, Director, Benvue Restaurants Ltd (McDonald’s)Craig Stevenson, Centre Manager, Bon Accord & St Nicholas CentresJason Dixon, Retail Manager, Marks and Spencer PlcCouncillor Jenny Laing, Leader, Aberdeen City CouncilChristopher Carry, Partner, Jamieson and Carry, JewellersElaine Farquharson-Black, Partner, Burness Paull LLP, SolicitorsFinlay Cran, Company Director, EDC (Hotels) LtdLiam Smyth, Membership Director, Aberdeen and Grampian Chamber of CommerceDebbie Irvine, Director, Bryant Group Scotland LtdVicki Jones, Director, John Lewis Parthership

Members invited to meetings Graeme Mackie, Chief Inspector, Local Area Commander - Aberdeen South, North East Division, Police ScotlandPete Leonard, Director of Communities, Housing and Infrastructure, Aberdeen City CouncilSteve Harris, Chief Executive, VisitAberdeen

Business plan 2016-21

If you have any comments or queries about Aberdeen Inspired or this Business Plan, please contact us using one of these methods:

Tel: (01224) 566291

Email: [email protected]

Internet: www.aberdeeninspired.com

Facebook: https://www.facebook.com/AbdnInspired

Twitter: https://twitter.com/abdninspired

Address: Aberdeen Inspired, 3rd Floor, 32 Upperkirkgate, Aberdeen AB10 1BA


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AberdeenReinspired

79


Agenda Item 10.1

The Prevent Duty

1. Introduction1.1. There is a legal requirement upon North East Scotland College, under the provisions of

the Counter-Terrorism and Security Act 2015, to “have due regard to the need to prevent peoplefrombeingdrawnintoterrorism”,knownas‘thePreventDuty’,whichbecameeffective on 21 September 2015.

1.2. The purpose of this paper is to provide information to the Board of Management on work that is being undertaken by the College to meet its responsibilities relating to the Prevent Duty.

2. Background2.1. The College has well-established arrangements, which have been reported to and

considered by the Board of Management.

2.2. InformationwasfirstprovidedtotheBoardatameetinginDecember2014,wheretheBoard received a presentation from Police Scotland on ‘CONTEST’, the Government’s counter-terrorism strategy.

2.3. There are 4 strands to CONTEST, these are:

• PREVENT - to stop people becoming terrorists or supporting violent extremism;• PURSUE - to stop terrorist attacks through disruption, investigation and detection;• PREPARE - where an attack cannot be stopped, to mitigate its impact;• PROTECT - to strengthen against terrorist attack, including borders, utilities, transport

infrastructure and crowded places.

2.4. CONTEST delivery groups have been established across Scotland on the basis of one group for each division of Police Scotland. Organisations participating in these groups include: colleges, universities, NHS Boards, local authorities, Police Scotland, Scottish Fire and Rescue Service and Scottish Prison Service.

2.5. The College is currently a member of 2 CONTEST groups, namely Aberdeen City and Aberdeenshire & Moray (respectively the former ‘A’ and ‘B’ divisions of Police Scotland). These groups will merge later this year, following the creation of ‘NE’ division from the merger of ‘A’ and ‘B’ divisions.

3. Prevent Duty Guidance3.1. The Scottish Government issued guidance in March 2015 that is to be followed by public

authorities that fall within the scope of the Act.

3.2. There are general duties which apply to each public authority including:

• having mechanisms for understanding the risk of radicalisation;• ensuring staff understand the risk and building the capabilities to deal with it; • communicating and promoting the importance of the duty;• ensuring staff implement the duty effectively; linking in to the single national

strategic lead for Prevent in the sector, institution or organisation;• demonstrating evidence of productive co-operation in local CONTEST and Prevent

delivery arrangements;• providing frontline staff who engage with the public with an understanding of what

radicalisation means and why people may be vulnerable to it; • informing staff of the measures that are available to prevent people from

becoming drawn into terrorism and how to access support for people who may be beingexploitedbyradicalisinginfluences;

• providing appropriate training for staff involved in the implementation of the Prevent Duty.

80


Agenda Item 10.1

3.3. TheScottishGovernmenthasprovidedguidanceonthespecificdutiesplaceduponcolleges. These duties are summarised under the headings of:

• external speakers and events;• leadership;• staff training;• safety on-line;• welfare and pastoral care; and• monitoring and enforcement.

3.4. AstatementoftheactionstakenandplannedtobetakenbytheCollegetofulfiltheseduties are summarised in appendix 1 to this paper.

3.5. PoliceScotlandhasconfirmedtotheCollegethatweareseenasanexemplarofgoodpracticeinaddressingbothgeneralandspecificPreventduties.

4. The College’s Approach4.1. The College has shared its revised policies, procedures, self-assessment materials and

position statement on radicalisation with members of CONTEST groups and, in return, will have access to training materials under development by NHS Grampian and the Robert Gordon University. (Close co-operation between public authorities has been a feature of the work of the CONTEST groups.)

4.2. The College’s approach is based on treating ‘radicalisation’ as a vulnerability and embedding the Prevent Duty in day-to-day operations.

5. Other Activities5.1. Training has been provided to College staff and contractors as part of the ‘Prepare’

strand of CONTEST.

5.2. ‘ProjectGriffin’isatrainingcourseaimedatthosewhomightbeinvolvedinapotentialterrorist situation, such as discovery of suspect packages or building evacuations and is targeted at staff in security, janitorial, reception and health and safety roles.

5.3. ‘Project Argus’ is a course aimed at senior staff that are responsible for planning business continuity strategies for avoiding potential disruption or managing situations when they occur.

5.4. The Fraserburgh Campus was made available in February 2016 to host a CONTEST awareness event attended by public and private sector organisations in east Aberdeenshire.

5.5. The College has worked with Police Scotland to review procurement processes, which were found to be satisfactory. The review resulted in the sharing of data to support Police Scotland’s work to combat serious organised crime.

5.6. In November 2015, Counter Terrorism Awareness Week took place across the UK. Counter Terrorism Security Advisors provided a range of advice in areas such as: personal vigilance and security; home and business IT security; ‘Crowded Places’ behaviour; and, general crime prevention.

6. Recommendation 6.1. It is recommended that the Board consider the information provided in this paper.



North East Scotland College (NESCol) Prevent Duty Position Statement – 01 February 2016 Context

• Scottish Government guidance on the Prevent duty for further education colleges was issued on 21 September 2015

• This document measures progress in the areas noted in the guidance. External Speakers and Events

• Procedure for approval of ‘external speakers’ revised to address Prevent Duty • Procedures for approval of letting College premises revised to address

Prevent Duty • Project Griffin training provided to cleaning, janitorial and security staff • Terms of an information sharing protocol relating to Prevent have been

agreed with Police Scotland, signing version awaited. Leadership

• Board of Management received briefings on Contest and the Prevent Duty • Senior manager appointed as point of contact (Vice Principal Finance) • College Prevent Group established to co-ordinate arrangements within the

College (Principal, Vice Principal Finance, Vice Principal Human Resources, Head of Student Services, HR Manager (Organisational Development))

• ASET Chief Executive briefed and ASET has implemented variant of College action plan. ASET Directors briefed in September 2015.

Staff Training

• Five College staff trained - College ‘trainers’ trained in November 2015, cascade training to College ‘priority’ staff (100 staff) by end December 2015. Remaining staff trained as necessary in 2016

• One ASET staff trained, cascade training to ASET staff by end December 2015 • College is a member of the Grampian regional Prevent learning and

development group • Training materials under development by other organisations to be reviewed

when available to assess applicability to College students and staff. Safety online

• Acceptable Use Policies for students and staff have been revised to address the ‘Prevent Duty’

• IT systems changed to require users to confirm agreement to relevant Acceptable Use Policy. Summary version has been developed and made more visible to users

• Web filtering software (BLOXX) introduced to restrict access to inappropriate content (as defined in Acceptable Use Policies).

Welfare and pastoral care

• Statement on radicalisation adopted • Guidance staff provide pastoral support • Access to and management of ‘quiet rooms’ reviewed and revised

arrangements are in place • Safeguarding policies and procedures have been revised as necessary


• Link made with University of Aberdeen regarding chaplaincy services • Referral process established with Police Scotland • Head of Student Services is single point of contact with Police Scotland • DS Phil Lamb, Prevent Delivery Unit, met with SA office bearers • ‘Prevent Duty’ resource area has been established on the staff intranet.

Monitoring and enforcement

• Statement on radicalisation adopted • NESCol actions benchmarked using 157 self assessment toolkit • Proposal to establish Grampian Prevent Delivery Group agreed (NHS

Grampian leading on this). Community Planning Board and Grampian Local Resilience Partnership to be asked to endorse establishment of the Group.

• Terms of an information sharing protocol relating to Prevent have been agreed with Police Scotland, signing version awaited

• Procurement arrangements discussed with Police Scotland. Information sharing protocol has been established to allow approved College supplier listing to be shared with Police Scotland for review against intelligence on radicalisation and serious organised crime.

Other Matters

• Project Argus – training run in October 2015 (action complete) • Project Griffin - training run in October 2015 (action complete) • Actions relating to the Prevent Duty are linked to the wider duty of care on

the College in relation to the ‘crowded places sector’ and the Counter Terrorism Protective Security Advice for FE issued by the National Counter Terrorism Security Office.

Actions

• Continue to review 157 Group Prevent toolkit self assessment • Continue to review Counter Terrorism Protective Security Advice self

assessment • Complete programme of staff training • Business continuity simulations to be planned • Information Protocols – ‘prevent’ signing version to come from Police

Scotland • Board to receive update on Prevent Duty actions in February 2016.

83


Agenda Item 10.2

SFC Letter of Guidance AY2016-17

1. Introduction1.1 The purpose of this paper is to provide the Board of Management with an opportunity to

consider the Letter of Guidance from the Cabinet Secretary for Education and Lifelong Learning to the Scottish Funding Council (SFC).

2. Background2.1 The SFC is the body through which the Scottish Government provides funding to colleges

(and universities) in Scotland.

2.2 Each year the Cabinet Secretary provides guidance to the Chair of the Scottish Funding Council as to the Scottish Government’s priorities for colleges (and universities).

3. Letter of Guidance for AY2016-173.1 Attached as appendix 1 is the Letter of Guidance recently sent by the Cabinet Secretary

relating to AY2016-17.

3.2 Itwillbenotedthattheprioritiesidentifiedforcollegesinclude:

• Improving student outcomes• Developing the Young Workforce• Addressing gender imbalance• Simplifying the learner journey.

3.3 The issue of gender imbalance is focused on STEM subjects, rather than all aspects of the curriculum. Experience has shown that increasing recruitment of women into traditionally male areas (largely speaking the STEM subjects) has been far easier than recruiting men into traditionally female areas. The College has developed successful strategies over recent years to encourage women into STEM subjects, and will continue to develop these.

4. Recommendation4.1 It is recommended that the Board consider the Ministerial Letter of Guidance for AY2016-17.

Rob WallenPrincipal

Taigh Naomh Anndrais, Rathad Regent, Dùn Èideann EH1 3DG St Andrew’s House, Regent Road, Edinburgh EH1 3DG www.gov.scot

Rùnaire a' Chaibineit airson Foghlaim agus Ionnsachadh Fad-bheatha Cabinet Secretary for Education and Lifelong Learning Angela Constance BPA/MSP

F/T: 0300 244 4000 E: [email protected] Professor Alice Brown CBE FRSEChairScottish Funding CouncilApex 297 Haymarket TerraceEdinburghEH12 5HD

___8 February 2016

Dear Professor Brown

SCOTTISH FUNDING COUNCIL (SFC) – LETTER OF GUIDANCE 2016-17

Ministerial Letter of Guidance to the Scottish Funding Council

Introduction

1. I wrote to you in September 2015 setting out my expectations for the funding providedto the Scottish Funding Council (SFC), before you finalised your guidance to institutions for outcome agreements for 2016-17. I made clear in that letter that the timing of the UK Government’s Comprehensive Spending Review meant I was unable at that point to advise on funding figures, and that I would write again following publication of the Scottish Draft Budget.

2. The Scottish Government has now published its Draft Budget proposals for 2016-17,including planned funding for colleges and universities:

Financial Year 2016-17 (£m)Higher Education Resource 1027.2Higher Education Capital 35.7 (including £10m Financial

Transactions)College Resource 530.3College Capital 27.0College NPD Expenditure 24.4

3. As normal, transfers in and out of the budget will be detailed in the Spring and AutumnBudget Revisions, published each year and subject to Parliamentary scrutiny. Budgets for 2017-18, and subsequent years, will be confirmed as part of the forthcoming Spending Review.

Agenda Item 10.2Appendix 1


4. In what has been a tight financial settlement for public services across Scotland, I ampleased to confirm that I have been able to protect college resource funding at 2015-16 levels, and that I have maintained investment in the university sector at over a billion pounds. The Scottish Government makes a significant investment in Scotland’s people through the resources provided to schools, colleges and universities. We want to build a stronger economy and a fairer society. Part of that is ensuring that the post-16 learner journey delivers for every individual.

5. This settlement clearly recognises the importance the Scottish Government places onthe vital role of Scotland’s colleges in ensuring learners have employment-focused learning opportunities; and our continued commitment to supporting a world-class university sector delivering high quality learning and contributing to economic growth through skills, research and innovation.

Effectiveness and Efficiency

6. In 2016-17, I again look to the SFC to make decisions that ensure the funds providedto it by the Scottish Government are used strategically and in a way that enables institutions and their partners to deliver high quality outcomes for Scotland’s learners. These decisions should support the development and delivery of study programmes that offer coherent, accessible, high-quality provision for learners across Scotland, and enable universities to undertake world-class and impactful research.

7. Consistent with the principles of the Christie Commission, we want organisationsdelivering public services, and in receipt of public funds, to work together effectively to achieve outcomes, improve performance, and secure public value. In 2016-17, I want you both to generate ideas and explore existing mechanisms through which the SFC can work with Strategic Forum Partners (Scottish Enterprise, Highlands and Islands Enterprise, Skills Development Scotland and Visit Scotland), as well as other partners across the education and skills landscapes to maximise opportunities for efficiencies and to support delivery of a more coherent learner journey.

Funding and High Level Objectives

8. I set out in my letter of 10 September 2015 the high level strategic objectives for boththe college and university sectors and can now confirm that these remain unchanged. I expect to see the SFC use the resources available to it to deliver against each of these strategic objectives.

9. The SFC has, for the first time, been allocated £10m of financial transactions tosupport capital activity in the university sector. I expect the SFC to work collaboratively with the sector to determine the most effective way in which these can be used. This work should align with the SFC’s forthcoming Infrastructure Investment Plan which I expect to be ready in Spring 2016.

10. The budget allocated to the SFC also includes £24.4m to cover College NPDexpenditure. I expect the SFC to use this funding to cover the unitary charge payments required for college NPD projects in 2016-17.


11. I welcomed the publication of the SFC’s Strategic Plan 2015-2018 in November 2015 – a plan which is broad in scope and stretching in terms of ambition. I note the three main outcomes set out in the plan which are to be delivered by 2018: delivery of high quality learning and teaching; provision of world leading research; and stimulating innovation in the economy. I ask that the SFC ensures that robust processes are in place to ensure delivery of its aims and that regular progress towards meeting these ambitions is reported to the Scottish Government, noting the ambitions of the Deputy First Minister for reform and simplification of the innovation support landscape. 12. In addition, I would like to restate my commitment to supporting free tuition. The substantial resource provided to the SFC enables all Scottish domiciled first time undergraduates to access high quality education without having to pay for it. A firm emphasis on access to education being based on the ability to learn, not the ability to pay is one that the Scottish Government places right at the heart of our ambitions for Scotland. I am also committed to both the FE and HE sectors supporting our broader ambitions for Scotland and communities across the country, including the development of a strong and productive labour force, with the skills to maximise our country’s economic potential, and improve life chances for all our citizens. Colleges in particular have an important contribution to make to these objectives, working closely with local and regional partners, the business and third sectors, and local communities. 13. The Community Empowerment (Scotland) Act 2015 places statutory duties on regional colleges and Regional Strategic Bodies to work closely with other partners and community bodies in Community Planning Partnerships to improve local outcomes and tackle inequalities. I look to the SFC to support the Boards of Management of regional colleges and Regional Strategic Bodies in meeting these and other statutory duties in the Act in order to exploit opportunities to use collective resources in ways which can deliver for communities across Scotland. Strategic Objectives Fair Work and Living Wage Accreditation 14. Ministers have been clear that public bodies should lead the way on Fair Work, ensuring access to good jobs providing security and opportunity to employees, treating them with respect and providing fair reward. In line with this, I welcome confirmation that the SFC has, over the course of 2015-16, become an Accredited Living Wage Employer. I would ask that you build on this by encouraging more FE and HE institutions to become Accredited Employers themselves and to promote the benefits of Fair Work, both through their HR functions and more widely to staff and students. Gender Balance 15. Gender Equality on Boards is a key focus of the programme for Government. Ministers have made clear their commitment to change through 50:50 by 2020 and I am pleased to note the progress the SFC has made on this with regard to its own Board. 16. I would also like to reiterate my commitment to working in partnership with the SFC, college and university sectors and others to address the underrepresentation of women in STEM subject courses, in academia and on the governance structures of many of our institutions. In line with this, I expect the SFC and its education partners to engage actively


with the college and university sectors in the development of the gender action plan, and to address the gender imbalance at senior academic levels in our institutions. STEM 17. I expect both colleges and universities to shape their offer to address the known and emerging skills needs of different parts of the economy. To that end I look to the SFC to collaborate closely with SDS on the use by the university and college sectors of Skills Investment Plans and to ensure that close links with industry are maintained and developed by institutions. Of particular importance are the high level skills which support economic growth. To this end, I expect the SFC to work closely with partners and institutions to support the delivery of STEM provision which meets the needs of employers and the economy. Of particular interest are the ICT-digital and low carbon sectors, which are identified as priorities in Scotland’s Economic Strategy. Learner Journey 18. Within the college and university sectors, I believe there is potential to ensure a more streamlined approach to the learner journey, ensuring that there is a clearer, more targeted path for young people between schools, colleges, universities and employment. In that context, I would like the SFC to allocate funding in a way that can best support more impactful delivery and, crucially, improvement in the quality of the learner experience. 19. I want to secure an education system that better enables schools, colleges and universities to offer a diverse range of learner journeys. Each sector should link with, and build upon, other parts of the system, at all times putting the learner at the centre. I therefore want to step up significantly efforts to get people into work, or to the next level of education at the right pace for the student. 20. For some, this will mean a focus on courses that articulate effectively with higher education; for others, we shall need provision that builds quickly, and with purpose, on what they have learned at school - including the new vocational pathways created through Developing the Young Workforce - and which get people ready for work quickly. 21. For others, colleges are a route to higher education. I want to make increasing use of the role of colleges in higher education – both in providing higher national qualifications that are valued by industry in their own right, and in articulating with university courses. Effective and successful learning will improve outcomes for Scotland’s learners. This is a complex matter requiring genuine collaboration. The SFC should strengthen its role in ensuring that what we offer to learners is coherent and of high quality. Outcome Agreement Process 22. The outcome agreement process is now entering its fifth year. I welcome the progress that the SFC has made in delivering this important reform. By continuing to use this process, and focusing on the importance of outcomes for learners and the Scottish economy across both the college and university sectors, I expect the SFC to be able to demonstrate clearly how Scotland’s colleges and universities are contributing to the delivery of our national priorities, and particularly the expectations set out in both the Government’s Programme for Government and Scotland’s Economic Strategy.


23. Moreover, I expect the SFC to support institutions to develop and deliver these outcome agreements in an inclusive, outward-focussed way. You should therefore continue to work to improve the outcome agreements process for future years, ensuring robust negotiation, and performance management, of commitments. Institutional Governance 24. All institutions in receipt of public funding are required to adhere to the highest possible standards of good governance at all times: SFC must play a key leadership role in pro-actively assuring itself that institutions are governed effectively and are meeting the terms and conditions of their grant. 25. I welcome the SFC’s input to my College Good Governance Task Group in considering further measures to improve college governance and to increase confidence therein. The Group will report in March and I expect the SFC to implement its recommendations swiftly and effectively. Among other things, the report will inform a revised college code of good governance. 26. The Higher Education Governance (Scotland) Bill is nearing the end of its consideration by Parliament. Should Parliament pass this legislation, I expect the SFC to continue to work with the university sector to improve and refine governance practices. A review of the Code of Good HE Governance is planned for 2016. I also expect the SFC to engage with sector partners in this work, with the aim of embedding a more modern, transparent and inclusive approach to governance as we move further into the 21st century. Higher Education Institutions 27. I will continue to work with the university sector to build a long term partnership underpinned by our significant investment, supporting the delivery of our key priorities, including our economic strategy and our widening access ambitions. The SFC shares my ambitions for a university sector that delivers world-class research, excellent and widely accessible learning for all, and innovation that drives business growth. I look to the SFC to work collaboratively with my officials and the sector to ensure that this ambition becomes a reality, working together to maximise the benefits of higher education for Scotland’s success. 28. The recently published UK Government Green Paper “Fulfilling Our Potential – Teaching Excellence, Social Mobility and Student Choice” sets out a number of reform proposals for England. However, a number of proposals - including the Teaching Excellence Framework, new Research UK and the REF review - have the potential to impact on the competitiveness and funding of Scotland’s university sector. I look to the SFC to work with my officials to ensure that the development and implementation of these proposals have no adverse consequences for the provision of higher education in Scotland. Access and Learning 29. Core budget allocations to universities are important to ensure high quality, widely accessible learning experiences and to support world class research. As such I ask the SFC to protect, as far as possible, the available budget for core teaching and research.


30. At the same time, I want to ensure a continued focus on benefits for learners and to ensure that there is no diminution in efforts to widen access. This Government is firmly committed to achieving our ambition that every child, whatever their socio-economic background, should have an equal chance of attending university. I therefore expect the SFC to drive further and faster progress here, using the various levers at its disposal, informed by the findings and forthcoming recommendations of the Commission on Widening Access. I would expect to see this progress reflected in continued improvements in national measures. Skills 31. A particular priority is digital skills. We currently have an insufficient number of college and university graduates entering the labour market with the necessary digital skills to occupy the wide-range of jobs available within the sector itself and across other sectors. I expect the SFC to ensure students have access to the courses that reflect the needs of industry (particularly Computing Science) and to ensure that the links currently established between industry and HE/FE are built upon. I also expect the efforts of the SFC to reflect that of the public sector as a whole in addressing the gender imbalance within computing science studies across the education pipeline. 32. The Scottish Government is considering recommendations contained in the final report of the review, led by Professor Bryan MacGregor, of the support for taught postgraduate students in Scotland. I would expect the SFC to work with Scottish Government officials to examine the format of support for postgraduate students in future. This work will be also be informed by the introduction of new support for students in England by the UKG. Research 33. I believe that the budget settlement for the university sector will enable the core research budget for higher education to be protected as a key investment for the future of Scotland that supports the leverage of funds into Scotland from elsewhere. In recognition of this, I would ask the SFC to seek to maintain the Research Excellence Grant in 2016-17 at the same level as in 2015-16. Knowledge Exchange and Innovation 34. Innovation is a key driver of growth, competitiveness and productivity and sits at the heart of Scotland’s economic policy. As set out in the Draft Budget, we also believe that our approach to innovation requires greater focus to maximise economic impact. Universities are central to our ambition of becoming a world-leading entrepreneurial and innovative nation. I therefore expect to see the SFC engage with the Scottish Government, Scottish Enterprise, Highlands & Islands Enterprise and the sectors to support a journey of major reform that enables us to further align our approach to innovation, pool resources and simplify the innovation landscape. 35. As you know, the 2015-16 Programme for Government announced initial plans for Innovation and Investment Hubs and the Draft Budget identified £3.5 million to support initial hubs in Brussels, Dublin and London. While each of the hubs has different objectives to reflect the nature of the challenges and opportunities in each location, I would look to the SFC to support the sector, including innovation centres, to use the hubs to collaborate and engage in innovation beyond Scotland.


36. The SFC’s programme of eight innovation centres builds on Scotland’s successful collaborative approach; responds to the demands of businesses, and remains a flagship priority for this Government. I recognise that capacity to develop additional innovation centres may be constrained, but I look to the SFC to work to maximise the impact of the existing innovation centres to the economy and ensure they continue to focus on the needs of businesses. As the six year programme reaches its mid term, I expect the SFC to undertake a comprehensive review to ensure that the programme remains effective in delivering against its objectives, and to consider the long-term sustainability of the programme. College Sector Improvement in Learner Outcomes: Developing the Young Workforce and Measuring Success 37. Our college sector has been transformed over the recent period of reform, and the period of restructuring has allowed it effectively to target provision on the young people most at risk of becoming a ‘lost generation’ because of the downturn in 2008. As you know, Ministers have set a clear priority for this cohort of learners, and the resultant impact on relative levels of youth unemployment has been a positive one. I am grateful to the SFC – and, of course, to colleges - for their efforts in maximising the number of full time college places available for young people. Providing opportunities for our young people remains a priority for this administration. 38. The Scottish economy and its labour market demands have changed: we are now entering a period in which the challenges are markedly different to those of the last four years. The number of young people of school leaving age has dropped - and the demographic position confirms this to be a medium-term trend - and the proportion of young people staying on at school has increased. Developing the Young Workforce (DYW), the Government’s Youth Employment Strategy, is setting in train a step change in how schools and colleges cooperate and collaborate to serve young people. Additionally, through widening access to university, there is greater emphasis on colleges’ role, again taking a learner centred approach to progression and articulation through further and higher education. 39. Building on the recent successes of the sector in responding to the needs of young people, to learners of all ages and to the local and national economy, I wish the college sector to continue its focus on the following priorities:

learner success. I welcome colleges’ success in improving the proportion of their learners that are successful in their chosen course. By way of another illustration of the gains from reform, in 2014/15 10,916 more students (FE and HE) successfully completed full-time courses leading to recognised qualifications than in 2008/09 – an increase of 24%. I now want to focus on reinforcing and driving forward that record of success;

continuing to implement Developing Scotland’s Young Workforce. Colleges have played a central role in the introduction of new vocational pathways in the senior phase of Curriculum for Excellence. I now want colleges to work with partners to learn the lessons of the first pathways and expand these widely so that all schools have the opportunity to offer high quality pathways informed by regional and national labour market demand in partnership with colleges.


40. Against this background, I invite the SFC to work with my officials, and with representatives from the college sector, to consider how best to set a framework for further improvement, including in both learner outcomes and support, in the light of the changing context for the college sector. I should welcome advice in this respect by 19 February and will write to you again on the basis of that advice. 41. In collaboration with Skills Development Scotland and colleges, I expect the SFC to maximise the opportunities available through the current European Funding programme, paying particular attention to your responsibility to comply with regulations and audit procedures. 42. In addition to the above, 2015-16 saw the baselining of funding for the English for Speakers of Other Languages programme into the SFC’s main budget. I want you to maintain delivery of this important programme, the shape of which should be determined by the work you have been carrying out with key stakeholders, to determine a sustainable model going forward. Funding and Accountability 43. A key role of the SFC is to ensure the financial sustainability of individual colleges through effective engagement and monitoring of college finances, either directly or through the effective monitoring of regional strategic bodies and proactive risk management. 44. I welcome the support that the SFC has offered the college sector since ONS reclassification and expect the SFC to continue to work constructively with the sector to manage and mitigate the impact, and to provide practical advice and support. This should focus particularly on ensuring the quality and robustness of financial reporting from the sector; effective, timely and efficient handling of any challenges which may arise as well as monitoring the sector’s use of Arm’s Length Foundations. 45. It is also important that the SFC continues to support regional strategic bodies to assume their full responsibilities for funding their assigned colleges and for college planning and board appointments in their region and that it has robust arrangements in place to discharge its duty to monitor the performance of them. National Bargaining 46. I expect the SFC to continue its efforts to ensure the college sector maintains progress on national bargaining and its plans for modernising the college workforce. Employability Services for Unemployed People 47. We have started to plan our approach to employability services for long-term unemployed and unemployed disabled people, ahead of further devolution from 1 April 2017. I look forward to discussing with the SFC the college sector’s contribution, building on its experience to date, including delivery of the Employability Fund.


Corporate Expectations

48. Alongside its role in ensuring that delivery across Scotland’s college and universitysectors is effective, the SFC itself must demonstrate the highest standards of corporate governance, financial and risk management, and outward focus. It is important that the SFC is able to demonstrate the right levels of flexibility and responsiveness, supported by the right levels of expertise. I welcome the steps already taken by the Chief Executive to support the organisation through a period of reform.

49. I look to you, as the Chair of the SFC Board, to ensure that the Chief Executivecontinues to be supported by a Board structure that provides strong, appropriate challenge as well as constructive feedback and timely intervention. In a time of increasing financial pressures, your Chief Executive’s role as accountable officer for public funds granted to colleges and universities remains a crucial one. I expect you, and your Board, to use the powers available to you to ensure no ambiguity across either sector about the importance of absolute compliance with the terms and conditions of grant set out in the SFC’s Financial Memoranda.

50. Equally, you should ensure that the organisation itself has the necessary capacity andcapability to monitor proactively and seek reassurance that processes and procedures are being followed throughout both the financial and academic years.

51. In order to measure progress and demonstrate success, it is essential to have accessto high quality evidence on a timely basis which also will help inform future decisions. As a producer of official statistics, you should focus on the continuous improvement of your statistical outputs, building on best practice and ensuring any products are trustworthy, high quality and of public value, as defined in the Code of Practice for official statistics.

52. I also urge you to participate in analytical developments that are being promoted bythe Scottish Government, such as data linkage and open data. You should also endeavour to follow the Government Social Research code which provides similar guidance on the development, use and publication of Social Research for public policy making and monitoring.

53. The Scottish Government has set clear and ambitious targets for carbon emissionsreductions in the Climate Change (Scotland) Act 2009. I note the commitments made by both colleges and universities towards these targets, in the form of the Universities and Colleges Climate Commitment for Scotland. I welcome the investment made recently by the SFC to help reduce the carbon footprint in the university sector.

54. However given the Government’s ambitions in this area, including adapting to theimpacts of climate change as set out in ‘Climate Ready Scotland: Scottish Climate Change Adaptation Programme’ which was laid before Parliament in May 2014, I expect the SFC to make further progress both to reduce the carbon footprint of both sectors and prepare effectively for the unavoidable impacts of climate change. This includes working with the newly merged colleges to encourage them to comply with the newly introduced legislation for all universities and colleges in Scotland to report annually accurate, consistent, and complete information on the climate change duties by 30 November each year. In doing so, you should make all universities and colleges aware that they can call upon the free advisory tools and support provided by the Sustainable Scotland Network, Resource Efficient Scotland, Adaptation Scotland and the Energy Saving Trust to help with effective and timeous climate change reporting for 2015/16.


Conclusion

55. This has been an important year for the SFC. I want to thank you and the Board forproviding continued guidance, support and challenge. Moving forward I ask that you continue to deliver effective and ambitious support for both the FE and HE sectors in Scotland.

ANGELA CONSTANCE

Copies:

Stewart Maxwell MSP, Convener of Scottish Parliament Education and Culture Committee Hugh Hall, Chair, Colleges Scotland Shona Struthers, Chief Executive, Colleges Scotland Liz McIntyre, Convenor, Scotland’s Colleges’ Principals’ ConventionProfessor Sir Peter Downes, Convener, Universities Scotland Alastair Sim, Director, Universities Scotland Barbara Lindsay, Acting Chief Executive, COSLA Bill Maxwell, Chief Executive, Education Scotland Damien Yeates, Chief Executive, Skills Development Scotland Grahame Smith, General Secretary, Scottish Trades Union Congress Mary Senior, Scottish Official, University and College Union Larry Flanagan, General Secretary, Education Institute for Scotland Mike Kirby, General Secretary, UNISON Scotland Pat Rafferty, General Secretary, UNITE Scotland Gary Smith, Acting Secretary, GMB Scotland Vonnie Sandlan, President, NUS Scotland Lena Wilson, Chief Executive Scottish Enterprise Alex Paterson, Chief Executive, Highlands and Islands Enterprise

95


Agenda Item 10.3

Report by the Investment and Project Committee

1. Introduction1.1 The purpose of this paper is to assist the Board of Management to consider the work of

the Investment and Project Committee.

2. Background2.1 The Investment and Project Committee has been delegated authority and responsibility

forthefulfilmentoftheBoard’sEstatesDevelopmentStrategy.

2.2 The Committee is required, under its terms of reference, to report to meetings the Board of Management on the business that it conducts.

3. Business Conducted by the Committee3.1 Since the last meeting of the Board of Management, the Committee has met on one

occasion – on 26 January 2016.

3.2 The business conducted at the meeting of 26 January was concerned with the project to redevelop engineering technologies training facilities at the Fraserburgh Campus and the sale of the site of the former Balgownie Centre.

3.3 Mr Milroy will provide an oral report to this meeting on the business conducted at the meeting of the Committee.

3.4 The next meeting of the Committee is scheduled to take place on 15 March 2016.

4. Recommendation4.1 It is recommended that the Board consider the information provided on the work of the

Investment and Project Committee.

Rob WallenPrincipal

97


Agenda Item 11.1

Credit Based Funding

1 Introduction1.1 The purpose of this paper is to give the Board of Management information on the credit-

based funding arrangements for the College.

2 Background2.1 At the Finance & General Purposes Committee meeting on 26 January 2016 a request was

made for a paper providing information on how the new credit based funding arrangements for the College operated. As the issues is one that may be of interest to all Board members a decision was taken to provide the paper to this meeting of the full Board.

3 The Previous Funding-allocation System3.1 Up till and including AY2014-15 funding allocations from the Scottish Funding Council to

colleges in Scotland were associated with targets for student activity that were measured in Student Units of Measurement (‘SUMs’) in which each SUM represented a nominal 40 hoursoflearning(equivalenttoasingle“credit”intermsofScottishQualificationsAuthority(SQA)provision).

3.2 The same price was paid for each SUM – but in order to recognise the different resource demands of different types of provision a weighting element was introduced such that an Engineering programme (for example) had a higher weighting than a Social Science programme(forexample).Theresultantmeasurewascalledthe“weightedSUM”(orwSUM). In this way a full-time Engineering student, for example attracted more funding than a full-time Social Science student.

3.3 There were 18 different weighting categories though the weightings of some categories were the same.

3.4 This system had worked well for many years and staff in College understood it and did not seek to any degree to move away from it (although wishing for the unit of resource attached by each wSUM to increase).

3.5 However, as part of the review of colleges instituted by the then Cabinet Secretary, Michael Russell, and carried out by Professor Russell Griggs, it was decided that a simpler system was needed.

4 The Credit Based Funding System4.1 The new system of funding is based on credits – each of which is equivalent to a notional

40hoursoflearning.Inpracticea“credit”inthissystemisthesameasa“SUM”intheoldsystem.

4.2 The difference is that, whereas the price of the SUM was constant but a weighting applied so that the number of wSUMs varied between students undertaking the equivalent amount of learning on different courses, in this new system the number of credits funded for students undertaking the equivalent amount of learning but amount paid per credit varies between courses.

4.3 Of course, applying a different price to credits in different categories achieves the same effect as the weighting in the previous system.

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Agenda Item 11.1

4.4 Ineffect,“credits”and“SUMs”byanothernamebutinthenewarrangementsfundingdifferentials are achieved by varying the price rather than weighting the volume. Where thereisafixedoverallquantumoffunding(asinthiscase),“volume”ofcreditsand“price”per credit are reciprocal to each other – an increase in one necessitates a reduction in the other (and vice versa).

4.5 Itistobequeriedwhetherthecurrentsystemisinanyappreciableway“simpler”thanthe previous system.

4.6 Onesignificantchange,however, isthatallprovisionhasbeengroupedintoonlyfive“bands”.Thecategoriesareasfollows:

Band 1: £185 per creditIncludes Management, Social Sciences

Band 2: £216.69 per creditIncludes IT, Music, Sport

Band 3: £260 per creditIncludes: Engineering, Construction, Hairdressing, Hospitality

Band 4: £347 per creditIncludes: Agriculture, Vet Services

Band 5: £360 per creditAdditional Needs

4.7 TheCollege’sprofileofprovisioninAY2014-15,andtheSFCassumptionabouttheprofilein AY2015-16 on which funding and the credit target has been set, and the College’s activity in AY2015-16 to date are as follows:

AY2014-15 Profile AY2015-16 Profile AY2015-16 Actual

Band 1 19% 16.6% 16.6%

Band 2 45% 45.8% 47.8%

Band 3 31% 33.3% 32.1%

Band 4 1% 0.4% 0.5%

Band 5 3% 3.6% 3%

NBtheAY2014-15figuresprovidedbySFChavebeenroundedtothenearestwholedigitand as such comparisons of minor differences may be misleading.

4.8 TheAY2015-16profilefiguresarenohardandfasttargets.However,itisexpectedthattheCollege’sspreadofactivitywillmatchcloselytoprofilefiguresabove–andiftheydo not there may be action taken in the funding allocations in future years to change the number of funded credits in each category.

4.9 ItwillbenotedthattheCollegehasbenefitedslightlybyhavingaslightlyhighernumberof Band 3 credits funded in AY2015-16 than the number of (unweighted) SUMs generated by those categories of activity in the former year.

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Agenda Item 11.1

4.10 It will also be noted that to date the College’s actual enrolments in the various bands isveryclosetotheProfilefigures(withslightlylessinBands3and5andslightlymoreinBand 2).

5 Recommendation5.1 It is recommended that the Board consider the information in this paper.

Rob WallenPrincipal

board of management meeting of 22 february 2016 · 2. minutes of previous meetings 2.1 minute of...

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