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Stirling & Clackmannanshire City Region Deal Joint Committee


AGENDA

Tuesday 29 September at 2.30 pm

The meeting will be held via MS Teams.

Contact:

Fiona Colligan, Head of Programme Management Office (PMO)

Email: [email protected]

Phone: 01786 466445

NOTICE OF MEETING & AGENDA

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AGENDA

Page Nos.

1.0 Apologies and substitutions

2.0 Declaration of interests

2.1 Members should declare any financial and non-financial interests they

have in the items of business for consideration, identifying the relevant

agenda item and the nature of their interest.

3.0 Urgent business

3.1 None.

-

4.0 Previous minutes

4.1 Minute of the Stirling & Clackmannanshire City Region Deal Joint

Committee of 9 June 2020 (Copy herewith)

4 - 6

4.2 Minute of the Special Meeting of the Stirling & Clackmannanshire City

Region Deal Joint Committee of 23 July 2020 (Copy herewith)

7 - 9

5.0 Forward planning

5.1 Joint Committee Work Programme

• October Special Joint Committee: o Implementation plan and financial profile o RPMO budget & forward plan for approval o Chief Officers’ Group amendment to Terms of

Reference and Membership

-

5.2 Joint Committee Rolling Actions Log - Status Report (Copy herewith)

10 - 11

6.0 Items for consideration

6.1 CRD update. Paper by Fiona Colligan, Head of the PMO, Regional

Programme Management Office (Copy herewith)

12 - 14

6.2 Culture, Heritage and Tourism – Programme Board establishment. Report

by Stuart Oliver, Head of Economic Development, Stirling Council

(Copy herewith)

15 - 27

6.3 Benefits Realisation Plan. Report by Emma MacGregor, Regional

Programme Management Office (Copy herewith)

28 - 69

Fiona Colligan

Head of PMO, Stirling & Clackmannanshire City Region Deal

3


Joint Committee Membership

Clackmannanshire Council (Chair) Stirling Council

Councillor Ellen Forson Councillor Scott Farmer

Clackmannanshire Council Stirling Council

Councillor Kenneth Earle Councillor Neil Benny

Clackmannanshire Council Stirling Council

Councillor Martha Benny Councillor Danny Gibson

University of Stirling

Ms Eileen Schofield

Private Sector Private sector

Mike Mulraney, Mulraney Group Ltd Vacancy

Further information

If you have any questions about the agenda or meeting arrangements, please contact Fiona Colligan,

Head of PMO, City Region Deal Office, Suite 5/12, Scion House, Stirling University Innovation Park,

Stirling, FK9 4NF Email: [email protected] Phone: 01786 466445

The agenda, minutes and public reports for this meeting can be viewed online at www.clacks.gov.uk.

4


MINUTES of MEETING of the STIRLING AND CLACKMANNANSHIRE CITY REGION DEAL JOINT

COMMITTEE held via MS Teams on 9 June 2020 at 2.30 pm

Present

Councillor Ellen Forson (In the Chair)

Councillor Martha Benny

Councillor Neil Benny

Councillor Kenneth Earle

Councillor Scott Farmer

Councillor Danny Gibson

Ms Eileen Schofield

In Attendance

Nikki Bridle, Chief Executive, Clackmannanshire Council

Lindsay Thomson, Senior Manager, Legal and Governance, Clackmannanshire Council

Pete Leonard, Strategic Director (Place), Clackmannanshire Council

Emma Fyvie, Senior Manager, Development, Clackmannanshire Council

Dave Hunt, Programme Management Officer, Clackmannanshire Council

Catriona Cassidy, Programme Management Officer

Carol Beattie, Chief Executive, Stirling Council

Martin Dalziel, Team Leader, External Communications, Stirling Council

Bruce McLure, City Region Deal Programme Manager, Stirling Council

Fiona Colligan, Head of Regional Programme Management Office, University of Stirling

John Craig, City Region Deal Office, University of Stirling

John Rodgers, Executive Director, Research and Innovation, University of Stirling

Emma McGregor, Programme Management Office, University of Stirling

Sara McDermid, City Region Deal Programme Manager, University of Stirling

CRD52 APOLOGIES AND SUBSTITUTIONS

Apologies for absence were submitted on behalf of Mike Mulraney, Private Sector Representative;

Stuart Crickmar, Director, Partnership & Performance, Clackmannanshire Council; Debbie Carter,

City Region Deal Programme Manager; Lindsay Sim, Chief Finance Officer, Clackmannanshire

Council; Julia McAfee, Chief Governance Officer, Stirling Council; and Brian Roberts, Senior Manager,

Infrastructure, Stirling Council.

CRD53 DECLARATIONS OF INTEREST

There were no declarations of interest.

MINUTE Joint Committee 29 September 2020 Agenda Item: 4.1

5


CRD54 MINUTES

The minutes of the meeting of the Stirling and Clackmannanshire City Region Deal Joint Committee

held on 12 May 2020 were submitted for approval.

Decision

The minutes of the meeting of the Stirling and Clackmannanshire City Region Deal Joint Committee

held on 12 May 2020 were agreed as a correct record.

CRD54 FORWARD PLANNING

(a) JOINT COMMITTEE WORK PROGRAMME

A list of items which had been added to the Joint Committee Work Programme was submitted for

information.

Decision

The Joint Committee agreed to note that the undernoted items had been added to the Joint

Committee Work Programme:-

Meeting Date Item

Date TBC Business continuity: implementation and financial plan

29 September 2020 items for consideration by Joint Committee to be agreed

(b) JOINT COMMITTEE ROLLING ACTIONS LOG

A list of items which had been added to the Joint Committee Rolling Action Log was submitted for

information. The log had been made up of actions outstanding from previous minutes and members

had the opportunity to question progress on the actions.

Decisions

The Joint Committee agreed to note the content of the Rolling Action Log.

CRD55 TERMS OF REFERENCE – STIRLING AND CLACKMANNANSHIRE REGIONAL

ECONOMIC ADVISORY BOARD (SCREAB) AND REGIONAL ENTERPRISE FORUM (REF)

The report by Lindsay Thomson, Clackmannanshire Council, presented the terms of reference for

SCREAB and REF for consideration and approval.

The SCREAB and REF are essential parts of the CRD Governance framework. To allow for

differentiation from the Joint Committee (JC), it was proposed that the new Joint Commission was

named the Regional Enterprise Forum (REF). These groups provide advisory fora to the Chief Officers

Group, and therefore ultimately the Joint Committee, allowing for additional regional economic

development and business perspectives on the CRD.

6


Decisions

Having considered the proposed options for membership for the SCREAB and REF set out in the

consideration

section of the report and having had the opportunity to comment on the REF membership which

would best support the S&C CRD, the Joint Committee agreed:-

1. To approve the draft terms of reference for SCREAB;

2. To approve the draft terms of reference for REF, with the exception of the membership section and to delegate authority for finalising the membership of the REF to the Chair and co-vice Chairs of the Joint Committee; and

3. To note that the partners will seek final internal governance approval given the changes to the terms of references previously approved by Councils.

Action

Lindsay Thomson, Clackmannanshire Council

Julia McAfee, Stirling Council

CRD56 BENEFITS REALISATION PLAN - STIRLING & CLACKMANNANSHIRE CITY

REGION DEAL

The report by Emma McGregor, Regional Programme Management Office, provided an overview to

Joint Committee on the Benefits Realisation Plan work-stream for the City Region Deal outlining the

three phases of work that require to be developed over the coming months. It covered the purpose

of the Benefits Realisation Plan and the Monitoring and Evaluation Framework in addition to

outlining the critical aspects of this work-stream due for review by the Joint Committee at key

stages.

Decisions

The Joint Committee agreed:

1. To note that the Benefits Realisation Plan and supporting Monitoring and Evaluation

Framework are conditions of the Grant Offer Letter;

2. To note deadlines associated with each phase of work within the Benefits Realisation Plan and

risks associated with a delay to the timelines indicated; and

3. To note the offer of an ‘Advancing Equalities and Fairness within City Region Deals’ Joint

Committee briefing by Scottish Government and confirm to the RPMO if they wish this to be

organised for members.

The Chair declared the Meeting closed at 3.45 pm.

7


MINUTES of SPECIAL MEETING of the STIRLING AND CLACKMANNANSHIRE CITY REGION DEAL

JOINT COMMITTEE held via MS Teams on 23 July 2020 at 10.00 am

Present

Councillor Ellen Forson (In the Chair)

Councillor Martha Benny

Councillor Kenneth Earle

Councillor Martin Earl (S)

Councillor Scott Farmer

Councillor Danny Gibson

Ms Eileen Schofield

Mr Mike Mulraney

In Attendance

Nikki Bridle, Chief Executive, Clackmannanshire Council

Carol Beattie, Chief Executive, Stirling Council

John Rodgers, Executive Director, Research and Innovation, University of Stirling

Jim Boyle, Section 95 Officer

Dave Hunt, Programme Management Officer, Clackmannanshire Council

Martin Dalziel, Team Leader, External Communications, Stirling Council

Bruce McLure, City Region Deal Programme Manager, Stirling Council

Fiona Colligan, Head of Regional Programme Management Office, University of Stirling

John Craig, City Region Deal Office, University of Stirling


CRD57 APOLOGIES AND SUBSTITUTIONS

Apologies for absence were submitted on behalf of Councillor Neil Benny (Councillor Martin Earl

acted as substitute); Lindsay Thomson, Senior Manager, Legal and Governance, Clackmannanshire

Council; Pete Leonard, Strategic Director (Place), Clackmannanshire Council; and Julia McAfee, Chief

Governance Officer, Stirling Council.

CRD58 DECLARATIONS OF INTEREST

There were no declarations of interest.

CRD59 BENEFITS REALISATION PLAN - STIRLING & CLACKMANNANSHIRE CITY

REGION DEAL

The report by Emma McGregor, Regional Programme Management Office, provided a summary of

the work to date within the Benefits Realisation work stream for the City Region Deal.

MINUTE Joint Committee 29 September 2020 Agenda Item: 4.2

8


Amendment

To amend recommendation 4 to read:

4. To delegate authority to the Chief Officers’ Group, Joint Committee Chair, Joint Committee Co-

Vice Chairs and University Representative to finalise the Benefits Realisation Plan and

Monitoring and Evaluation Framework in order to achieve government endorsement prior to

recommending to Joint Committee on the 29th September 2020.

Moved by Eileen Schofield, University Representative. Seconded by Councillor Ellen Forson, Chair.

Decision

The Joint Committee agreed to approve the recommendations as amended:

1. To approve the COG endorsed strategic objectives V0.6 including the addition of an

environmental objective (verbally updated) for the City Region Deal as outlined in Appendix 1;

2. To note the progress to date on the Benefits Realisation Plan and Monitoring and Evaluation

Framework;

3. To note the timeline associated with the finalising of the documents; and

4. To delegate authority to the Chief Officers’ Group, Joint Committee Chair, Joint Committee Co-

Vice Chairs and University Representative to finalise the Benefits Realisation Plan and

Monitoring and Evaluation Framework in order to achieve government endorsement prior to

recommending to Joint Committee on the 29th September 2020.

Action


The Joint Committee resolved in terms of Section 50(a) of the Local Government (Scotland) Act,

1973, that the undernoted item of business is taken in private on the grounds that it involved the

likely disclosure of exempt information as detailed in Schedule 7A, Part 1, Paragraphs 6 and 8.

CRD60 REVISED IMPLEMENTATION PLAN - STIRLING & CLACKMANNANSHIRE CITY

REGION DEAL

The report by Fiona Colligan, Head of Programme Management Office, provided information on the

development of the draft revised Implementation Plan and underpinning financial profile which will

be brought forward to Joint Committee. This version forms part of the evidence base to use with

Governments to demonstrate the impacts of COVID-19 on deal delivery.

Amendment

To amend recommendation 1 to read:

1. To delegate authority to the Chief Officers’ Group, Joint Committee Chair, Joint Committee

Co-Vice Chairs and University Representative to take forward the detailed work required for the

regional partners to secure agreement with the UK and Scottish Governments on a revised

Implementation Plan and Financial Profile for the Deal.

9


Moved by Eileen Schofield, University Representative. Seconded by Councillor Ellen Forson, Chair.

Decision

The Joint Committee agreed to approve the recommendations as amended.

The Chair declared the Meeting closed at 10.50 am.

10


Date Report title Action Action

owner

Completion

date

(expected)

Completion

date

(actual)

Comments

1 Dec 2019 Joint

Committee

standing

orders

Joint Committee

standing orders and

terms of reference

and review

PMO December 2019

2 February

2020

City Region

Deal

governance

framework

Chief Officers’

Group (COG) Terms

of Reference and

membership:

progress to final

Terms of Reference

and membership

PMO This element of the

governance to be

established after Full

Deal Signing.

No specific date provided

in the deal

documentation.

3 February

2020

City Region

Deal

governance

framework

Chief Finance

Officers’ (CFO)

Group Terms of

Reference and

membership:

progress to final

Terms of Reference

and membership

PMO This element of the

governance to be

established after Full

Deal Signing.

No specific date provided

in the deal

documentation.

4 December

2018

City Region

Deal

governance

framework.

Joint

Committee

Dec 2018

Stirling &

Clackmannanshire

Regional Economic

Advisory Board

Terms of Reference

to be drafted for

Joint Committee

approval

PMO March 2020 Joint Committee March

2020 cancelled.

5 November

2019

City Region

Deal

governance

framework

Joint

Committee

Nov 2019

Joint Commission

Terms of Reference

to be drafted for

Joint Committee

approval

PMO Joint Committee March

2020 cancelled.

REPORT

Joint Committee Rolling Actions log: 29 September 2020

Joint Committee 29 September 2020 Agenda Item: 5.2

11


6 November

2019

Joint

Committee

induction

sessions

Agreement

December 2019

Joint Committee

that induction

sessions for

members would be

helpful as we move

into the delivery

phase of the deal.

PMO January/February

2020

December Joint

Committee agreed:

Areas for consideration

should be phased over

several sessions on the

basis that some involved

information sharing while

others required taking

decisions

Performance and

financial reporting should

be considered as

separate issues.

Delayed as deal signing

took place February

2020. New timeline from

September 2020

onwards.

12


Executive summary

At the meeting 23 July 2020, the Stirling and Clackmannanshire City Region Deal Joint Committee

delegated authority to a group to take forward the detailed work required for the regional partners

to secure agreement with the UK and Scottish Governments on a revised Implementation Plan and

Financial Profile for the Deal.

The membership of the Delegated Group consists of the Joint Committee Chair, Vice Chairs and

University Representative and the members of the Chief Officer Group. The Chair of the Working

Group is the Chair of the Joint Committee. The Regional Programme Management Office sponsor for

this is Dr John Rogers, University of Stirling, in his capacity as Chief Officer Group member. The

Senior Responsible Officers from the partner organisations and members of RPMO are in attendance

at meetings of the Delegated Group.

Work on the Implementation Plan and Financial Profile has progressed well and the Delegated

Group will be in a position to bring forward the revisions for approval to a special Joint Committee

on 3 November 2020. This paper provides an update on progress to date.

Recommendations

1. To note progress and that the Implementation Plan and Financial profile will come forward

for approval to the Special Joint Committee 3 November 2020

2. To approve an extension of the delegations until 3 November 2020 Joint Committee to allow

the Delegated Group to complete the work on the financial profile.

3. To consider and approve a scheme of delegations for that activity.

4. To note that a decision log will come forward with the Financial Profile and Implementation

Plan that records the recommendations that the Delegated Group are making based on the

work since 23 July.

5. To note that Joint Committee members not involved in the Delegated Group are invited to

attend a briefing session on the work that has been undertaken to support discussions at the

Joint Committee meeting 3 November 2020.

Fiona Colligan Head of PMO

Email address: [email protected] Telephone number: 07768 844288

REPORT


City Region Deal update - Stirling & Clackmannanshire City Region Deal

13


Background

The Stirling and Clackmannanshire City Region Deal was signed 26 February 2020 and this formally

moved the deal into the Implementation Phase. This was based upon the Deal documentation

approved by Joint Committee and UK and Scottish Governments. The deal documentation includes

an Implementation Plan and Financial Profile which forms the basis for the disbursement of grant.

In the immediate weeks after the deal signing we moved into a global pandemic. This had a

significant impact on the Implementation Plan and Financial profile of the deal.

The Regional Programme Management Office worked with delivery partners to make an assessment

of what this impact was and developed a revised Implementation Plan and Financial Profile. The

impacts of COVID-19 had pushed delivery in the deal to later years which significantly impacted on

the economic and inclusive growth benefits of the deal.

Discussions with the Scottish City Region and Growth Deal Delivery Board (SCRGDDB) enabled the

deal to reach an agreement that we could revisit our Implementation Plan and Financial Profile in

order to see how as a partnership we could bring it closer to the ambitions contained in the

documentation at deal signing. In the process of doing this we needed to evidence where flexibilities

in normal deal practice could be helpful in supporting partners to deliver the maximum benefits in

support of economic recovery.

It was agreed at Joint Committee 23 July that a Delegated Group would take forward the work on

the Implementation Plan, Financial profile and evidencing flexibilities in deal practice. The Delegated

Group has met weekly since then and progressed work so that a revised Financial Profile and

Implementation plan, supported by documentation and decision log can be brought forward to a

Special Joint Committee on 3 November 2020.

Progress to date

The Delegated Group has been working to address the following challenges:

1. The financial profile needs to be smoothed out across the 10 year deal lifetime for us to gain

approval from the SCRGDDB. This requires projects to come forward into Year 2 and 3 of the

deal and for ways to cash flow those early projects to be agreed.

2. The Innovation investment strand in the deal is almost half the overall deal investment. This

area of the deal needs to be de-risked and the burden on the one lead partner in this

investment strand to be diminished.

3. As well as the 3 major capital build projects, other projects from across the deal need to be

considered for coming forward into the early years of the deal.

4. The alignment of project delivery across the deal should be reviewed to ensure that we

maximise benefits and create connections.

5. To create confidence in the deal we should stabilise governance and ensure that we are

ready to meet the conditions of the grant offer letter.

Recording the work of the Delegated Group

All actions related to addressing these issues have been captured in a single document that records

all recommendations that the Delegated Group will bring forward to Joint Committee. This

document is complex and detailed and those Joint Committee members who are not in the

14


Delegated Group will be offered the opportunity of a briefing session to go through this working

document ahead of the Special Joint Committee meeting on 3 November 2020.

Flexibilities on normal deal practice

The document also captures the requests that will go forward to the SCRGDDB for flexibility on

normal deal practice. These requests if approved will support cash flow for delivery partners; reduce

the burden of business cases across the deal; and, support the proposed Financial Profile.

Additional Information

None

Financial Impact

Financial impacts will be presented at Special Joint Committee on 3 November 2020.

Alignment with sustainable, inclusive growth ambitions

The work of the Delegated Group includes a Benefits Opportunities Assessment. This will map

anticipated benefits across the lifespan of the deal for known Programmes and Projects to see if we

can improve alignment of projects, increase collaboration across the portfolio, identify potential

gaps and minimise intra-deal competition. The outcomes of this will be presented at the Special Joint

Committee on 3 November 2020.

Background reading/external references

None

Appendices

None

15


Stirling and Clackmannanshire City Region Deal – Culture Heritage and

Tourism Programme Board (CHTPB) - Terms of Reference

Executive summary

The paper presents a Terms of Reference for the City Region Deal Culture, Heritage and Tourism

Programme Board.

Author

Stuart Oliver, Senior Manager Economic Development and Communities, Stirling Council

[email protected] 01786 233158

REPORT


16


Recommendations

Joint Committee is asked to:

1. Approve the Terms of Reference for the Programme Board (appendix 1)

2. Approve the membership composition of the Programme Board

3. Approve the process for the appointment of the Chair of the Programme Board

Implications

N/A

Legal & Risk Implications and Mitigation

N/A

Background

Tourism is one of Scotland’s most important industries and the country has experienced

considerable success as a global tourist destination in recent years. Tourism is a significant sector

within the Stirling and Clackmannanshire with visitors spending over £350 million in the local

economy, which in turn supports over 700 businesses and around 6,000 jobs and delivers an

estimated £145 million GVA.

The region’s tourism economy is driven by its strengths in cultural and natural heritage assets,

aspects of which are nationally and internationally recognised, raising the profile of both the region

and Scotland to potential visitors, investors, students and many more around the globe.

The Stirling and Clackmannanshire City Region Deal sets out the shared vision by regional partners to

make the City Region “a highly desirable place to live, work and visit: an attractive place in which to

invest financial, human and social capital”.

As part of this vision, it is recognised that that there were very significant opportunities to

strengthen the regional economy’s offering, by making investment in culture, heritage and tourism

an integral part of the deal. These can contribute to making it a successful destination attracting new

visitors, new businesses and new investment, delivering jobs and building a reputation for strong

and effective partnership.

17


The commitments outlined within the Stirling and Clackmannanshire City Region Deal were:

• Regional partners will work together with the private sector and national agencies to

develop a programme of investments based around the potential for projects to grow the

regional economy and deliver inclusive growth. Subject to approval of a programme

business case, the Scottish Government will make available up to £15 million of capital grant

investment to develop and augment key economic assets in culture, heritage and tourism.

By delivering these culture, heritage and tourism investments, regional partners will seek to deliver a

programme of investment that focuses on priority capital projects. The projects will aim to deliver

benefits across the whole region and be guided by high-level regional objectives that seek to fulfil

our regional potential.

Considerations

In looking at the culture, heritage and tourism funding workstream, we are considering the

following:

• The need to establish a Programme Board to support the development of the programme

business case and to make funding recommendations to Joint Committee as requested by

the Scottish Government;

• The need for such a Board to have the right balance, experience and expertise to deliver on

the strategic objectives of the fund;

• No additional capacity for either local authority partner is required, participation and any

secretarial requirements will be met from existing resource on a rotational basis.

The process for approval of the Programme Business Case and for individual projects within the

Programme is detailed in Appendix 2 to this report.

Resource Implications

Financial Details

The full financial implications of the recommendations are set out in the report.

This includes a reference to full life cycle costs where appropriate. Yes

Finance Officers have been consulted and have agreed the financial implications

as set out in the report. Yes

18


Staffing

The full implications on staffing are set out in the report. Yes

Exempt Reports

Is this report exempt? No

Equalities Impact

Have you undertaken the required equalities impact assessment to ensure that

no groups are adversely affected by the recommendations? N/A

Legality

It has been confirmed that in adopting the recommendations contained in this report,

the Joint Committee is acting within its legal powers. Yes

Sustainability and Environmental

It has been confirmed that sustainability and environmental issues have been

considered within the report. N/A

Policy Implications

None.

Consultations

Discussion between the two local authorities and Scottish Enterprise.

Background Papers

Have you used other documents to compile your report? No

Appendices

Please list any appendices attached to this report. If there are no appendices, please state "none".

1. Appendix 1 - Stirling and Clackmannanshire City Region Deal Culture, Heritage and Tourism

Programme Board Terms of Reference.

2. Appendix 2 - Project Selection and Reporting Process.

19


Approved by:

Stuart Oliver

Senior Manager - Economic Development & Communities (Stirling Council)

8 September 2020

Appendix 1

20


Stirling and Clackmannanshire City Region

Deal

Culture, Heritage and Tourism Programme

Board

Terms of Reference – September 2020

Appendix 1

21


Stirling and Clackmannanshire City Region Deal – Culture Heritage and

Tourism Programme Board (CHTPB) - Terms of Reference

1. INTRODUCTION

1.1 This document sets out the governance arrangements for the Stirling & Clackmannanshire

City Region Deal Culture, Heritage and Tourism Programme Board referred to as the ‘Board’

within this Terms of Reference.

1.2 The Board is a component of the overall governance structures laid out in the Deal

Governance Framework (February 2020). These Terms of Reference set out the governance

arrangements for this Board to enable sound decisions to be taken in an open, inclusive and

transparent way.

2. STRATEGIC CONTEXT

Tourism is one of Scotland’s most important industries and the country has experienced considerable success as a global tourist destination in recent years. Tourism is a significant sector within the Stirling and Clackmannanshire with visitors spending over £350 million in the local economy, which in turn supports over 700 businesses and around 6,000 jobs and delivers an estimated £145m GVA. The region’s tourism economy is driven by its strengths in cultural and natural heritage assets, aspects of which are nationally and internationally recognised, raising the profile of both the region and Scotland to potential visitors, investors, students and many more around the globe. The Stirling and Clackmannanshire City Region Deal sets out the shared vision by regional partners to make the City Region “a highly desirable place to live, work and visit: an attractive place in which to invest financial, human and social capital”. As part of this vision, it is recognised that that there were very significant opportunities to strengthen the regional economy’s offering, by making investment in culture, heritage and tourism an integral part of the deal. These can contribute to making it a successful destination attracting new visitors, new businesses and new investment, delivering jobs and building a reputation for strong and effective partnership. The commitments outlined within the Stirling and Clackmannanshire City Region Deal were:

• Regional partners will work together with the private sector and national agencies to develop a programme of investments based around the potential for projects to grow the regional economy and deliver inclusive growth. Subject to approval of a programme business case, the Scottish Government will make available up to £15 million of capital grant investment to develop and augment key economic assets in culture, heritage and tourism;

• By delivering these culture, heritage and tourism investments, regional partners will seek to deliver a programme of investment that focuses on priority capital projects. The projects will

Appendix 1

22


aim to deliver benefits across the whole region and be guided by high-level regional objectives that seek to fulfil our regional potential.

3. REMIT The Board is part of the Governance Framework which governs the delivery of the Deal and in particular the governance of the Culture, Heritage and Tourism Fund (£15m investment). The Programme Board will be responsible for; supporting the development of, and then agreeing, the Programme Business Case for the Culture, Heritage and Tourism funding, agreeing assessment criteria for investment in the constituent projects, evaluating projects for suitability for investment and for then making recommendations in that regard to the Joint Committee for consideration.

4. PURPOSE

The purpose of the Board is to:

• Finalise an assessment criteria against which projects are evaluated for funding from the £15m Fund.

• Make recommendations for consideration by Scottish Government and decision by the Joint Committee for which projects should receive funding.

• Ensure all recommended projects support the aims of the Culture, Heritage and Tourism Programme Business Case.

• Ensure all recommended projects support the wider aims of the City Region Deal.

• Ensure all recommended projects support the aims and objectives of the emerging Regional Economic Strategy for the Forth Valley.

• Ensure all recommended projects support inclusive economic growth.

• Ensure effective communications with stakeholders are maintained.

• Support the development of the Programme Business Case for the Culture, Heritage and Tourism Fund for submission to Joint Committee.

• Oversee the performance of the Programme and make onward recommendations to Joint Committee for adjustments to the Programme when required.

5. RELATIONSHIP OF THE BOARD TO CITY REGION DEAL GOVERNANCE Decision making will remain with the Joint Committee however the Board will be critical to feeding into recommendations being made at Joint Committee that enable the City Region Deal forward plan to be achieved. The Board will be accountable therefore to Joint Committee. Recommendations from the Board will be made by the Chair to Chief Officers’ Group via the Regional Programme Management Office (RPMO).

Appendix 1

23


6. MEMBERSHIP

Organisations in the list below will be invited to nominate members to form the core membership of the Board. Members of the Programme Board will be approved by the Joint Committee:

• Stirling Council (Economic Development)

• Clackmannanshire Council (Economic Development)

• Scottish Enterprise

• VisitScotland

• Historic Environment Scotland

• Creative Scotland

• Forth Valley College

• University of Stirling

• CRD RPMO In addition, there will be two businesses from each of the Stirling and Clackmannanshire areas on the Board to represent the industry and private sector. The Board will decide on proposals based on a vote with a simple majority required to carry. In the event of a tied vote the matter will be referred to the COG for decision. The RPMO representative will be a non-voting member of the Board. When there is a conflict of interest, the Stirling Council and Clackmannanshire Council members will not have a vote.

7. APPOINTMENT OF THE CHAIR The Board will have a Chair formally appointed by the Joint Committee.

Each Local Authority partner will make suggestions as to the Chair with the intention that the

candidates are agreed by Delivery Partners, endorsed by SG and then presented to Joint Committee

for final selection.

The position of the Chair will be reviewed annually. If Delivery Partners are happy with a continuance

then that can be ratified at a Programme Board Meeting. Should a new Chair be required then the

approval process as detailed above will be followed.

It is proposed that the Chair will sit on the Joint Committee and Chief Officers’ Group as a consultee.

If the Chair cannot attend, the Chair, for that meeting, will be held by VisitScotland, Historic Environment Scotland or Scottish Enterprise (in that order).

8. QUORUM

Quoracy requirements will be; a representative from each local authority, one business representative from each local authority area and two partner representatives.

9. MEETING ADMINISTRATION

Administrative support will be provided by the local authority responsible for administering the City

Region Deal Joint Committee level (alternates each year). This officer will support the Chair with the

Appendix 1

24


organising of meeting venues, preparation of presentations, collating meeting papers relating to the

agreed agendas and communication with members.

Minutes will be prepared by the local authority responsible for administering the City Region Deal

Joint Committee level (alternates each year). Minutes will be issued to the Regional Programme

Management Office, no more than 5 working days after a meeting has taken place.

Minutes of every meeting require to be formally approved by two representatives who were in

attendance and will be made publicly available. The public will not be invited to attend CHTPB

meetings.

The Regional Programme Manager will support the Chair and Vice-Chair to create meeting agendas

and related City Region Deal reports including; implementation updates, benefits realisation and

updates from other advisory groups within the Governance Framework including the Joint

Commission.

Meeting Frequency

The Regional Programme Management Office (RPMO) will schedule an annual calendar of meetings

to ensure that they take place in advance of a Chief Officers’ Group (COG) meeting. This ensures that

the Board have had time to advise on recommendations being made by the RPMO for COG review

and ultimately advise the Joint Committee.

Meetings will last a maximum of 2 hours unless otherwise agreed.

If a designated Board member cannot attend, an informed and empowered delegate should attend in their place

10. MEETING PAPERS

Papers will be circulated to Board members no later than one week prior to each meeting.

Printed papers will not be provided at the meeting, attendees are asked to make their own

arrangements in this regard.

Draft minutes and an action note of each meeting will be circulated to CHTPB members no later than one week after each meeting.

11. REVIEW

The Board Terms of Reference should be reviewed to ensure that they are fit for purpose no less than

every 18 months.

The Regional Programme Management Office will support the review of the Board Terms of

Reference for the approval of the Joint Committee via the Chief Officers’ Group.

Appendix 1

25


12. GROUP CONDUCT AND BEHAVIOURS

It is the responsibility of each member of the CHTPB to:

• Access papers and prepare accordingly prior to meetings.

• Actively participate in discussions at meetings.

• Provide feedback where required.

• Report back on activities of the CHTPB to appropriate others.

• Be respectful of others’ views.

• Respect the confidentiality of the subject matter of the meeting.

• Ensure that a regional and non-parochial view is taken at all times with regard to decision-making.

Appendix 2

26


Project Selection and Reporting Process

a) Programme Business Case Development and Approval

Step 1 – Joint Committee approve Terms of Reference (TOR) for Culture, Heritage and

Tourism Programme Board (CHTPB).

Step 2 – Joint Committee approve Chair and membership of CHTPB.

Step 3 – CHTPB supports the development of the OBC for the Programme Business

Case.

Step 4 – Programme Business Case presented to Chief Officer’s Group (COG) by

CHTPB Chair.

Step 5 – COG group feedback to CHTPB for further refinement and development.

Step 6 – Once COG group happy then OBC is added to Joint Committee agenda.

b) Individual Project Selection

Step 1 – Local Authorities (LAs) put forward project summaries for consideration by

CHTPB.

Step 2 – CHTPB review ideas, assess against agreed criteria and then make

recommendations to COG on whether they can move forward to be worked up

into an OBC.

Step 3 – COG review CHTPB recommendations. If approved then CHTPB give approval

to the constituent LA to move forward to OBC.

Step 4 – LAs bring back OBCs to CHTPB for further review.

Step 5 – CHTPB provide feedback and recommendations to LA until CHTPB are happy

to present to COG group.

Step 6 – CHTPB present OBC to COG group.

Step 7 – COG group feedback via CHTPB.

Step 8 – Feedback flow continues as per steps 1-7 until COG group happy with OBC.

Step 9 – Once COG group happy with OBC they are added to agenda for discussion and

recommendation for approval at Joint Committee.

Step 10 – Joint Committee either approve or reject project for funding.

Appendix 2

27


28


1. Executive summary

1.1 This paper presents the City Region Deal Benefits Realisation Plan and Monitoring and

Evaluation Framework for the approval of Joint Committee.

1.2 Developing a Benefits Realisation Plan (BRP) that includes a Monitoring and Evaluation

Framework (MEF) for the City Region Deal is the first ‘Deal Level’ milestone required to be

achieved by the partnership since the signing of the Deal and it is a condition of the Grant

Offer Letter.

1.3 The BRP provides project teams with a strategic framework for the Deal that will support the

development and alignment of business cases across the portfolio. This will strengthen the

partnership’s ability to demonstrate that the strategic outcomes for the Deal have been

delivered. In addition, the BRP outlines how benefits realisation will be assured and

managed at a project level and the role of the Joint Committee in this process.

1.4 At a ‘Deal Level’, the MEF outlines the data analysis that will be conducted annually by the

partnership. The role of the MEF is to enable the partnership to evidence its performance

and contribution to inclusive growth across the region and learn from its findings. The Deal

Level MEF will allow a more robust analysis on the wider regional impact of the total

investment across lead indicators that would not necessarily be attributable or reportable at

project level.

1.5 Deal Level MEFs are required to comply with guidance noted in HM Treasury Magenta Book

‘Central Government guidance on evaluation’.

1.6 Performance on project level benefits realisation will be formally reviewed by the Scottish

City and Growth Deal Working Group every financial quarter. The MEF analysis will be

outlined within the Annual Report and support the Annual Conversation with government as

detailed in the CRD Governance Framework.

1.7 The development of both the BRP and the MEF has been a collaborative process and has

involved significant input from the regional partners, Scottish Enterprise, Skills Development

Scotland, Forth Valley College, Stirlingshire Voluntary Enterprise and Clackmannanshire

Third Sector Interface.

1.8 It is a requirement within City Region Deals for the BRP and MEF to be subject to UK and

Scottish Government endorsement prior to progressing to Joint Committee for approval.

1.9 The Joint Committee Delegated Group, appointed at Special Joint Committee meeting on the

23rd

July 2020 approved the attached drafts for submission to governments seeking

endorsement on the 30th

July 2020.

1.10 Endorsement from both governments has now been confirmed enabling this work to

progress to the Joint Committee for approval.

REPORT


Benefits Realisation Plan - Stirling & Clackmannanshire City Region Deal

29


Emma MacGregor Regional Programme Management Office

Email address: [email protected] Telephone number: N/A

RPMO contact: Fiona Colligan

Email address: [email protected] Telephone number: 07768 844288

30


2. Recommendations

2.1 To approve the Benefits Realisation Plan (Appendix 1) and Monitoring and Evaluation

Framework (Appendix 2) for the City Region Deal.

2.2 To note the outstanding work within the BRP work steam to be concluded within year 1 and

associated timelines for the Joint Committee forward plan.

3. Background

Benefits Realisation Plan

3.1 The Benefits Realisation Plan (BRP) is the public facing strategy outlining the benefits that

are to be delivered by the City Region Deal (CRD), for whom and how the partnership aims

to measure its performance of benefits delivery over the next 15 years. The BRP outlines the

way in which the regional partnership will assure and manage the approach to benefits

realisation across the investment portfolio.

3.2 The development of the Benefits Realisation Plan was informed by the Audit Scotland report

‘Scotland’s City Region and Growth Deals’ dated January 2020. Findings included the

recommendations that regional partners;

- Articulate how the CRD will contribute to the National Performance Framework;

- Demonstrate how the CRD will contribute towards national and local priorities for economic

development;

- Ensure that a wide range of partners and stakeholders are involved in the Deal development

process;

- Consider how the partnership will measure the long term impact of the deal and whether it

has achieved value for money;

- Consider arrangements for collecting and analysing data on different groups within their

communities to allow the impact of the Deal on minority and disadvantaged groups to be

evaluated;

- Consider how the partnership will make more information publicly available as to the

reasons behind key decisions on funding and project selection to promote understanding

and effective scrutiny

3.3 The work developed to date will support the partnership to demonstrate their recognition of

these key recommendations.

3.4 At an operational project level, Guidance for the Assurance of Benefits along with associated

project templates has been issued by the RPMO via Partner PMOs to support the business

case development process and ensure that the projects begin to consider their alignment to

the emerging strategic CRD framework.

Advancing equalities and fairness

3.5 The partnership has a duty to consider and monitor the impact of the Deal and individual

CRD projects on all protected characteristic groups and those who may experience

inequality of socio economic disadvantage.

31


3.5 In addition to this, Scottish Government are urging Deals to be explicit in their commitment

to the advancement of key groups facing exclusion within the region and to set

improvement targets for the 15 year benefits measurement period.

3.6 An Inclusive Growth Diagnostic (IGD) conducted for the partnership in 2018 highlighted a

‘long list’ of groups facing exclusion across the region.

3.7 The RPMO has since conducted a local authority mapping exercise in addition to conducting

a data refresh on long list groups identified by the IGD in 2018.

3.8 To enable the partnership to identify key groups and measure performance accordingly over

the course of the Deal, the RPMO adopted the following principles;

- Groups selected show lower than the national average performance rate in terms of

labour market access in both LA areas for 1 or more labour market indicator (may be in

differing indicators);

- Data sets are reliable at a regional level;

- Data sets are high quality, publicly available and would allow the partnership to develop

a suitable Impact Evaluation.

Adopting these principles, the data refresh highlights the following groups of regional importance;

• Women

• Young People

• SIMD areas (20% most deprived)

• Those with a disability

3.9 Explicit improvement targets will be required to be agreed when baselines are better known.

This would be supported by Chris Oswald, Equalities Lead for Scottish Government

(seconded from Equality and Human Rights Commission).

3.10 The groups listed have also been identified as those at risk of a disproportionate negative

impact caused by COVID19. Selecting these groups would also strengthen the Deal’s ability

to support economic recovery.

3.11 Data sets including those listed will be refreshed annually and there is an opportunity for the

partnership to react to emerging needs and trends in the region. This would be discussed

and agreed during the Annual Conversation with both governments.

Monitoring and Evaluation Framework

3.12 At a ‘Deal Level’, the MEF outlines the data analysis that will be conducted annually by the

partnership. The role of the MEF is to enable the partnership to evidence its performance

and contribution to inclusive growth across the region and learn from its findings. The Deal

Level MEF will allow a more robust analysis on the wider regional impact of the total

investment across lead indicators that would not necessarily be attributable or reportable at

project level.

32


3.13 An Inclusive Growth Diagnostic will be conducted in addition to the MEF performance report

on an annual basis. This allows the partnership to analyse the performance of the Deal

alongside other important indicators that may not have been identified at this time. Any

unanticipated emerging benefits that the partnership wishes to adopt into the MEF can then

be raised as part of the Annual Report and Annual Conversation process.

3.14 At Joint Committee on the 9th

June 2020, the RPMO understood that CRD project and

programme objective mapping exercises would be required in order to evidence alignment

with the CRD strategic framework. Both governments have confirmed that due to the status

of the business cases across the portfolio, project and programme level benefit maps

articulating strategic alignment were not required at this time but would be managed via the

business case development process.

Principles of the Monitoring and Evaluation Framework

3.15 The following principles have been adopted in terms of the approach to monitoring and

evaluating the impact of the City Region Deal over the next 15 years;

• Employing high quality data sets;

• Ensuring that data allows for valid impact evaluation that meets HM Treasury guidance;

• Utilising publicly available data sources where ever possible; and

• Selecting indicators that demonstrate the delivery of the associated objective.

The Monitoring and Evaluation Approach

3.16 The MEF outlines 2 possible scenarios:

- ‘Ideal’ – a set of indicators that, if accessible, would provide detailed information that the

partnership would like to analyse. This scenario may require further exploration, additional

access or special requests. Ideal breakdowns are noted against each indicator.

- ‘Compromise’ – a set of indicators that will be shaped by the specific areas of interest to the

partnership cross referenced with available data sets for stated indicators. No additional

access requests would be needed.

Once approved, the MEF working group will establish where Ideal indicators are possible and

progress with special access requests as required.

4. Associated timescales

Phase Description of outstanding activity Timescales

BRP Phase 2 Operational requirements of the Benefits

Realisation Management Process including;

- Agree resourcing and budget

- CRD Community Benefit development

and reporting systems

- Project level reporting; benefits and

inclusive growth

October 20 – December 20

33


BRP Phase 3 Establishing foundations for year 1 MEF;

- Scrutiny of trend data (MEF)

- Preparation for Year 1 MEF analysis

- Inclusive Growth Diagnostic 2021

- Substantive RPMO resourcing

January 21 – March 2021

5. Additional Information

None

6. Financial Impact

6.1 Resource and budgetary considerations will be developed as part of BRP Phase 2 as outlined

above.

7. Alignment with sustainable, inclusive growth ambitions

7.1 The Benefits Realisation Plan and Monitoring and Evaluation Framework will enable the

partnership to monitor progress and evidence the contribution that the City Region Deal has

made to regional inclusive growth.

8. Background reading/external references

Scotland’s City Region and Growth Deals, Audit Scotland January 2020

The Impacts of COVID-19: An Overview of the Research to Date, Improvement Service July 2020

Inclusive Growth Diagnostic Stirling & Clackmannanshire City Region Deal 2018

Stirling & Clackmannanshire City Region Deal - Governance Framework

Stirling & Clackmannanshire City Region Deal - Deal Document

9. Appendices

1. DRAFT Stirling & Clackmannanshire CRD Benefits Realisation Plan V0.6

2. DRAFT Stirling & Clackmannanshire CRD Monitoring and Evaluation Framework V0.3

3. CRD Benefits Realisation Plan – Equality and Fairness Impact Assessment

34

1. Document file name: CRD Benefits Realisation Plan

2. Investment Area: N/A 3. Programme Deal Level

4. Document classification: External – for gov review (For RPMO use only)

5. Accountable: RPMO

6. Status Draft

7. Owner: Emma MacGregor

8. Version V0.6

9. Author: Emma MacGregor

10. Version issue

date 30.07.20

Document Management

Revision History

Version Date Summary of changes

V0.1 03.06.20 Document created

V0.2 04.06.20 Revised to reflect government governance

V0.3 11.06.20 Revisions throughout

V0.4 08.07.20 Tracked changes throughout including updating of

objectives

V0.5 17.07.20 Updated to reflect consultation 1 feedback

V0.6 31.07.20

Updated to reflect priority groups, addition of

environmental objectives and minor amends as

part of partner consultation 2

Primary Reviewers

This document must be reviewed by the following people prior to issuing to the Chief Officers’ Group:

Reviewer name Title / Responsibility Date issued Version

Sara McDermid PMO University of Stirling 23.07.20 V0.5

David Hunt PMO Clackmannanshire Council 23.07.20 V0.5

Bruce McClure PMO Stirling Council 23.07.20 V0.5

Fiona Colligan Head of RPMO 23.07.20 V0.5

Wider Partner Circulation c/o Partner PMO – PMO to complete date and version prior to returning to RPMO – please add in

anyone else who has fed into your response from within your organisation

Nikki Bridle Clackmannanshire Council V0.4 inc MEF

Pete Leonard Clackmannanshire Council V0.4 inc MEF

Lawrence Hunter Clackmannanshire Council V0.4 inc MEF

Emma Fyvie Clackmannanshire Council V0.4 inc MEF

35

Lesley Deans Clackmannanshire Council V0.4 inc MEF

Debbie Carter Clackmannanshire Council V0.4 inc MEF

Allan Murray Clackmannanshire Council V0.4 inc MEF

Lindsay Sim Clackmannanshire Council V0.4 inc MEF

Steven MacDonald Stirling Council V0.4 inc MEF

Lesley Gallagher Stirling Council V0.4 inc MEF

Jennifer Baird Stirling Council V0.4 inc MEF

Jill Stevenson University of Stirling V0.4 inc MEF

Colin Elliot University of Stirling V0.4 inc MEF

Approved by

This document must be reviewed by the following people/groups prior to submitting to Government for official endorsement.

Name Title / Responsibility Date Version

Chief Officers’ Group

Carol Beattie – COG member

Nikki Bridle – COG member

John Rogers – COG member

30.07.20 V0.5

Delegated Joint

Committee Members

Chair – Cllr Ellen Forson

Vice Chair – Cllr Scott Farmer

Deputy Vice Chair – Cllr Danny GIbson

University Member – Eileen Schofield

30.07.20

V0.5 (final minor

amends were agreed to

be completed post

review and issue V0.6 to

governments – inclusion

of target groups for CRD

and formatting)

Document control:

The controlled copy of this document is maintained by the Regional Programme Office. Any copies of this file held outside of

this area in whatever format are considered to have passed out of control and should be checked for currency and validity.

36

CITY REGION DEAL

STIRLING & CLACKMANNANSHIRE

Benefits Realisation Plan

37

Table of Contents

1.0 Introduction to the Benefits Realisation Plan ................................................................................................................... 38

2.0 Strategic alignment of the City Region Deal Benefits Realisation Plan ............................................................................. 39

3.0 Benefits Realisation Map for the Stirling and Clackmannanshire City Region Deal ........................................................... 41

3.1 Strategic Objectives for the City Region Deal ..................................................................................................... 42

4.0 Advancing equality and fairness ........................................................................................................................................ 43

5.0 Tackling regional skill shortages ........................................................................................................................................ 43

6.0 Delivering benefits through the City Region Deal ............................................................................................................. 43

6.1 Supporting business ............................................................................................................................................ 43

6.2 Supporting inclusion, skill development and fair work ....................................................................................... 44

6.3 City Region Deal Skills and Inclusion Programme ............................................................................................... 44

6.4 Collaboration and co-production ........................................................................................................................ 45

7.0 Benefits Realisation Governance....................................................................................................................................... 45

7.1 The City Region Deal Joint Committee ................................................................................................................ 45

7.2 Chief Officers’ Group ........................................................................................................................................... 46

7.3 Advisory Groups .................................................................................................................................................. 46

8.0 Benefits Realisation Assurance Process ............................................................................................................................ 46

8.1 Project business cases ......................................................................................................................................... 46

8.2 Benefits Realisation Toolkit ................................................................................................................................. 46

Appendix 1 Monitoring & Evaluation Framework .......................................................................................................................... 47

Appendix 2 City Region Deal Strategic Alignment .......................................................................................................................... 48

Appendix 3 Strategic alignment – regional partners ...................................................................................................................... 50

Appendix 4 Glossary of terms ......................................................................................................................................................... 56

38

1.0 Introduction to the Benefits Realisation Plan

The Stirling & Clackmannanshire City Region Deal is an exciting package of significant investment in innovation and

infrastructure that will drive inclusive economic growth throughout the city region. The UK Government and

Scottish Government are investing up to £90.2 million into the city region over the next 10 years. Alongside this

joint Government investment, we, the regional partners, Stirling Council, Clackmannanshire Council and The

University of Stirling will invest up to £123.8 million, resulting in a Deal worth in excess of £214 million.

The Benefits Realisation Plan (BRP) is a strategy that outlines the benefits that are to be delivered by the City

Region Deal Portfolio, for whom and how we, the regional partners; Stirling Council, Clackmannanshire Council,

University of Stirling, aim to do this. It will outline how we will measure and report on our progress to understand

what we have achieved over the next 15 years.

The BRP outlines how we intend to monitor and manage benefits realisation including the role of the City Region

Deal Governance Framework, the assurance process and performance reporting arrangements.

The BRP provides guidance and direction to CRD Programmes and Projects by articulating a strategic framework

covering the lifespan of the Deal. Every project that will receive funding from the City Region Deal will be different

and will have the potential to contribute to the delivery of a range of benefits in a variety of ways. The BRP provides

the strategic framework that will ensure all funded programmes and projects are strategically aligned maximising

the overall benefits that will be delivered by the full City Region Deal investment portfolio.

As a condition of the Grant Offer Letter (Schedule 1 Part 3), progress against the Benefits Realisation Plan will be

formally reviewed by the Scottish City and Growth Deal Working Group every financial quarter. It will also feature

at the centre of the Annual Report and the Annual Conversation as outlined in the City Region Deal Governance

Framework.

We appreciate that there may be unanticipated benefits realised over time that are attributable to the Deal

investment that could not be predicted at the outset. We will be cognisant of this and ensure that as data is

analysed and new benefits identified, that consideration is given to reporting them within our monitoring and

evaluation processes.

As part of our Annual Report will conduct a Regional Inclusive Growth Diagnostic to identify emerging benefits,

identify new areas of need and analyse the changes in our regional landscape across the lifetime of the Deal. This

will enable us to review the BRP with a refreshed evidence base and discuss any anticipated changes with

government partners during the Annual Conversation.

We understand that in order to maximise the opportunities for individual projects to deliver benefits it will require

‘Deal level’ mechanisms including the development of a Regional Procurement Strategy. This will support more

local businesses and social enterprises to become part of the local and regional supply chain, maximise social value

through community benefits and advance equality of opportunity within the region. In addition, the adoption of

the principles of Community Wealth Building will enable the CRD to play its role in supporting regional economic

recovery through the transformation of the regional economy.

Image 1: Community Wealth Building principles

Plural ownership of the economy

Making financial

power work for local places

Fair employment

and just labour markets

Progressive procurement of goods and

services

Socially productive use

of land and property

39

The Deal will act as a driver to advance equality and fairness throughout the region improving access to a variety of

opportunities for target groups currently facing exclusion. Our approach to benefits realisation will ensure that the

Deal contributes to inclusive growth for the region and acts as a catalyst for transformational change.

Supporting the Benefits Realisation Plan for the Deal is a Monitoring and Evaluation Framework (MEF) (Appendix 1)

which articulates the intended impact of the City Region Deal and will demonstrate the performance of the Deal

over time. It will also form the basis of reporting and decision making toolkits for the Joint Committee and

Programme Boards to ensure a ‘benefits led’ approach within the Deal.

The MEF has been developed ensuring proportionality and critically, will consider the impact of COVID-19 on the

regional economy, much of which is unknown at this time. Since the signing of the City Region Deal in February

2020, the world has experienced an unprecedented global health crisis in the form of COVID-19. The economic

impact of this health crisis and specifically the impact on the regional economy and our local communities is yet to

be fully understood. We are considering the ways in which the City Region Deal can support economic recovery in

addition to reviewing the risks to the delivery of benefits that now exist. We will continue to work City Region and

Growth Deal Delivery Board to raise the risks to benefits realisation and to identify solutions that could reduce the

likelihood or severity of the identified risks.

Indicative socio economic assessments1 outline that the recent crisis will hit those within our communities who are

already experiencing inequality in terms of health, income and employment the hardest. In addition, economic

contraction will impact on different sectors to varying degrees and will inevitably place significant strain on our

SME community. The impact of COVID-19 on our regional economy will act as a key driver as we move from the

‘crisis’ phase to the ‘recovery’ phase. We will be cognisant of this and adopt a data driven approach to decision

making with the ambition of the CRD supporting those who have been adversely affected by COVID-19.

The Benefits Realisation Plan will form a core component of the marketing and communications strategy for the

Deal ensuring that the impacts are widely shared. In addition, it highlights to potential private investors and/or

external funders, the difference that leverage can make to the advancement of the region. By considering how the

BRP aligns with the organisational value base, sustainability strategy and social responsibility efforts of potential

investors or funders, we hope to maximise the leverage and benefits that can be secured for the region.

The Benefits Realisation Plan places businesses and communities at the front and centre of the City Region Deal

inviting others to stand with the partnership in order to deliver a once in a lifetime transformational change

programme for our region.

2.0 Strategic alignment of the City Region Deal Benefits Realisation Plan

Inclusive growth is at the heart of the City Region Deal. The Stirling and Clackmannanshire Local Outcomes

Improvement Plans demonstrate the shared understanding of community planning partners that the most effective

way to tackle deep rooted inequalities is to take an inclusive growth approach where economic growth and

inclusion are mutually dependent. Monitoring and evaluating the performance of the Benefits Realisation Plan over

time will enable us to demonstrate how the City Region Deal has contributed to inclusive growth for the region.

The BRP has been developed ensuring that there is a ‘golden thread’ that shows how the Deal will support the

ambitions of the three regional partners as articulated in Local Outcomes Improvement Plans, Business Plans and

the University’s Strategic Plan (Appendix 3).

1 The Impacts of COVID-19: An overview of research to date, Improvement Service, 15 July 2020

40

Through the BRP, the partnership is also able to demonstrate how the City Region Deal aligns to the National

Performance Framework and the UN Sustainable Development Goals as demonstrated in Appendix 2.

Through a range of transformational programmes and projects, the CRD will build on the strengths of the region in

order to deliver four strategic outcomes as shown in Figure 1.

Figure 1: City Region Deal Strategic Outcomes

•Invest in the creation of clean, green innovations, digital entrepreneurship and cultural opportunities to deliver a more diverse regional economy.

•Remove barriers to engagement and support inclusion to share prosperity and wellbeing across the region.

•Create conditions for businesses to thrive both locally and globally, increase job density and access to opportunity, maximising our regional assets.

•Widen access to opportunity throughinclusive skills pathways that target those who face exclusion across our region.

Inclusive skills

ecosystem

Inclusive economic

growth

Higher value jobs

Shared prosperity

41

3.0 Benefits Realisation Map for the Stirling and Clackmannanshire City Region Deal

A Deal Level Benefits Realisation Map for the City Region Deal (CRD) is shown in Figure 2. It demonstrates the connectivity between the identified drivers for

change (positive and negative), the Deal level outputs (the tangible deliverables), CRD strategic outcomes (the result of change). In addition we have identified

critical enablers that will support the maximisation of benefits delivered through the City Region Deal portfolio.

Figure 2 City Region Deal Benefits Realisation Map

*to be developed

Drivers

• Strong digital economic base in Stirling

• Strong culture heritage and tourism offer

• World leading University in areas including environmental protection, technologies and change

• Home to the UK’s leading centre for aquaculture research (University of Stirling)

• Areas of low job density

• Low quality, low value jobs

• Community exclusion (neighbourhood level)

•Groups across the region experiencing inequality

Deal Outputs

• The National Tartan Centre

• Scotland's International Environment Centre

• The National Aquaculture Innovation and Research Hub

• Stirling Digital District & Regional Digital Hubs

• Culture Heritage and Tourism Programme

• Capital Fund for Clackmannanshire

• CRD Skills and Inclusion investment

• CRD Transport, Connectivity and Low Carbon investment

• CRD Infrastructure investment

Enablers

• Regional Economic Strategy*

• Regional Procurement Strategy*

• Regional Skills Strategy*

Strategic Outcomes

• Inclusive economic growth

• Higher value jobs

• Shared prosperity

• Inclusive skills ecosystem

42

3.1 Strategic Objectives for the City Region Deal

A set of objectives have been developed by the partnership creating the strategic framework for the City Region Deal. The Monitoring and Evaluation

Framework for the City Region Deal outlined in Appendix 1 outlines how we will measure the overall performance of the Deal against the agreed outcomes.

City Region Deal Strategic Outcome City Region Deal Objectives

Inclusive economic growth

Create conditions for businesses to thrive both

locally and globally, increase job density and

access to opportunity, maximising our regional

assets

1) We will create conditions for businesses to be more resilient and thrive both locally and globally

2) We will support the creation and retention of jobs, promoting Fair Work

3) We will maximise our regional assets to increase the economic impact of visitors on our regional economy

4) We will support our regional supply chain through the use of progressive procurement

Creating higher value jobs

Invest in the creation of clean, green innovations,

digital entrepreneurship and cultural opportunities

to deliver a more diverse regional economy.

1) We will support an increase in the proportion of jobs within the region offering the Real Living Wage or higher

2) We will support an increase in entrepreneurship and business start-ups across the region

3) We will support an increase of the number of higher value jobs within the region as a proportion of all jobs

Shared Prosperity

Remove barriers to engagement and support

inclusion to share prosperity and wellbeing across

the region

1) We will support improving access to employment and Fair Work opportunities particularly for communities facing

exclusion within the region

2) We will support improving access to employment and Fair Work for people within the region currently facing labour

market exclusion due to specific circumstances or characteristics

3) We will reduce the region’s dependence on fossil fuels and diversify our approach to its energy requirements

4) We will deliver our projects in accordance with the shared regional commitment to a net zero economy

Inclusive skills ecosystem

Widen access to opportunity through inclusive

skills pathways that target those who face

exclusion across our region

1) We will support the creation of a range of educational opportunities for employability, school, college and university

students to engage with industry supporting their journey to employment

2) We will support improved access to skills, education and training opportunities for those who face exclusion or are at risk

of exclusion from the labour market

3) We will provide opportunities for under represented groups in key industries within the City Region Deal

43

4.0 Advancing equality and fairness

The City Region Deal (CRD) will act as a driver to advance fairness and equality, improving access to opportunities

for groups who face exclusions in terms of education, skills and employment.

Regional data highlights the need to work together to improve outcomes for the following groups and through the

benefits assurance process, the CRD projects will play a key role in supporting;

- Women

- Young people

- People with a disability

- People living in SIMD areas (20% most deprived)

We will monitor the impact of the Deal on those with protected characteristics in order to work collectively to

improve access and outcomes for those living within our communities.

People facing exclusion or who are at risk of exclusion from the labour market, may not be involved in any form of

education; they may be at school, college or university. The partnership recognises this and will endeavour to

work with key stakeholders and community partners bringing opportunities for those at all stages of the journey to

employment.

Understanding the severity of exclusion across the city region over the life time of the Deal will be essential to

ensuring that we target identified groups effectively and can measure and monitor progress reliably over the short

and longer term. We will work with national, regional and local stakeholders to better understand the severity of

exclusion at a regional and national level enabling us to adopt a data driven approach to our decision making. An

annual Inclusive Growth Diagnostic alongside our Monitoring and Evaluation Framework, will support our

knowledge of the inequalities faced within our region and help us shape our approach as the Deal evolves.

5.0 Tackling regional skill shortages

As part of the Benefits Realisation assurance process, we will engage with key stakeholders including Scottish

Enterprise, Skills Development Scotland and industry bodies relevant to the City Region Deal projects.

A Regional Skills Strategy will be developed by the Stirling and Clackmannanshire Regional Economic Advisory

Board that will support local people with the skills that businesses in the region need in order to thrive both now

and in the future.

By working together, we will identify opportunities to maximise benefits and ensure that the City Region Deal is

proactively tackling regional skill shortages whilst playing a role in addressing inequalities within key industries.

6.0 Delivering benefits through the City Region Deal

6.1 Supporting business The City Region Deal will create conditions for businesses to thrive both locally and globally. Scotland’s

International Environmental Centre in Clackmannanshire will lead and develop new, world class research and

innovation opportunities increasing connectivity with the local, national and global marketplace.

44

The National Aquaculture Technology & Innovation Hub (NATIH) will deliver research, skills development and

innovation through a solutions centre, business accelerator and innovation hub in order to accelerate the

generation of knowledge and adoption of sustainable aquatic food production technologies into the economy

Our digital economic base will expand across the region, capitalising on the opportunities of a rapidly growing

marketplace. A vibrant Digital Hub will be created in the heart of Stirling city in addition to Regional Digital Hubs

being delivered across the region. All of the hubs will enable local digital companies to stay local and to thrive.

Business support will be targeted to support an increase in entrepreneurship, business start-ups and growth, with a

focus on key sectors identified through City Region Deal.

The emerging Stirling and Clackmannanshire Regional Economic Advisory Board (SCREAB), will develop a

progressive Regional Procurement Strategy that will complement work being carried out on Community Wealth

Building. Local businesses of all sizes will be encouraged to access new opportunities created by the City Region

Deal.

6.2 Supporting inclusion, skill development and fair work The City Region Deal (CRD) projects will collectively unlock a range of innovative education, skill development and

employment opportunities including those driven by industry demand including Modern Apprenticeships and

Graduate Apprenticeships. These can take place during the;

- Project planning / design phase;

- Project implementation; and the

- Operating phase of an individual project.

Planning for benefits realisation within projects, will be critical to our success. We wish to foster a culture of

innovation and partnership in order for project teams to not only secure opportunities but critically, to maximise

their impact at every stage of their project’s development.

Project teams will work with their supply chain to maximise available opportunities for skill and employment

benefits to be secured. Procurement colleagues will play a vital role in supporting benefits realisation both during

the development of project business cases and during the project implementation phase.

The involvement of local, regional or national stakeholders within public, private and third sectors at project level

will ensure that; existing good practice can be adopted, innovative practices within the CRD are developed and that

opportunities for collaboration and co-production are created.

We will champion fair work in order to drive success, wellbeing and prosperity for businesses, individuals and

communities across the region. Our Fair Work Incentive will encourage responsible business which will support the

creation of a fair and inclusive regional jobs market. Through the BRP we will monitor key elements of fair work

practice across the region; including equality of access to training and employment opportunities, the gender pay

gap and payment of the Living Wage (as calculated by the Living Wage Foundation).

6.3 City Region Deal Skills and Inclusion Programme The CRD Skills and Inclusion Programme is a vehicle to ensure that structured action is taken across the Deal to

maximise the delivery of inclusive growth. It will work across all projects to deliver skills and inclusive growth

outcomes. It will also complement projects with the provision of interventions targeted at those most excluded

from the labour market as identified through the Inclusive Growth Diagnostic.

45

In addition to providing interventions as part of the delivery of Deal projects, the programme will set the

foundation for inclusive growth and fair work opportunities as part of the ongoing life of the projects. It will achieve

this by ensuring each of the projects takes a considered approach to maximising inclusive growth outcomes

through focused assessment and action planning in the form of Inclusive Growth Assessments and Skills Pathways

plans.

6.4 Collaboration and co-production Private and third sector collaborations will be essential to the success of the City Region Deal. We will use the BRP

as a tool to work together with our partners to lever and align benefits in order to maximise the impact of the CRD

investment.

Both the private and third sectors play a role within the City Region Deal Governance Framework with

representation on the emerging Stirling & Clackmannanshire Regional Economic Advisory Board (SCREAB) and the

Regional Enterprise Forum (REF) ensuring that there is a strong link between the regional partnership, private and

third sector partners.

We will work with existing government, public and third sector partners including; those who represent groups

with lived experience, Developing the Young Workforce Forth Valley, Local Employability Partnerships, Skills

Development Scotland and Forth Valley College, to collaborate and co-produce innovative ways to engage

individuals across the region in the opportunities that are created by the City Region Deal.

7.0 Benefits Realisation Governance

Performance on benefits realisation for the City Region Deal will be formally reviewed by the Scottish City and

Growth Deal Working Group every financial quarter. It will also feature at the centre of the Annual Report and the

Annual Conversation as outlined in the City Region Deal Governance Framework.

7.1 The City Region Deal Joint Committee Joint Committee is the decision making body for the City Region Deal. It will receive quarterly reports on progress

against the Deal level Benefits Realisation Plan via CRD project reports. These will be collated and reported on by

the Regional Programme Management Office (RPMO). Their role will be to scrutinise the information on benefits

realisation and monitor if the Deal is delivering the intended benefit levels.

In addition the Joint Committee will make investment decisions on the ‘on boarding’ of projects within programme

level investment areas and be required to take into consideration the project’s ability to realise the strategic

benefits for the City Region Deal.

Strategic decision making will be supported by a City Region Deal Equalities and Fairer Scotland Impact Assessment

highlighting the potential impact on those facing exclusion and socioeconomic deprivation prior to making

decisions. This ensures that the Joint Committee meet the requirements of the Equalities Act 2010 and the Fairer

Scotland Duty.

46

7.2 Chief Officers’ Group

The Chief Officers’ Group is accountable to Joint Committee and will recommend measures in response to benefits

realisation not meeting the partnerships expectations. They will be involved in reviewing how developing projects

are delivering against the Benefits Realisation Plan enabling recommendations to Joint Committee being made.

7.3 Advisory Groups

The emerging Stirling and Clackmannanshire Regional Economic Advisory Board (SCREAB) and Regional Enterprise

Forum (REF) will advise Joint Committee providing advice and guidance as to how the projects could maximise the

intended benefits.

The Chief Finance Officers’ Group will be involved in reviewing the financial and non-financial performance of the

Deal including the delivery of the Benefits Realisation Plan and will advise into both the Chief Officers’ Group and to

Joint Committee.

8.0 Benefits Realisation Assurance Process

8.1 Project business cases All projects funded by the CRD investment will be required to ensure that benefits are being considered as a

business case develops. By the time a business case is approved, it will have documented a robust plan to realise

the benefits that have been identified for the specific project and will have completed and documented an

Equalities and Fairer Scotland Impact Assessment. It will outline how the benefits will be delivered, the risks posed

to successful delivery, the roles and responsibilities of staff in terms of benefits monitoring and a Benefits Map

highlighting the strategic alignment of the project to the outcomes and objectives for the City Region Deal.

Table 1 shows the stages that a business case will require to go through and the aspect of benefits assurance it

focusses on.

Table 1: Benefits Assurance ‘Gates’

Review stage Benefits slogan Stage of project

Gate 1 – Business Justification Identify benefits Strategic Business Case

Gate 2 – Delivery Strategy Value and appraise Outline Business Case

Gate 3 – Investment Decision Plan to realise Full Business Case

Gate 4 – Readiness for Delivery Work to realise Project Implementation

Gate 5 – Operation Review and Benefits Realisation Review performance Project Review

Projects will report quarterly to Joint Committee on the realised benefits as identified within their business cases as

part of project performance reporting.

8.2 Benefits Realisation Toolkit A Benefits Realisation toolkit including ‘CRD Guidance for Benefits Assurance’ will be developed by the Regional

Programme Management Office to support project teams with benefits assurance. This will strengthen the

approach to benefits realisation across the Deal portfolio.

47

Appendix 1 Monitoring & Evaluation Framework

See MEF document separate until final draft

48

Appendix 2 City Region Deal Strategic Alignment

Scotland’s National Performance

Framework

Stirling & Clackmannanshire City Region

Deal Outcomes

UN Sustainable

Development Goals

Economy:

We have a globally competitive,

entrepreneurial, inclusive and sustainable

economy.

Inclusive Economic Growth

Create conditions for businesses to thrive

both locally and globally, increase job

density and access to opportunity,

maximising our regional assets.

GOAL 8: Decent work and

economic growth

GOAL 9: Industry, innovation

and infrastructure

GOAL 10: Reduced

inequalities

Fair Work and Business:

We have thriving and innovative

businesses, with quality jobs and fair work

for everyone.

International:

We are open, connected and make a

positive contribution internationally.

Economy:

We have a globally competitive,

entrepreneurial, inclusive and sustainable

economy.

Higher Value Jobs

Invest in the creation of clean, green

innovations, digital entrepreneurship and

cultural opportunities to deliver a more

diverse regional economy.

GOAL 9: Industry, innovation

and infrastructure

GOAL 13: Climate action

GOAL 11: Sustainable cities

and communities

Environment:

We value, enjoy, protect and enhance our

environment.

Culture:

We are creative and our vibrant and

diverse cultures are expressed and

enjoyed widely.

Education:

We are well educated, skilled and able to

contribute to society.

Inclusive Skills Ecosystem

Widen access to opportunity through

inclusive skills pathways that target those

who face exclusion across our region.

GOAL 4: Quality education

Poverty:

We tackle poverty by sharing

opportunities, wealth and power more

equally

Poverty:

We tackle poverty by sharing

opportunities, wealth and power more

equally.

Shared Prosperity

Remove barriers to engagement and

support inclusion to share prosperity and

wellbeing across the region.

GOAL 1: End poverty in all its

forms everywhere

GOAL 5: Gender equality

GOAL 10: Reduced

inequalities

GOAL 11: Sustainable cities

and communities

Communities:

We live in communities that are inclusive,

empowered, resilient and safe.

Environment

We value, enjoy, protect and enhance our

environment.

50

Appendix 3 Strategic alignment – regional partners Stirling Council

CRD Strategic

Outcome


Create conditions for businesses to

thrive both locally and globally,

increase job density and access to

opportunity, maximising our regional

assets



innovations, digital entrepreneurship and

cultural opportunities to deliver a more

diverse regional economy

Sharing prosperity


support inclusion to share prosperity

and wellbeing across the region



inclusive skills pathways that target

those who face exclusion across our

region

Stirling

Council LOIP

Strategic

Outcomes

& Corporate

Plan

Outcomes

Somewhere everyone can thrive!

Prosperous Stirling: People are part of a prosperous economy that promotes inclusive growth opportunities across our communities

Healthy Stirling: People are healthy and live full and positive lives within supportive communities

Achieving Stirling: People are skilled and supported to make a positive contribution to our society

Resilient Stirling: People are part of safe, caring and kind communities within an attractive and sustainable environment

Stirling 5 Year

Business Plan

Strategic

Priorities

• We will target all forms of poverty

across our communities and

mitigate the impact of austerity

and welfare cuts on those hit

hardest

• We will deliver economic growth

and promote prosperity. We will

deliver a City Region Deal and

pursue policies and solutions that

encourage, high paying jobs into all

of Stirling’s Communities.

• We will commit and co-ordinate

our resources to ensuring Stirling

becomes a must-visit destination;

with heritage, culture,

environment and economic

strategies working hand in hand to

encourage tourists to stay for a

minimum of three days and two

nights.


across our communities and mitigate

the impact of austerity and welfare cuts

on those hit hardest

• Lead by example as an organisation in

setting exceptional standards in

building practice, environmental

practice, employer practice…

• We will deliver economic growth and

promote prosperity. We will deliver a

City Region Deal and pursue policies

and solutions that encourage, high

paying jobs into all of Stirling’s

Communities.

• We will create and implement

environmental and infrastructure

improvements. We will delivery new

ownership and delivery methods

around energy generation, public

transport and internet access, ensuring

profits and services work for

community, not commercial, priorities.

• We will look after all citizens, from

early years to adulthood, by

providing quality education and

social care services, to allow

everybody to lead their lives to their

full potential.



mitigate the impact of austerity and

welfare cuts on those hit hardest







• We will look after all citizens, from

early years to adulthood, by

providing quality education and

social care services, to allow

everybody to lead their lives to their

full potential.



mitigate the impact of austerity and

welfare cuts on those hit hardest







51

Appendix 3 (continued) - Clackmannanshire Council

CRD Strategic

Outcome






assets



innovations, digital entrepreneurship

and cultural opportunities to deliver a

more diverse regional economy

Sharing prosperity



wellbeing across the region




who face exclusion across our region

Clacks LOIP

Strategic

Outcomes &

Corporate Plan

Outcomes

Clackmannanshire will be attractive to businesses and people and ensure fair opportunities for all.

Our families; children and young people will have the best possible start in life

Women and girls will be confident and aspirational, and achieve their full potential.

Our communities will be resilient and empowered so that they can thrive and flourish.

Clackmannanshire

LOIP Objectives

• We will increase the proportion of

our young people in employment

• We will have improved the

proportion of young people

positive destinations


number and range of jobs locally

• Our vulnerable people and

families are supported

• Women and girls thrive as equal

citizens, socially, economically,

culturally and politically

• Clacks is a place where all people

have equal opportunities

regardless of their background or

circumstances.

• We will have improved the number

and range of jobs locally

• Our vulnerable people and families

are supported




• Local communities have

opportunities to engage with

partners in designing local services


have equal opportunities regardless

of their background or

circumstances.

• We will have increased the

proportion of young people in

employment


proportion of young people positive

destinations

• Our Communities are more inclusive

and cohesive


are supported

• Substance misuse and its effects are

reduced

• Health is improving and we have

reduced health inequalities

• Local communities have

opportunities to engage with

partners in designing local services




circumstances

• We will increase the proportion of

young people in employment


proportion of young people positive

destinations

• We will have improved the number

and range of jobs locally


are supported

• Women and Girls are safe,

respected and equal in our

communities







circumstances.

52

Clackmannanshire

Corporate Plan

Aims

• Increase job density in

Clackmannanshire

• Enable affordable transport and

improved infrastructure

• Enable affordable and active

transport

• Improve labour mobility

• Increase hours worked per

household

• Reduce food and fuel poverty

• Enable affordable transport

• Improve cycle and walking

infrastructure to promote active

travel, health benefits and

opportunities for tourism

• Improve digital infrastructure

• Improve qualifications & skills

• Increase hourly pay, particularly for

women


• Improve digital infrastructure

• Increase average hourly pay,

particularly for women


• Improve labour mobility

• Increase hourly pay, particularly for

women


• Enable affordable transport

• Enable affordable internet access

• Improve children and young

people’s health and wellbeing

• Minimise the impact of child

poverty and inequality

• Increase community and third

sector participation in decision-

making

• Maximise the potential of

community regeneration, learning

and empowerment in our most

deprived communities

• Establish Clackmannanshire as a

centre for social policy and

environmental innovation



• Enable affordable internet access

• Improve skills and positive

destinations

• Minimise the impact of child

poverty and inequality

Clackmannanshire

‘Be the Future’

Plan

• Improved economic performance

with more, better paid jobs and

development opportunities for

local people

• Improved choices and chances as

a consequence of raising

attainment and skills

development opportunities



development opportunities for local

people

• Improved choices and chances as a

consequence of raising attainment

and skills development

opportunities

• Clear strategies and innovations

which place Clackmannanshire in a

leading role in meeting climate

challenge




people

• More services designed, developed

and delivered in partnership,

including with our communities




people

• Improved choices and chances as a

consequence of raising attainment

and skills development

opportunities

53

Appendix 3 (continued) – University of Stirling

CRD Strategic

Outcome






assets



innovations, digital entrepreneurship

and cultural opportunities to deliver a

more diverse regional economy

Sharing prosperity



wellbeing across the region




who face exclusion across our region

UoS Institutional

Enabler

Connect

Building deep and

mutually-

beneficial

partnerships

locally, nationally

and internationally

to help us deliver

real benefits for

society, the

economy and our

students and staff.

• Ensuring our research contributes

to economic, social and cultural

growth and gains the recognition it

merits.

• Extending and strengthening our

research partnerships and

collaborations, nationally and

internationally

• Transferring knowledge by

maintaining a culture of openness

and accessibility.

• Collaborating with business and

industry, other universities and the

public sector to ensure our

research directly benefits society,

nationally and internationally.

• Building global partnerships with

institutions, businesses and

industry for mutual benefit that

create opportunities for students,

staff and the economy.

• Building global partnerships

with institutions, businesses

and industry for mutual

benefit that create

opportunities for students,

staff and the economy.

• Creating an inclusive environment,

actively promoting equality and

enriching our students’ lives by

encouraging them to experience and

understand the different cultures,

beliefs and traditions of our student

body.

• Opening the campus to members of

our wider community, allowing them

to develop their skills through

exposure to art, sculpture, theatre,

cinema, public lectures and sport

• Working with business, the public and

the third sectors to identify and

embed skills that will enhance the

employability of our students, and

give them the tools they will need to

build successful careers

54

Innovate

Finding new ways

of thinking and

doing things that

place us at the

cutting edge;

identifying

opportunities that

benefit students,

staff and

stakeholders;

growing income

through research,

knowledge

exchange and

commercialisation;

and ensuring our

curriculum meets

the needs of

citizens in the 21st

century

• Promoting the impact of our

research on society and the

economy.

• Supporting the commercialisation

of research and building our

reputation for applied research.

• Delivering courses informed by the

latest global research so students

gain full benefit from studying at

an international, research-led

university.

• Supporting the commercialisation

of research and building our

reputation for applied research.

• Utilising our established

interdisciplinary focus to address

real-world problems and find

creative solutions.

• Developing a culture of sporting

innovation that transforms

participation, well-being and the

health of staff, students and the

wider community, making them

more resilient to the challenges of

life.

• Using technology creatively to

enhance pedagogy, and deepen and

broaden the learning experience for

all our students.

• Creating learning spaces that exploit

the potential of new technologies,

and which support the different

ways people learn and interact.

• Valuing learning, and developing

independent critical and reflective

thinking through innovative learning

and teaching.

• Identifying opportunities to improve

what we do by actively embracing

the digital age and deploying

innovative assessment processes.

Transform

Inspiring our

staff and

students and

exposing them

to new ideas,

experiences and

opportunities;

giving them the

capacity to

change society

for the better;

improving

people’s quality

of life and

stimulating

growth.

• Using our expertise to play a

leading role in the development

of public sector and industry

agendas at a national and

international level.

• Pioneering environmental

sustainability through our

business practices and

behaviours; and championing

sustainable practices and living

through our research.

• Developing and enhancing

research leadership across all

academic areas by creating an

ethos that encourages personal

development, interdisciplinary

work, and mentoring

• Nurturing a culture of success by

developing our research talent

and providing an environment in

which early career researchers

thrive.

• Through investment in our work

and study environment, creating

• Helping students identify and

develop their intellectual, sporting

and cultural passions, encouraging

well-being and resilience and

supporting students to reach their

full potential.

• Producing graduates who are active

global citizens by making them

socially, culturally and

environmentally aware.

• Instilling in our undergraduates an

understanding of the importance of

research, and creating opportunities

for those who have the potential to

develop research careers

• Leading global initiatives that

promote sport, health and well-

being by deploying our research

reputation in sport, health sciences

• Attracting the brightest minds –

regardless of background – to join our

learning community and contribute to

its vitality.

• Actively promoting equality and

diversity, and eliminating

discrimination by creating an

environment that reflects our

commitment to social justice and

ensures transformational experiences

are accessible to all

• Harnessing the full capabilities of all

our people by actively promoting

gender equality, and advancing

equality of opportunity among those

who share a protected characteristic.

55

a campus that attracts and

retains well-qualified staff.

• Investing in personal and

professional development and

leadership at all levels in the

University, encouraging

secondments to deepen and

broaden the professional

experience of our staff, and

actively encouraging ideas and

innovative approaches to work.

and education, and by embracing

our role as Scotland’s University for

Sporting Excellence.

• Creating spaces where our

community can come together

intellectually, socially and culturally

by investing in our estate and

developing the University’s physical

and technological infrastructure.

56

Appendix 4 Glossary of terms

Term Definition2

Attribution Something that has a relationship or leads to something else.

Baseline

A reference point, usually the value, trend or average of a benefit measure at a particular point in

time, usually before any change has been implemented, used to measure progress against.

Beneficiary A person or group of people who derive advantage from the realisation of a benefit

Benefit

The measurable improvement resulting from an outcome perceived as an advantage by one or more

stakeholders, which contributes towards one or more organisational objectives

Benefits Led In benefits led project management, projects should deliver outcomes and realise benefits in their

own right,

Benefits Map

A map linking all of the drivers, enablers and business change to the benefits, and linking the benefits

to objectives and goals. Can contain dependencies with other projects and

programmes.

Benefit owner

A person representing the business area who will ensure the actual realisation of the benefit.

Benefits

Management

The process of organising and managing investments in change and their measurable improvements,

to ensure that the outcomes or transformation is actually achieved.

Business Case The justification for an organisational activity (strategic, programme, project or operational which

typically contains benefits, outcomes, timescales, costs and risks against which continuing viability is

tested.19 It is the narrative that forms a compelling story for investment and includes: strategic

justification for investment (Strategic Case), multi-criteria

analysis and formal benefit to cost ratio option analysis (Economic Case), whether the investment is

affordable (Financial Case), whether the deal is attractive to the market

(Commercial Case) and a framework for delivery (Management Case). The Business Case is developed

in three iterations: the Strategic Outline Case (SOC), Outline Business Case (OBC) and Full Business

Case (FBC) which mature in detail as the project matures.

Driver An internal or external challenge, pressure or opportunity that is driving the need for change.

Enabler Something that can be built, developed, acquired and will enable benefits realisation.

Legacy benefit Benefits that will continue to be delivered after the project has been handed over / completed.

Maximise To get the highest possible amount of…

Monitoring and

Evaluation

Framework

A document profiling all of the benefits and how they are forecast to be realised from baseline to

target, including baseline and measurement information, identified benefit risks and benefit

realisation milestones.

Objective The answer to the important question ‘why?’ which defines purpose, aim, and direction. Objectives

should be Specific, Measurable, Achievable, Realistic and Timely (SMART).

Optimisation To find the best compromise among several often-conflicting requirements to get the most balanced

result.

Outcome The result of change, normally affecting real-world behaviour or circumstances. Outcomes are

desired when a change is conceived. Outcomes are achieved as a result of the activities undertaken

to effect the change; they are the manifestation of part or all of the new state conceived in the

blueprint.

Output A specialist product (the tangible or intangible artefact) that is produced, constructed or created as a

result of a planned activity and handed over to a user(s).

Portfolio Used in reference to the full programme of activity being delivered through the City Region Deal.

Stakeholder Any individual, group, or organisation that can affect, be affected by or perceive itself to be affected

by an initiative3.

2 Guide for Effective Benefits Management in Major Projects, Key benefits management principles and activities for major

projects, Infrastructure and Projects authority, October 2017 3 Taken from Government Functional Standard glossary that quotes from AXELOS Common

Glossary.

57

Strategic Driver The problems or opportunities that are driving the need for an intervention

Strategy An approach created to achieve a long-term aim, can exist at different levels within the organisation.

Appendix 2 CRD MEF V0.3

Strategic Outcome CRD Strategic ObjectiveInclusive Growth

Framework Ind Ref Indicators Data Sources Frequency of data capture Impact Evaluation Indicators Data Source Frequency of data capture Impact Evaluation

IEG 1.1

Business survival rates

(after 1, 2 , 3 , 4 or 5 years

from birth)

Business demography, ONS (datasets need to be

requested to the ONS)

https://www.ons.gov.uk/businessindustryandtr

ade/business/activitysizeandlocation/datasets/b

usinessdemographyreferencetable

Annual (substantial lags) and

datasets to be requested

1) Survival rate compared with Scottish national

average 2) Comparison of trends of City

Region survival rates vs other Scottish regions and

national average

Business survival rates (after 1, 2 , 3 ,

4 or 5 years from birth)

Business demography, ONS (datasets

need to be requested to the ONS)

https://www.ons.gov.uk/businessin

dustryandtrade/business/activitysize

andlocation/datasets/businessdemo

graphyreferencetable

Annual (substantial time

lags) and datasets at local

authority level to be

requested to ONS 1) Survival rate compared with Scottish national

average

2) Comparison of trends between City Region survival

rates vs national average before and after the Deal

IEG 1.2

Business Density: Number

of businesses per 10,000

resident population aged

16 and over

- Business density index

with respect to industry

- Business density index

with respect to size

Business in Scotland, Scottish Government

(https://www.gov.scot/publications/businesses-

in-scotland-2018/pages/data-sources-and-

suitability/) OR NOMIS UK Business count

Annual (time lags)

1) Business density compared with national average

2) Comparison of trends between City Region business

density vs national average before and after the Deal

Business Density: Number of

businesses per 10,000 resident

population aged 16 and over

- Distribution by sector

- Distribution by size

Business in Scotland, Scottish

Government

(https://www.gov.scot/publications/

businesses-in-scotland-

2018/pages/data-sources-and-

suitability/) OR NOMIS UK Business

count

Annual (time lags)

1) Business density compared with national average

2) Comparison of trends between City Region business

density vs national average before and after the Deal

IEG 1.3

Number of community

owned assets and % of

land in community

ownership

Scottish Government

(https://www.gov.scot/binaries/content/docum

ents/govscot/publications/statistics/2019/12/co

mmunity-ownership-scotland-

2018/documents/data-tables-figures/data-

tables-figures/govscot%3Adocument/data-

tables-figures.pdf)

Annual (time lag)

1) No of assets and % of land in community ownership

compared with national average

(No trend data - 2018 report published, 2019 yet to be

published)

Number of community owned assets

and % of land in community

ownership

Scottish Government

(https://www.gov.scot/binaries/cont

ent/documents/govscot/publication

s/statistics/2019/12/community-

ownership-scotland-

2018/documents/data-tables-

figures/data-tables-

figures/govscot%3Adocument/data-

tables-figures.pdf)

Annual (time lag)

1) No of assets and % of land in community ownership


(No trend data - 2018 report published, 2019 yet to be

published)

IEG 1.4 % of total Scottish Exports SCRIG (Export Statistics Scotland) SCRIGAnnual considerable time lag (latest year available:

2017)% of total Scottish Exports SCRIG

Annual considerable time

lag (latest year available:

2017)

Comparison with highest value in Scotland before and

after the Deal

IEG 2.1

Percentage of employees

earning the Living Wage or

higher (based on where

individual works)

Annual Survey of Hours and Earnings: Secure

Access (own calculations based on annual

definition of Living Wage)

Annual

1) Percentage of employees earning the Living Wage or

higher compared with national average

2) Comparison of trends between City region

andnational average before and after the Deal

Percentage of employees earning

the Living Wage or higher (based on

where individual works)

SCRIG and ONS

(https://www.ons.gov.uk/employme

ntandlabourmarket/peopleinwork/e

arningsandworkinghours/adhocs/10

743annualsurveyofhoursandearnings

asheestimatesofthenumberandprop

ortionofemployeejobswithhourlypay

belowthelivingwagebyworkgeograph

ylocalauthorityandparliamentarycon

stituencyukapril2018andapril2019)

Annual

1) Percentage of employees earning the Living Wage

or higher compared with national average



IEG 2.2Percentage of employees

on a zero hours contract

Labour Force Survey: Safeguard access (own

calculations based on survey)Annual

1) Percentage of employees on zero hours contract


2) Comparison of trends between City region and

national average before and after the Deal

IEG 2.3 Gender pay gap

Median hourly gender pay gap from Annual

Survey of Hours and Earnings: Secure Access.

This is represented as the difference between

male and female median earnings (gross hourly

earnings excluding overtime) as a percentage of

male earnings)

Annual

1) Median hourly gender pay gap compared with

national average



Gender pay gap

SCRIG This is represented as the

difference between male and female

median earnings (gross hourly

earnings excluding overtime) as a

percentage of male earnings)

Annual

1) Median hourly gender pay gap compared with

national average



IEG 2.4 Job density

NOMIS - Number of jobs per resident aged 16-

64.

Skills Development Scotland

Broken down by CRD sectors where available.

The total number of jobs is a workplace-based

measure and comprises employees, self-

employed, government-supported trainees and

HM Forces

Annual

1) Job density compared with national average



Job density

NOMIS - Number of jobs per

resident aged 16-64. The total

number of jobs is a workplace-based

measure and comprises employees,

self-employed, government-

supported trainees and HM Forces

Annual

1) Job density compared with national average



IEG 3.1Overseas tourism spend in

the City Region VisitScotland Annual

1) Amount spent compared with Scottish national

average

2) Comparison of trends of overseas tourism spend in

the City Region vs national average

Overseas tourism spend in the City

Region VisitScotland Annual


average

2) Comparison of trends of overseas tourism spend in

the City Region vs national average before and after

the Deal

IEG 3.2

Domestic tourism spend in

the City Region Visit Scotland

STEAMAnnual


average

2) Comparison of trends of domestic tourism spend in

the City Region vs national average

IEG 3.3

Dwell time within the City

Region

Broken down by

international and domestic

Visit Scotland

STEAMAnnual

To be confirmed in terms of access to LA data that is

not readily available

IDEAL COMPROMISE

3) We will maximise our

regional assets to increase the

economic impact of visitors on

our regional economy

Inclusive

Economic Growth

(IEG)

Create conditions

for businesses to

thrive both locally

and globally,

increase job

density and

access to

opportunity,

maximising our

regional assets

1) We will create conditions

for businesses to be more

resilient and thrive both

locally and globally

2) We will support the

creation and retention of jobs

promoting Fair Work

Productivity

People

Productivity

58


IEG 4.1

Total CRD spend going to

local suppliers (Clacks/Stir)

Breakdown: Business Size

(Micro, SME, Medium,

Large) and Business Type

(Private, Charity, SE or

other third sector)

Spend: Partner Financial System

Split out: unknown at this time

AnnualSpend going to local suppliers as a proportion of all

CRD spend

Total CRD spend going to local

suppliers (Clacks/Stir)Spend: Partner Financial System Annual

Spend going to local suppliers as a proportion of all

CRD spend

IEG 4.2

Total partner spend going

to local suppliers

(Clacks/Stir)

Breakdown:

Business Size (Micro, SME,

Medium, Large) and

Business Type (Private,

Charity, SE or other third

sector)

Spend: Partner Financial System

Split out: unknown at this time

AnnualSpend going to local suppliers as a proportion of total

partner spend

Total partner spend going to local

suppliers (Clacks/Stir)Spend: Partner Financial System Annual

Spend going to local suppliers as a proportion of total

partner spend

IEG 4.3Number of local suppliers

within CRD* supply chainPartner Finance System Annual

Number of local suppliers as a proportion of all CRD

suppliers

Number of local suppliers within

CRD* supply chainPartner Finance System Annual

Number of local suppliers as a proportion of all CRD

suppliers

IEG 4.4

Number of local suppliers

within partner supply

chain

Partner Finance System AnnualNumber of local suppliers as a proportion of all partner

suppliers

Number of local suppliers within

partner supply chainPartner Finance System Annual

Numebr of local suppliers as a proportion of all

partner suppliers

Number of community

benefits delivered by CRD

suppliers.

Breakdown: Category of

CB type including: jobs,

apprenticeships, work

placements, business

support to SME, Third

Sector Capacity Support,

Circular Economy,

Number of community benefits

delivered by CRD suppliers.

Breakdown: Category of CB type

including: jobs, apprenticeships,

work placements, business support

to SME, Third Sector Capacity

Support, Circular Economy,

volunteering support etc.

All CB involving people to

be broken down by

Protected Characteristics

All CB involving people to be broken

down by Protected Characteristics

unless disclosive

1) Percentage of employees earning the Living Wage

or higher compared with national average



1) Rate of birth of new enterprise compare with

Scottish national average

2) Comparison of trends between City Region rate of

birth of new enterprise vs national average before and

after the Deal

HVJ 3.1

Share of employees with

earnings greater or equal

high value job definition

by size, sector and

industry (own calculations

based on annual definition

of high value jobs)

1) Annual Survey of Hours and Earnings: Secure

Access

2) Labour Force Survey: Safeguard access

Annual

1) Share of high value jobs compared with Scottish

national average

2) Comparison of trends between City Region high

value jobs vs national average before and after the

Deal

Share of employees with earnings

greater or equal high value job

definition by size, sector and

industry (own calculations based on

annual definition of high value jobs)

1) Annual Survey of Hours and

Earnings: Secure Access 2)

Labour Force Survey: Safeguard

access

Annual

1) Share of high value jobs compared with Scottish

national average



Deal

HVJ 3.2

Total Business Enterprise

Research Development

expenditure as share of

GDP

SCRIG Annual



Deal

Total Business Enterprise Research

Development expenditure as share

of GDP

SCRIG Annual



Deal

HVJ 3.3 Social enterprise density

Number of social enterprise per 10,000 resident

population aged 16 and over (own calculation

based on numbers provided by

https://socialenterprise.scot/directory/)

Annual

Unemployment rate Unemployment rate

Broken down by

communities within SIMD

15% most deprived,

protected characteristics,

'Rural accessible' and

'Rural Inaccessible'

Broken down by communities within

SIMD 15% most deprived

Employment Rate Employment Rate

Broken down by

communities within SIMD

15% most deprived,

protected characteristics,

'Rural accessible' and

'Rural Inaccessible'


SIMD 15% most deprived.

Average or median

earnings of working age

people within the region

living in most deprived

15%

Broken down by protected

characteristics

Unemployment rate Unemployment rate


characteristics


characteristics

Employment Rate Employment Rate

Unemployment rate compared with Scottish national

average.

Scottish Index of Multiple

Deprivation

SIMD is updated every 4

years (2020). However,

unemployment rate at

datazone level can be

calculated using Labour

market statistics from the

Annual Survey of Hours

and Earnings (ASHE),


average

Annual Survey of Hours and Earnings : Secure

Access

Annual Gross weekly pay compared to Scottish national

average broken down by target group and protected

characteristics.

NOMIS / Annual Population Survey / Labour

Force Survey

Annual Unemployment rates compared with the respective

national average rate.

NOMIS / Annual Population Survey /

Labour Force Survey

Annual Unemployment rates for compared with the

respective national average rate.


Scottish Index of Multiple Deprivation SIMD is updated every 4 years

(2020). However, unemployment

rate at datazone level can be

calculated using Labour market

statistics from the Annual Survey

of Hours and Earnings (ASHE),

Annual Population Survey Labour

Force Survey .


average.

Scottish Index of Multiple

Deprivation

SIMD is updated every 4

years (2020). However,



calculated using Labour

market statistics from the

Annual Survey of Hours

and Earnings (ASHE),

Annual Population Survey

Labour Force Survey .

Percentage of employees

earning the Living Wage or

higher (based on where

individual works)

Annual Survey of Hours and Earnings: Secure

Access (own calculations based on annual

definition of Living Wage)

Annual

1) Percentage of employees earning the Living Wage or

higher compared with national average



Percentage of employees earning

the Living Wage or higher (based on

where individual works)

SCRIG and ONS

(https://www.ons.gov.uk/employme

ntandlabourmarket/peopleinwork/e

arningsandworkinghours/adhocs/10

743annualsurveyofhoursandearnings

asheestimatesofthenumberandprop

ortionofemployeejobswithhourlypay

belowthelivingwagebyworkgeograph

ylocalauthorityandparliamentarycon

stituencyukapril2018andapril2019)

Annual

Contractors via Project Leads Quarterly

Scottish Index of Multiple Deprivation SIMD is updated every 4 years




statistics from the Annual Survey

of Hours and Earnings (ASHE),

Annual Population Survey Labour

Force Survey .

2) We will support an

increase in entrepreneurship

and business start-ups across

the regionHVJ 2.1

Rate of birth of new

enterprises per 10,000

resident population aged

16 and above

LG inform - extract taken from the Inter-

Departmental Busness Register (IDBR)

Annual (substantial lags, as of

today, data are upated to 2018)

1) Rate of birth of new enterprise compare with

Scottish national average

2) Comparison of trends between City Region rate of

birth of new enterprise vs national average before and

after the Deal

Rate of birth of new enterprises per

10,000 resident population aged 16

and above

Productivity

People

Aggregate CB delivered via CRD Projects against

agreed CB categoriesIEG 4.5 Contractors via Project Leads Quarterly

Aggregate CB delivered via CRD Projects against agreed

CB categories

LG inform - extract taken from the

Inter-Departmental Busness Register

(IDBR)

Annual (substantial lags,

as of today, data are

upated to 2018)

1) We will support

improving access to

employment and Fair Work

opportunities particularly for

communities facing exclusion

within the region

SP2.1

Scottish Index of Multiple Deprivation SIMD is updated every 4 years Unemployment rate compared with Scottish national Scottish Index of Multiple SIMD is updated every 4

People

Participation

Population


increase of the number of

higher value jobs within the

region as a proportion of all

jobs


average.

Shared prosperity

(SP)

SP1.3

HVJ 1.1

4) We will support our

regional supply chain through

the use of progressive

procurement

Higher value jobs

Invest in the

creation of clean,

green innovations,

digital

entrepreneurship

and cultural

opportunities to

deliver a more

diverse regional

economy

SP1.2

Productivity

People

Participation


increase in the proportion of

jobs within the region offering

the Real Living Wage or higher

SP1.1

59



characteristics.


SIMD 15% most deprived.

Average or median

earnings by place of work.

NOMIS


characteristics

Annual Survey of Hours and Earnings

SP 2.4

Average or median

earnings by place of

residence.


characteristics.

NOMIS / Annual Survey of Hours and Earnings /

Labour Force Survey



characteristics.

Average or median earnings by place

of residence.


characteristics.

NOMIS

Annual Survey of Hours and Earnings

Annual Average earnings compared to the national average

for Gender.

SIMD SIMD

Annual Suvery of Hours and Earnings (ASHE) Annual Suvery of Hours and Earnings

(ASHE)

Annual Population Survey Annual Population Survey

Labour Force Suvery Labour Force Suvery

SP 2.6

Underemployment


characteristics

SCRIG

Labour Force Survey

Annual Comparison of trends of underemployment in the

region vs national average before and after the Deal

Underemployment SCRIG

Labour Force Survey

Annual Comparison of trends of underemployment in the

region vs national average before and after the Deal

3) We will reduce the region’s

dependence on fossil fuels

and diversify our approach to

its energy requirements

SP 2.7Regional Fuel

consumption by source

UK Gov Department for Business, Energy and

Industrial strategy

https://www.gov.uk/government/statistical-

data-sets/total-final-energy-consumption-at-

regional-and-local-authority-level

Annual

(current data 2017 published in

2019)

Comparison of trends of consumption in the region vs


Regional Fuel consumption by

source

UK Gov Department for Business,

Energy and Industrial strategy

https://www.gov.uk/government/st

atistical-data-sets/total-final-energy-

consumption-at-regional-and-local-

Annual (time lag - current

data 2018))



4) We will deliver our projects

in accordance with the shared

regional commitment to a net

zero economy

SP 2.8

Carbon emissions per LA

broken down into 'sectors'

as defined by

Intergovernmental Panel

on Climate Change (IPCC)

UK Gov Department for Business, Energy and

Industrial strategy

https://www.gov.uk/government/statistics/uk-

local-authority-and-regional-carbon-dioxide-

emissions-national-statistics-2005-to-2018

Annual

(time lag - current data 2018

published in 2019)



Carbon emissions per LA broken

down into sectors as defined

UK Gov Department for Business,

Energy and Industrial strategy

https://www.gov.uk/government/st

atistics/uk-local-authority-and-

regional-carbon-dioxide-emissions-

national-statistics-2005-to-2018

Annual (time lag - current

data 2018)



People accessing skill and

education opportunities

created by CRD projects.

People accessing skill and education

opportunities

Broken down by: Stage of

Education and SIMD and

protected characteristics

Broken down by: Stage of Education

and protected characteristics

2) We will support

improved access to skills,

education and training

opportunities for those who

face exclusion or are at risk of

exclusion from the labour

market

ISE2.1

Modern Apprenticeship

starts residing within the

region broken down by

protected characteristics.

MA Completers

Destination rates:

- employment, further or

higher education.

Skills Development Scotland: Special Data

Request

Annual Comparison of trends of rate of enagagement in the

region vs national average before and after Deal.

Modern Apprenticeship starts

residing within the region broken

down by Gender and Age.

Skills Development Scotland Annual Regional rate of engagement compared with national

average

People accessing skill and

education opportunities

created by CRD projects.

People accessing skill and education

opportunities.

Broken down by industry

and protected

characteristics

Broken down by industry and

protected characteristics

People living in the region

accessing identified CRD

Modern Apprenticeship

frameworks.

Comparison of trends of rate of enagagement in the

region vs national average before and after Deal.

People living in the region accessing

Modern Apprenticeship frameworks.

Broken down by all

frameworks, Gender and

STEM grouping and

destinations/rates.

Engagement rate of MAs undertaking a STEM related

framework compared to national average.

Top 5 frameworks - Gender split

Skills Development Scotland Annual Regional engagement rate of MAs undertaking a STEM

related framework compared to national average

Households that are employment

deprived

CRD Project Performance Reports Quarterly Direct Measure - collated Deal wide project data

Direct Measure - collated Deal wide project data

average.

Average earnings compared to the national average

for Gender.

Annual

Annual % of households that are employment deprived

SP 2.5

Households that are

employment deprived

Annual

3) We will provide

opportunities for under

represented groups in key

industries within the City

Region Deal

People

Population

ISE3.2

Skills Development Scotland: Special Data

Request

Annual

CRD Project Performance Reports Quarterly

% of households that are employment deprived

SP 2.3

NOMIS / Annual Survey of Hours and Earnings /

Labour Force Survey



characteristics.

Average or median earnings by place

of work for Gender.


1) We will support the

creation of a range of

educational opportunities for

employability, school, college

and university students to

engage with industry

supporting their journey to

employment





average. Deprivation years (2020). However,



Place

Inclusive skills

ecosystem (ISE)

Widen access to

opportunity

through inclusive

skills pathways

that target those

who face

exclusion across

our region

2) We will support

improving access to

employment and Fair Work for

people within the region

currently facing labour market

exclusion due to specific

circumstances or

characteristics

(SP)

Remove barriers

to engagement

and support

inclusion to share

prosperity and

wellbeing across

the region

SP 2.2

ISE3.1

ISE1.1

60

61

Equality and Fairer Scotland Impact Assessment - Screening

Title of Policy: City Region Deal – Benefits Realisation Plan

Service: City Region Deal

Team: CRD Regional Programme Management Office

Will the policy have to go to Council or committee for approval Yes

Is it a major policy, significantly affecting how functions are delivered? Yes

Does it relate to functions that previous involvement activities have identified as being important to particular protected groups?

Yes

Does it relate to an area where the Council has set equality outcomes? Yes

Does it relate to an area where there are known inequalities? Yes

Does it relate to a policy where there is significant potential for reducing inequalities or improving outcomes?

Yes

IF YES TO ANY - Move on to an Equality & Fairer Scotland Assessment

IF NO - Explain why an Equality & Fairer Scotland Assessment is not required

APPROVAL

NAME DESIGNATION DATE

NB This screening exercise is not to be treated as an assessment of impact and therefore does not need to be published. However, if you decide not to assess the impact of any policy, you will have to be able to explain your decision. To do this, you should keep a full record of how you reached your decision.

62

Equality and Fairer Scotland Impact Assessment - Scoping

Purpose of the proposed policy or changes to established policy

The Benefits Realisation Plan (BRP) is the public facing strategy outlining the benefits that are to be delivered by the City Region Deal (CRD), for whom and how the partnership aims to measure its performance of benefits delivery over the next 15 years. The BRP outlines the way in which the regional partnership will assure and manage the approach to benefits realisation across the investment portfolio.

Which aspects of the policy are particularly relevant to each element of the Council’s responsibilities in relation to the General Equality Duty and the Fairer Scotland Duty?

General Equality Duty -

� Eliminating unlawful discrimination, harassment and victimisation and other prohibited conduct

The BRP will support the elimination of unlawful discrimination as it will act as a vehicle to improve and monitor access for those with protected characteristics and for those living in 20% most deprived communities, to inclusion activities, training and employment opportunities realised by the City Region Deal investment. Where data shows that one or more group is not accessing services or employment at an expected level action will be taken to review why this is the case.

� Advancing equality of opportunity between people who share a relevant protected characteristic and those who do not

The advancement of equality of opportunity is a core component of the BRP. It focuses on supporting people who share relevant protected characteristics and for those living in 20% most deprived communities, ensuring that they have access to opportunities realised by the City Region Deal investment portfolio.

� Fostering good relations between people who share a protected characteristic and those who do not.

The BRP outlines how the partnership will monitor the progress of targeted activities and project specific interventions. Case studies will highlight the impact of improving access for target groups as part of the communications narrative for City Region Deal both for those in protected groups and those who are not, for example employers working with CRD project leads on campaigns to improve the diversity of its workforce.

Fairer Scotland Duty -

� Reducing inequalities of outcome caused by socioeconomic disadvantage

The advancement of equality of opportunity is a core component of the BRP. It focuses on supporting people who share relevant protected characteristics and for those living in 20% most deprived communities, ensuring that they have access to inclusion activities, training and employment opportunities realised by the City Region Deal investment. This greater access will assist in reducing inequalities of outcome caused by socioeconomic disadvantage

63

* Delete as required

To which of the equality groups is the policy relevant?

Protected Characteristic

Yes/No* Explanation

Age

Yes Targeted via BRP - Regional data sets highlight that young people (16-24yrs) are at risk of exclusion from the labour market. In addition female rates of STEM related frameworks fall below that of the national average with 68% of apprenticeships within the City Region were for those aged 16 – 24 years. The BRP commits the partnership improve the outcomes for young people through targeted CRD interventions.

Disability

Yes Targeted via BRP - Regional data sets highlight that people with a disability face and are at risk of exclusion from the labour market in both Stirling and Clackmannanshire Local Authority areas. The BRP commits the partnership improve the outcomes for this group through targeted CRD interventions.

Gender Reassignment

Yes The BRP will ensure that available data on all protected groups accessing CRD interventions and activities is monitored over the lifetime of the Deal.

Marriage and civil

partnership


Pregnancy and Maternity


Race Yes The BRP will ensure that available data on all protected groups accessing CRD interventions and activities is monitored over the lifetime of the Deal.

Religion and Belief


Sex

Yes Targeted via BRP - Regional data sets highlight that women and girls face and are at risk of exclusion from the labour market in both Stirling and Clackmannanshire Local Authority areas. The BRP commits the partnership improve the outcomes for this group through targeted CRD interventions.

Sexual Orientation


64

What evidence is already available about the needs of relevant groups, and where are the gaps in evidence?

Information is available publicly via websites such as NOMIS (out of work benefits and labour market data), Annual Survey of Hours and Earnings and the Office for National Statistics. The availability of data at a granular level varies however there is available data surrounding access to employment broken down by; Sex, Disability, Ethnicity and Age. To enable the partnership to identify key regional groups and measure changes accordingly over the course of the Deal, the partnership has considered the following; i) Available data on all protected groups to identify those with lower than the national average performance rate in terms of labour market and Modern Apprenticeship access; ii) Data sets that are reliable at a regional level; iii) Data sets are high quality, publicly available and would allow the partnership to develop a suitable Impact Evaluation to measure the impact of the City Region Deal. iii)Intelligence on the predicted labour market inequalities as a result of COVID-19 in order to position the CRD opportunities to advance equalities in the context of economic recovery. The BRP highlights Women, Young People (16 – 24yrs), those with a disability and those living in communities within the SIMD 20% most deprived data zones for the purposes of targeted CRD intervention however this does not supersede the need for localised targeted interventions based on LA specific data sets. Such targeting would be evidenced by EQFIAs for individual projects and business cases.

Indicator

Scotland

%

Clackmannanshire

%

Stirling

%

Median hourly gender pay gap (2019) - full time

employees 7.1% 17.4 16.9

NOMIS claimant count (Age Band) August 2020

Scotland

%

Clackmannanshire

%

Stirling

%

Aged 16+ 6.5 7.1 5.2

Aged 16 To 17 1.1 1.4 0.7

Aged 18 To 24 9.8 13.7 6.5

Aged 18 To 21 9.9 15 6.2

Aged 25 To 49 7.2 78 6.0

Aged 50+ 3.8 4 3.8

NOMIS claimant count (Gender) 2020

Scotland

%

Clackmannanshire

%

Stirling

%

All People 6.5 7.1 5.2

Males 8.2 8.7 6.3

Females 4.9 5.6 4.2

* split by gender and age band data not available

65

Office for National Statistics Economic Activity –

Disability 2018

Scotland

%

Clackmannanshire

%

Stirling

%

Total economic activity rate (16-64) - EA core or

work-limiting disabled

Total economic activity rate1 (16-64) - Female EA

core2 or work-limiting disabled

3 52.1% 41.0% 47.5%

Total economic activity rate (16-64) - Male EA core

or work-limiting disabled 53.7% 59.3% 34.2%

Total economic activity rate (16-64) - not EA core or

work-limiting disabled 84.2% 86.8% 82.6%

1Economic activity rate: People, who are economically active, expressed as a percentage of all people.

2EA Core disabled includes those who have a long-term disability which substantially limits their day-to-day activities.

3Work-limiting disabled includes those who have a long-term disability which affects the kind or amount of work they might do.

Office for National Statistics 2018

Scotland

%

Clackmannan

shire %

Stirling

%

Total economic inactivity rate (16-64) - Ethnic Minority

population 37.9 32.3 40.7

Total economic inactivity rate (16-64) - Female Ethnic Minority

population 48.9 43.6 69.3

Total economic inactivity rate (16-64) - Male Ethnic Minority

population 25.3 - 17.7

Modern Apprenticeship Data

Skills Development Scotland (2018/19)

Equality Summaries

Stirling Council Starts

Age 16-19 20-24 25+

Total

Count % Scotland

Male 126 53 87 266 61.0 62

Female 82 49 39 170 39.0 38

Clackmannanshire Council 'Starts'

Age 16-19 20-24 25+

Total

Count % Scotland

Male 81 27 90 198 60.6 62

Female 63 44 22 129 39.4 38

MA Starts by

STEM Status

and Gender

Stirling Clackmannanshire Scotla

nd

STEM Status

Not

STEM %

STE

M %

Not

STEM % STEM % STEM

Male 116 42 150 94.3 62 34 136 94 91.1

Female 161 58 9 5.7 121 66 8 6 8.9

66

MA starts by

disability (1) Stirling

Clack

manna

nshire

Scotl

and

% of starts 15.7 15.9 14.1

(1) self identified an impairment, health

condition or learning difficulty (I/HC/LD)

MA Starts by

Ethnicity Stirling

Clack

manna

nshire

Scotl

and

% of starts * * 2.3

*Disclosure control has been applied where figures are less than 5 of where such figures can

be identified through differencing.

There are gaps in evidence that would enable the partnership to review the severity of regional labour market exclusion for people with the following protected characteristics; Sexual Orientation, Religion and Belief, Race, Marriage and Civil partnership, Pregnancy and Maternity and Gender Reassignment. In addition there is a gap in publicly available regional data that enables data to be ‘cut’ by Gender and Age band or by any other protected characteristic grouping. Such information would enable the partnership to breakdown data in order to identify if targeted interventions are required. The Joint Committee will however monitor the data sets of all those directly accessing CRD opportunities (subject to disclosure control) in order to understand the impact and reach that the CRD portfolio has on all those with a protected characteristic and for those living in 20% most deprived communities. Internal monitoring will support learning and future targeted interventions within the CRD projects. SIMD 2020 Data shows that the region has 33 data zones in the 20% most deprived in Scotland (Clackmannanshire Council has 18 data zones and Stirling Council has 15). 27 of those data zones also sit in the 20% most deprived in terms of the ‘Employment’ domain (with a total of 35 data zones in the 20% most deprived for the Employment domain falling within the region). This highlights the need to continue to support people living in these communities with improved access to CRD opportunities including training and employment. Which equality groups and communities might it be helpful to involve in the development of the policy? It is important that the BR Plans within each project engage with community groups and representative organisations to enable successful targeting opportunities to be co-designed and/or consulted upon prior to the development and implementation of a targeted activity connected to a CRD activity. It is this activity that will deliver on the ambition of the overarching Deal Level BRP. Communities and groups include;

- Those working with people who are currently within the employability pipeline (employability providers including Forth Valley College) and target groups within.

- Those who support key groups including and not limited to; Council on Disability, PLUS, Enable, Forth Valley Disability Sport, Stirling Community Enterprise, Raploch Community Partnership, Cultenhove Opportunities, Hawkhill Community Centre, Community Councils, Stirling and District Womens’ Aid, Clackmannanshire Womens’ Aid, Grace Chocolates (supports women in the justice system), LGBT Youth Scotland, Equality Network Scotland

- Secondary schools, Forth Valley College and Univeristy of Stirling student groups, and youth club participants.

- Third sector interfaces (Clackmannanshire and Stirling) - Third sector forums - Advocacy organisations - Developing the Young Workforce (DYW)

67

Next steps

To support the Project Leads with the identification of stakeholders who could support the development of targeted programmes linked to specific CRD projects. To work with Project Leads to assure benefits realisation at a Project Level is planned for and works to identify equality objectives / outcomes that could be suitable for their project. To establish reporting process that enable Joint Committee to monitor the impact of the Deal across the protected groups and 20% most deprived communities (Deal Level and Project Level).

68

Equality and Fairer Scotland Impact Assessment - Decision

Evidence findings

As noted

Details of engagement undertaken and feedback received

To support the development of the Benefits Realisation Plan the following organisations were engaged with to ensure synergies and learn from existing regional equalities strategies;

- Forth Valley College - Construction Industry Training Board (CITB) - Scottish Enterprise - Skills Development Scotland - Stirlingshire Voluntary Enterprise (Third Sector Interface) - Clackmannanshire Third Sector Interface - Stirling University Developing the Young Workforce - Stirling Council - Clackmannanshire Council - Scottish Government – Equalities lead for City Region and Growth Deals.

The BRP has been endorsed by both Scottish and UK Governments.

Decision/recommendation

Having considered the potential or actual impacts of this policy, the following decision/ recommendation is made: Tick Option 1: No major change

The assessment demonstrates that the policy is robust. The evidence shows no potential for unlawful discrimination and that all opportunities have been taken to advance equality of opportunity and foster good relations, subject to continuing monitoring and review.

Option 2: Adjust the policy – this involves taking steps to remove any barriers, to better advance equality or to foster good relations. It may be possible to remove or change the aspect of the policy that creates any negative or unwanted impact, or to introduce additional measures to reduce or mitigate any potential negative impact.

Option 3: Continue the policy – this means adopting or continuing with the policy, despite the potential for adverse impact. The justification should clearly set out how this decision is compatible with the Council’s obligations under the duty.

Option 4: Stop and remove the policy – if there are adverse effects that are not justified and cannot be mitigated, consideration should be given to stopping the policy altogether. If a policy leads to unlawful discrimination it should be removed or changed.

Justification for decision

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APPROVAL

NAME DESIGNATION DATE

notice of meeting & agenda · notice of meeting & agenda . 2 stirling &...

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