APPENDIX 1

BSF - OneSchool Pathfinder Project

Report toBath and North East Somerset Council

Contents

1              The Brief ................................................................ 1

2              Project Team Members ......................................... 1

3              Project Activities and Deliverables ........................ 2

4              Match Between the DfES's Stated SelectionCriteria

and the 13 Schools ................................................ 2

5              Completed DfES Calculator for Two Schools ....... 3

6              Internal and External Costs of Delivery ................. 3

7              Outline Programme ............................................... 3

8              Programme Milestones and Cashflow .................. 4

9              Conclusions ........................................................... 4

10          Next Steps ............................................................. 4

Appendix A Resumesof Gleeds and Mace key advisors

Appendix B Testsfor deliverability matrix

Appendix C CompletedDfES Selection criteria matrix

Appendix D GleedsCondition and Suitability matrix

We are pleased to provide the following report on your OneSchool BSF pilot project.

1 The Brief

As a result of the DfES announcement of funding for theBuilding Schools for the future, One School Pathfinder, Mace and Gleeds wererequested to undertake the following by the DfES's deadline of the end of July2006.

Provide an objective methodologyfor prioritising the 13 Secondary Schools in Bath and North East Somersetagainst the criteria set by the DfES:

·              Suitability and condition

·              Deliverability - a school capable of beingbuilt, occupied and operable by

September 2009

·              Raising standards / personalised learning

·              Curriculum delivery - Science, D&T and PE

·              Area approach to the 14-19 agenda

·              Extended schools / community use

·              Embedded ICT across the curriculum

Following assessment, to provide for those schools whichbest meet the DfES criteria:

·              A completed DfES One School Pathfinder costcalculator

·              An outline of the key factors in terms of:

- Indicative costs

- Risks

- Cashflow

·              An outline programme for opening in September2009

2 Project Team Members

The CVs of the Mace and Gleedsteam are included in Appendix A.

The Council staff consulted were:

Tony Parker - Headof Strategic Services

Bruce Austen - SchoolsOrganisation Manager

Chris Kavanagh - TeamLeader, Schools Capital & Organisation

John Beer - SchoolDevelopment Adviser

TinaHoare        - Inclusion Manager - Extended Learning

Andrew Barker - 14- 19 Strategy Manager

Fiona Randle - SchoolsAsset Manager

3 Project Activities and Deliverables

This report identifies the workdone to date and details areas of current and future activity.

The following completed documentsare appended:

Appendix A Resumes of Gleeds and Mace key advisors

Appendix B Tests for deliverability matrix

Appendix C Completed DfES Selection criteria matrix

4 Match Between the DfES'sStated Selection Criteria and the 13 Schools

Attached as Appendix C is thecompleted DfES Selection criteria matrix.

The weightings of each of thecriteria were discussed and agreed at the inaugural project meeting on 4 July2006.

Suitability and condition wereallocated 45%, deliverability 35% and the remaining five criteria were given 4%each.

It should be noted thatdeliverability is a critical measure. The DfES has made it clear that they willnot support authority proposals for schools that cannot be delivered (open,occupied and operable) by September 2009.

With this in mind, using theattached Appendix B - Tests for Deliverability matrix - which detailspotential barriers to success, we have critically assessed each school againsteach delivery risk.

This process is designed toascertain whether there is, or could be, any possible encumbrances which couldfetter the ability of the Council to deliver a school to the requiredprogramme. As time is of the essence inthis analysis, where this is possibly the case, we have prudently scored theseschools below five in deliverability terms: the assumption being that theseschools require a greater amount of time to get right and that they are betterdealt with as part of the overall BSF programme.

The assessments were undertakenby the following team members:

·              Suitability and condition - assessed by Gleedswho had completed surveys of all secondary schools in 2005/06

·              Overall deliverability - completed by PaulHiggins after discussions with the wider team

·              Raising standards, curriculum (Science, D&Tand PE) and embedded ICT - completed by John Beer

·              Area approach to 14 to 19 - completed by AndrewBarker

·              Extended schools and community use - completedby Tina Hoare

The scores were compiled as aresult of a number of focused one-to-one discussion and awareness sessionsbetween Paul Higgins and each nominated assessor. Each assessor subsequentlyscored the section(s) allocated to them by the project lead team. These scoreswere then reviewed and challenged by the wider project team comprising Mace,Gleeds Tony Parker, Chris Kavanagh and Bruce Austen. Minor adjustments werethen made to ensure consistency and objectivity.

Please note that the higher thescore out of the maximum of 100, the greater the priority and the greater thelikelihood of achieving the desired deliverability target of a new school builtand in occupation by September 2009.

From the analysis, it can be seenthat when the base scores and weightings are taken into consideration,Writhlington School heads the prioritisation list with 81.40 points, ahead ofthe second school, Ralph Allen by 18.6 points (62.80).

There are seven schools scoringbetween 50 and 60 points and four schools scoring between 40 and 50 points. Thelowest scoring school is St Gregory's with 30.00 points.

5 Conclusions

As can be seen from the above analysis and based on theDfES' set criteria and the applied scoring and weighting, Writhlington Schoolis a clear leader in terms of prioritisation.

Ralph Allen follows in second, being just under 19 pointsbehind.

To reach a conclusion in this exercise, we have sought toprovide an independent and objective analysis, working with the Council usinglocal expertise and knowledge where necessary to inform the process.

Having established the need at each of the schools, thecritical and defining selection criterion is ease of delivery. For the next phase in securing BSF One Schoolpilot funding in late autumn 2006, the DfES will seek to test thedeliverability of the proposed pilot school in greater detail.

This analysis identifies that above all others, Writhlingtonmeets both the need criteria and offers the Council the path of leastresistance in terms of delivery.

It is possible that other schools further down theprioritisation list could also be delivered in the required timescales; however,in terms of deliverability alone, a score of under 20 would be verychallenging.

Whilst it is possible that some delivery challenges could berelieved by applying additional fiscal and human resources, it is worth notingthat the risk remains that such additional investment may not guaranteeachievement of a timely project completion.

This analysis would suggest that Writhlington School offersthe council the lowest risk option for achieving the required timescales fordelivery.

APPENDIXA

Résumésof Gleeds and Mace key advisors

Simon Doyle

Regional Director, Mace

Simon has been involved indesign, procurement and delivery of schools including facilities management forover 15 years. He was the Managing Director of the Jarvisschools division, responsible for design and delivery of over 100 schoolsthroughout the UK, including 25-year service contracts for each one.

Recently, Simon was the Headof Education within Mace leading over 50 staff in delivering major BSFprogrammes in London, Manchester, Leeds, Sheffield and Barnsley. Since cominginto the south-west in 2004, Simon has been involved in the Bath and NorthEast Somerset schools programme, Plymouth Hillside School, Rednock School inGloucester and a full education strategy review with Vale of Glamorgan Council.

Simon is a specialist in PPP andPFI as well as traditional procurement routes with extensive experience inclosing out contracts and acting as lead consultant in many of theseappointments. He has advised key private sector, Government departments and awide range of regional and local government clients.

Paul Higgins

Operations Director, Mace

Paul is a public sectorprocurement and project delivery specialist with over 25 years' experience inshaping and delivering projects and programmes. These projects have been small, medium and multi-billion pound value andthey have embraced the property, utilities, infrastructure, transport, IT and communicationsareas of business.

For the three years beforejoining Mace, Paul was Operations Director for Partnerships for Schools -the Non-Departmental Public Body (NDPB) charged with delivering thegovernment's flagship Building Schools for the Future (£45bn, 15-year)programme - of which this one school pathfinder funding is a constituentpart.

Prior to this, Paul was head ofPPP/PFI for Kent County Council for five years, delivering projects in theproperty, education, libraries, social care, joint service centres, streetlighting and transportation fields.

Paul is a Fellow of the Instituteof Purchasing and Supply.

Glen Dyke

Project Manager, Mace

Glen has amassed broad experienceof Local Authorities and UK Government departments in London and the South Westin his seven years with Mace.

Over the last two years, he hasbeen one of the Project and Design Managers responsible for the delivery ofeducation projects at Bath and North East Somerset and the London Borough ofLewisham. Most recently, Glen has led the master plan delivery for the SENEstate (covering 11 Schools) within the Southwark BSF programme. This role hasalso included the procurement of Legal, Technical and Financial Advisors,Education and ICT consultants and four specialised Architectural teams on theprogramme.

Glen specialises in project anddesign management, funding applications and negotiations and both strategic andconstruction planning/programming for clients, contractors and designteams.

Nigel Rushmer

Executive Surveyor, Gleeds

Nigel is a Chartered QuantitySurveyor with 14 years' post-RICS qualification experience covering theeducation, retail and commercial sectors. He is based in Gleeds' Bristoloffice.

Over the last seven years withGleeds, Nigel has gained a wide range of experience as a Quantity Surveyor. Hehas taken a range of new-build education projects within both the UK mainlandand Guernsey from feasibility right through to pre- and post-contract stages.These projects include the provision of new secondary, primary and SEN schools,ranging in value from £1 million to £40 million. He has also benefited fromexperience as a member of a BSF bid team and is currently working within theFurther Education sector to provide new college campus accommodation for twocolleges within the south of England on projects valued in the order of £20million.

Gleeds have also recently actedas Technical Advisor to Bath and North East Somerset, undertaking a review ofits secondary school estate in preparation for BSF secondary school funding.

APPENDIXB

Testsfor deliverability matrix

APPENDIXC

CompletedDfES selection criteria matrix

^{* Thehigher the score the greater the priority / potential for meeting deliverability}

APPENDIX D