Carnfunnock Levelling Up Bid Applications - page 2

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Describe how the economic benefits have been estimated

The Value for Money Assessment is included.

The view taken is that the appropriate measure is in respect of Wellbeing.

The proposal offers additional, more accessible opportunities for engagement in physical activity and cultural activities which will have positive benefits in terms of better personal wellbeing outcomes for those accessing the facilities.

HMT (as of July 2021) have supplementary guidance that helps put a value on wellbeing, which notes:

“Business cases prepared by public bodies can assess potential social impacts through a formula appraising predicted improvements to wellbeing on a scale of 1 to 10. A single point increase in wellbeing for one person over a year would equate to a £13,000 boost in monetary terms.

HMT note that the important factors that are linked with changes in wellbeing, relevant to this project, include:

Mental health: an individual’s physical and mental health is consistently recognised in research as an important component of their wellbeing.

What people do: including engagement in sporting activities, and can include wellbeing from the physical and social aspects, i.e. spending more time socially at outdoor activities.

HMT note that wellbeing evidence has shown that improvements in people’s sense of wellbeing can improve health, productivity and pro-social behaviours. This means that policies with an impact on wellbeing may not only have impacts on how individuals feel, or the functioning or communities, but also have an effect on among other things the productivity of these individuals, or the readiness for communities to provide voluntary support for others.

The resulting change in life satisfaction can be converted to a monetary value by multiplying by £13,000 [Low: £10,000, High £16,000]. This is the recommended standard value of one wellbeing adjusted life year – a one-point change in life satisfaction for one year - a ‘WELLBY’ - in 2019 prices and values.

It is assumed that there are an additional 208,000 visitors per year. I.e. visitors numbers increasing from 192,000 to 400,000, of whom 15,000 are unique (i.e. visitors average 14 times a year). It is assumed that deadweight and displacement equates to 93.3% - i.e. 93.3% are already benefitting, Hence the number of beneficiaries a year is estimated at 1,400. It is assumed that the project delivers on an improvement in wellbeing of 0.035 points of life satisfaction (on a 0-10 scale) for 1,400 participants, i.e. £455 times 1,400 per year.

These are best estimates of the MEABC team and reflects usage, benchmarks, levels of deprivation and potential impact of the redevelopment.

The hypothesised improvement in well-being of being 0.035 is likely to be achievable and prudent for the following reasons:

Larne has pockets of deprivation.
The Council will target its marketing of the facilities at those individuals and groups with poorer health outcomes, working closely with community organisations and others to encourage greater participation in physical activity.
To confirm the achievement of the causal factors in relation to well-being the Council will commission a bespoke study to inform the robustness of the estimate.

The estimated Social Value from Construction has not been taken into account (as per guidance).

In the Belfast Region City Deals, DfE advised that for each £1m of spend, this would result in 7 additional jobs. Total potential jobs are therefore circa 47 construction job years.

Provide a summary of the overall Value for Money of the proposal

Annual improvement in wellbeing (before discounting): £637,000.00 pa
Wellbeing Benefits to 2051/52 before discounting: £17,199,000
Wellbeing Benefits to 2051/52 after discounting: £13,644,662

BCR Calculation:
Present Value Benefits (net): £13,644,662
Deduct Private sector funding: £0
Benefits net of Private sector costs: £13,644,662
Present Value Costs: £6,689,224
Net present Public Value: £6,955,438

Initial Benefit Cost Ratio 2.04: 1

Value for Money statement

The estimated value for money of this policy is High with the 'initial' BCR of 2.04:1:1indicating there is £2.04 worth of benefits per £1 of net public expenditure. The benefits of this policy are increased wellbeing (equal to £13.6m discounted) . The cost of the policy is the grant of £6.1m. There are significant non-monetised impacts estimated for this policy, including increased participation in physical activity, including by hard to reach groups, and positive benefits of physical and social/cultural engagement on health, wellbeing, productivity and employment.

Have you estimated a Benefit Cost Ratio (BCR)?

Yes

Estimated Benefit Cost Ratios
Initial BCR

2.04

Describe the non-monetised impacts the bid will have and provide a summary of how these have been assessed

There are significant non monetised costs:

Levelling up
Opportunity to widen participation in outdoor activity in Larne, providing safe, accessible public realm and parklands capable of delivering against a range of activities including outdoor recreational pursuits and outdoor events and attracting new participants and all abilities.

Civic pride and overcoming barriers
Regeneration of an underutilized assets in Larne, providing high quality park facilities for the public and visitors as a place for the them to meet and play, with regeneration resulting in benefits including a enhanced vibrant location linking to the town centre, increased community engagement.

A reinvigorated parkland at Carnfunnock incorporating accessible, must-see community-focused visitor attractions, will make the town an appealing visitor destination and ensure civic pride. Larne is seen as a drive through town at present and creating a facility that will increase dwell time and spend will be of immense benefit.

Community cohesion
MEABC has a population which is Predominantly Protestant. There are tensions in all regions in NI, particularly in Larne with the impact of Brexit / NI Protocol and P&O Ferries being evident and resulted in unrest, protests and threats. The enhanced shared space at Carnfunnock will creates a venue for residents to come together and enjoy cultural/leisure events within a social and community infrastructure.

New repurposed attraction –all season, family fun, with mental health benefits acting as a deterrent to challenges from Covid, EU Exit tensions

Addresses the Gaps in the investments to date at Carnfunnock Country Park and acts as an Incentive to

Private sector investment

The opportunity to introduce significant improvements to the infrastructure of Larne and regeneration of its assets may act as an incentive to private sector investment and encourage higher footfall and spend in Larne.

Community benefits
The pump park will be the first of its kind in the MEABC area. This will provide a much needed leisure activity for teenagers and will enhance the tourist provision in the region. The new pathways, viewing platforms and visitor amenities will create an area of reflection to all of the community, but will be particularly adapted to ensure that it addresses the sensory needs of those with autism, in keeping with the Council’s position as a Champion of Autism.

Environmental
Carbon savings with increased sustainable building practices & additional cycle/pedestrian routes will be realised with the new investment at Carnfunnock.

Provide an assessment of the risks and uncertainties that could affect the overall Value for Money of the bid

The most significant risks and mitigation measures that may impact the VfM are;

Sensitivity 1: Increased Capital costs – the costs have been prepared by MEABC Capital Team. A sensitivity has been performed on the basis of a 20% increase

Sensitivity 2: Reduced Wellbeing benefits – the assumptions tested are based on a 20% reduction in beneficiaries and benefit

The impact on BCR are:
Base case - 2.04:1
Sensitivity 1 - 1.70:1
Sensitivity 2 - 1.63: 1

With regards to switching, capital costs would have to increase by 204% and benefits fall by 49% to arrive at a 1:1 BCR.

Confirm the value of the capital grant you are requesting from LUF

Value of capital grant

£610,0018

Where match funding is still to be secured please set out details below

Match funding will be allocated out of the Councils capital budgets.

Land contribution

If you are intending to make a land contribution (via the use of existing owned land), provide further details below

The Council own the land in which Carnfunnock Country Park is located.

Confirm if your budget includes unrecoverable VAT costs and describe what these are, providing further details below

The council can reclaim any VAT incurred and therefore there is no unrecovered VAT costs.

Describe what benchmarking or research activity you have undertaken to help you determine the costs you have proposed in your budget

Capital Cost Pricing:

Benchmarks
Capital cost estimates benchmarked on similar Public Realm schemes undertaken in Northern Ireland.

These include:
Portrush Public Realm: Replacement of surfacing with natural stone kerbs/paving, new street furniture and street tree / herbaceous planting (£6.5m)

Provide information on margins and contingencies that have been allowed for and the rationale behind them

The project is currently at RIBA Stage 0.

Despite this being a standard project, further design is required to deliver the project to tender stage and therefore we have included allowances for Design Development at 10%. This Design Development allowance shall be used to cover the natural progression of design where more detail is provided to the Cost Consultant over time. As more design detail becomes available at each RIBA stage, it is expected that the base cost estimate will increase as specific materials and specifications are confirmed.

Construction Contingency has also been allowed for to account for costs associated with design changes post-contract, delays or unknown events which occur during the construction period. This contingency is in line with contingency allowances from previous projects of a similar scale and complexity. This contingency will be expended through Compensation Events under the NEC contract with acceptance from the NEC PM. MEABC will hold a further Client contingency in the event that the Construction Contingency is insufficient.

Optimism bias (OB) has been determined for the programme as follows, based on Section 2.6.15 of the Northern Ireland Guide to Expenditure Appraisal and Evaluation, and the Department of Finance Optimism Bias Calculator for Building Projects. These have been reviewed to take account of risk mitigation as the OBC has progressed and the extent to which costs estimates are at upper levels:

Optimism Bias
Civil Works OB rate

Standard – Public realm etc (shown at Design Development is 10% and OB is 8%). 18%

Design Development contingency set at 10% Construction Contingency set at 8%

In addition to the contingency, MEABC have included, as standard in all construction contracts 5% retention. The purpose of this is to ensure that the Contractor properly completes the works as per the scope and specifications. This retention will be released in stages with all retention released following the end of the Defects Period under the NEC Contract.

Describe the main financial risks and how they will be mitigated

The project is currently at RIBA Stage 0.
Despite this being a standard project, further design is required to deliver the project to tender stage and therefore we have included allowances for Design Development at 10%. This Design Development allowance shall be used to cover the natural progression of design where more detail is provided to the Cost Consultant over time. As more design detail becomes available at each RIBA stage, it is expected that the base cost estimate will increase as specific materials and specifications are confirmed.

Optimism Bias
Standard – Public realm etc (shown at Design Development is 10% and OB is 8%). 18%

Design Development contingency set at 10%
Construction Contingency set at 8%

Inflation has been provided for at 8.94%

If you are intending to award a share of your LUF grant to a partner via a contract or sub-grant, please advise below

N/A

What legal / governance structure do you intend to put in place with any bid partners who have a financial interest in the project?

No bid partners.

Stakeholders are working in partnership to maximise social value benefits for the surrounding community, aligned to three key themes of

Jobs and Economic Growth;
Health, wellbeing and the environment; and
Strength of community.

Carnfunnock’s Wider Programme Board is as follows:
Organisation Organisational Position Role
MEABC Director of Communities SRO
MEABC Head of Planning Senior Planning Advisor
MEABC Head of Capital Works Head of Project Delivery
MEABC Capital Works Manager Project Manager
MEABC Project Development Officer Project Officer
MEABC Regeneration Manager Project Officer
MEABC Principle Parks Officer Senior Client Liaison
MEABC Head of Digital Innovation
& Procurement Senior Procurement Manager
MEABC Procurement Officer Procurement Officer
MEABC Procurement Officer Procurement Officer
MEABC Head of Finance Senior Finance Manager
MEABC Senior Legal Senior Legal Manager

Summarise your commercial structure, risk allocation and procurement strategy which sets out the rationale for the strategy selected and other options considered and discounted

Commercial Structure
The European public contracts directive (2014/24/EU) applies to public authorities including, amongst others, government departments, local authorities and NHS Authorities and Trusts. The directives set out detailed procedures for the award of contracts whose value equals or exceeds specific thresholds. Thresholds are net of VAT and are reviewed annually. The MEABC strategy is based on current procedure and guidance from Construction & Procurement Delivery (CPD).
MEABC is a public body and therefore bound by the Public Contracts Regulations 2015.

Given the nature, complexity and value of the project, MEABC have opted to run the procurement process within the recognised framework of both NIPPP and the Regulations to ensure legal compliance, best practice and minimise the risk of challenge from potential bidders.

Risk Allocation

In assessing risk, MEABC are aware that all projects carry both risk and opportunity. In developing the procurement strategy MEABC have sought to allocate risks to those best placed to mitigate those risks. This will be carried out in conjunction with MEABC’s legal advisors and Design Team once appointed, standard CPD Z clauses have been developed that recognise recent changes in market conditions as a result of the Covid pandemic and Brexit.

Procurement Strategy

The proposal is to procure under multiple contracts.

In conjunction with their consultant team, MEABC will develop a procurement strategy that ensures quality and robustness of specialist components included within the project. The strategy will be developed in a series of workshops with a key requirement of the procurement being that the strategy is NIPPP and Public Contract Regulations 2015 compliant.

Due to the timescales and specialist nature of the construction and with the associated constraints, the Procedure for this procurement process should be the Restricted Procedure (Regulation 28 of the Public Contracts Regulations 2015). This has been chosen to restrict the number to be invited to tender to a limited number based upon an evaluation of the pre-qualification information submitted by Economic Operator applicants. This ensures that only experienced contractors are considered for submitting proposals/ costs.

An open procedure has not been chosen as many suppliers may exist in the market (throughout Europe) and it is not feasible to issue Invitation to Tenders to each. The open procedure is more suited when there are a small number of suppliers expected to request an ITT.

In accordance with Northern Ireland Public Procurement Policy the NEC Engineering and Construction Contract (ECC) has been chosen. It should be noted that although the NEC3 is the current industry standard, the NEC4 is replacing the NEC3 in many government projects and it is anticipated by the time this project is procured that the NEC4 will be the industry standard.

The contract comes with various options related to payment mechanisms including:

Option A – Priced Contract with Activity Schedule
Option B – Priced Contract with Bill of Quantities
Option C – Target Contract with Activity Schedule
Option D – Target Contract with Bill of Quantities
Option E – Cost Reimbursable Contract
Option F – Management Contract.

The Main Option A Contract has been chosen for the following reasons:

Increased Cost Certainty - A key objective of this project is cost certainty as without this the project may fail. As such Option A was chosen as this offers the best prospect for price certainty. This contract offers the least risk to the Employer in relation to price;
Scope/Specification – the scope of services will be clearly defined allowing a Contractor to provide a lump sum price. The risk and reward lies with the Contractor as long as the scope is clearly defined by the project team and Employer changes are limited;
Cash flow – Under Option A payment to the Contractor for work under an activity only becomes due when the whole of the activity is completion. There is no provision for part payment. As the Contractor has to provide his activity schedule at tender stage the payment stages are clearly visible to all parties.

In summary exceeding the budget is considered to be a significant risk to the project and therefore Main Option A is the most suitable to mitigate this. Additional clauses (Z clauses) will be added to the Main Option A contract in keeping with CPD recommendations for government contracts.
Option A is effectively a stage payment contract and as payment is linked to completion of activities, the Contractor must plan and carry out his work effectively with the cash flow requirements for both parties being clearly visible.
Specific terms will form part of the negotiation however, the guiding principle will be to ensure that the payments are staged and a retention is built in to ensure delivery of the project to the required standard:

Expected contract content and procurement routes for capital investment
Sub Project Aspect Description Contract Type ITT Price/Quality Ratio Procurement Routes
1 Capital works Carnfunnock Teen space, visitor centre, amenity upgrades, park upgrades NEC4 Engineering and Construction Contract 70/30 MEABC: use of specialist procurement advice

The following will be considered:

Local spend on projects, reporting on spend within 20 miles of commissions - our target is 45% of the commission value to be within that 20 miles
Small and Medium (SME) spend, targeting greater engagement of SME’s in our supply chain - our target is 85% of spend with our supplier chain to be SME suppliers
Fair payment, ensuring we pay our supply chain within 19 days of receipt of invoices - our target is 100% of our invoices to be paid within 19 days

Further to this, MEABC will follow the below themes to promote Social Value in design, construction and operation:

Employment & Skills

Create employment, re-training and other return to work opportunities for those furthest from the labour market
Create employment opportunities particularly for those who face barriers to employment and/or who are located in deprived areas.
Create employment and training opportunities in industries with known skills shortages or in high growth sectors.
Support educational attainment in the workforce, including training schemes that address skills gaps and result in recognised qualifications.
increase the representation of disabled people in the contract workforce.
support disabled people to develop new skills and recognised qualifications.
Create opportunities for entrepreneurship and help new, small organisations to grow, supporting economic growth and business creation.
Support in-work progression to help people, including those from disadvantaged or minority groups, to move into higher paid work by developing new skills.

Delivering Zero Carbon

Deliver additional environmental benefits in the performance of the contract including working towards net zero greenhouse gas emissions.
Contract specifications that support environmental protection and improvement.
Supply chains that minimise carbon footprint and emissions.
Companies employ low or zero-carbon practices and/or materials.
Assessing and minimising embodied carbon.

Specific elements of the design aim to help the delivery of Zero Carbon including:

Installation of a Glulam Pedestrian/Cycle Bridge instead of traditional more carbon intensive steel or reinforced concrete alternatives
Incorporation of increased sustainable travel with provisions for increased bus and cycle opportunities

As part of the MEABC CCP vision, the council held SMART district workshops with both internal project stakeholders but also local council members and also wider interest groups. As a result of a set of SMART deliverables have been incorporated as part of CCP LUF Bid. The objectives of these SMART features are to gather data to increase efficiency, utilise use of spaces and optimise facility performance, these objectives combine to help foster a sustainable data-led site.

The Employer/Client brief and requirements will be clearly defined within the Scope and reinforced during the procurement process by tailoring tender criteria to reward tenderers who demonstrate a clear understanding of the scope.

Who will lead on the procurement and contractor management on this bid and explain what expertise and skills do they have in managing procurements and contracts of this nature?

MEABC has not yet appointed an ICT but plans to in order to progress the project.

Are you intending to outsource or sub-contract any other work on this bid to third parties?

MEABC will seek appoint an Integrated Consultancy Team (ICT) to design, manage the procurement and construction. This will be completed under a competitive public tendering process.

The consultant procurement documents will be based on NEC4 Professional Services Contract (PSC), this will include assessment of quality and price to ensure the successful supplier has both the relevant skills and expertise to complete.

This process will ensure the team have the necessary skills, experience, and capabilities to support successful project delivery through all key stages of the project, with sufficient staff to address any capacity or capability gaps.

The following further appointments will be required in order to progress the specific tasks as the project progresses.

Planning Consultant – Planning Application
Site Supervisor – Construction
Clerk of Works – Construction

In line with Department of Finance Northern Ireland, MEABC will undertake a measure of consultant’s key performance indicators (KPI’s) at the end of each RIBA Stage. The measure which MEABC will score out of 10 will include:

Overall Client Satisfaction
Value for Money
Quality of Service
Timely Delivery
Health and Safety
Sustainability

The consultant acknowledges that any breach by any Consultant of any Key Performance Indicators shall be a material breach of the Agreement.

How will you engage with key suppliers to effectively manage their contracts so that they deliver your desired outcomes

Once the ICT is appointed, it is envisaged that this will include project specific sub-consultancy agreements for all parties which specifically outline the Scope of Services required for each discipline.

The Contractor who will be appointed under an NEC4 Engineering Construction Contract Option A with Activity Schedule. Again only once defined activities on the Activity Schedule are 100% complete can the Contractor include the value of the activity in their valuation.

Prior to appointment by the ICT team, all suppliers/sub-consultants must be approved by the Central Framework Team at ICT.

Further checks will be undertaken

Signed Health and Safety Policy Statement
Approval of H+S Arrangements
Confirmation of SSIP Certificate
Review of CreditSafe / Credit Score Report
Confirmation of Company Registration
Check for County Court Judgements
Disclosure & Barring Services
Review of Modern Slavery Policy to ensure compliance with Modern Slavery Act 2015
Review of Anti-Bribery Policy, Equal Opportunities and Diversity Policy, CSR Policy
Copy of correct Employer’s Liability Insurance
Copy of correct Public Liability Insurance
Copy of correct Professional Indemnity Insurance
Copy of Certification for ISO9001, ISO45001, ISO1400
Copy of Construction Line Certificate
Decelerations
Confirmation of References from previous Clients

Regarding the later appointment of the Contractor, the ITT process will carry out the required due diligence in terms of running a credit check of any potential tenderers in order to avoid a situation where a supplier goes out of business during the construction phase, therefore affecting cost certainty of the project. Other compliance checks including Construction Line Certificates, ISO Certificates and insurances will be undertaken along with requests for proof of either a Parent Company Guarantee or Retention bond.

Following the successful compliance checking and the appointment of a Contractor, 5% retention will be withheld from the Contractor under Clause X16 of the NEC4 contract. This will provide further incentive for the Contractor to complete the works to a high quality of workmanship in order to receive this retention at the end of the Defects Period.

To further support the ICT, MEABC will appoint a NEC Site Supervisor and Clerk of Works during the construction period to ensure the Contractor employs the highest level of workmanship and site best practices. This will provide confidence that the quality design completed by the ICT and accepted by MEABC is carried through into construction.

Set out how you plan to deliver the bid

Programme

A detailed programme is appended to this application that details key tasks, periods and interdependencies with key milestones and governance arrangements including those items on the critical path. The project follows a Mater Design & Construction Programme developed on MS Project which is resource loaded and includes ‘Client Review & Signoff’ periods at the end of each RIBA Stage.

The programme will be a live document and will be regularly updated to reflect the current position of the project. During design, the programme is used similarly to construction where planned vs actual are compared at regular intervals to ensure that progress is being made according to the programme.

Roles and Responsibilities

The project is strategically managed by the St Patrick’s Project Board that consists of Officers drawn from across the MEABC’s Corporate Management and Heads of Service level including other stakeholders including the Department for Communities, Department for Infrastructure, Radius Housing, Northern Regional College and the Police Service of Northern Ireland. The Board is supported by the MEABC Programme Manager and Capital Projects Manager who are responsible for the day-to-day management and delivery of the project. The Board report to Full Council via the Chief Executive and Director of development ensuring due diligence and corporate governance of the project.

MEABC will appoint Integrated Consultant Team (ICT). This appointment will include professional services including Project Management, Cost Management, Principal Designer, Architecture, Landscape Architecture, M+E Engineering & C+S Engineering of which the main responsibilities are outlined below:

Project Manager

The Project Manager responsible for managing the ensuing works contract, within the ICT. The Project Manager shall be required to manage the ICT by way of regular progress meetings, effective reporting arrangements and to co-ordinate the input of all ICT members, including any specialists, to achieve an effective service to the Employer. The Project Manager shall represent the ICT to the Employer and act as a single point of contact between the Employer and the ICT. The Project Manager will be expected to meet with the Employer on at least a monthly basis (more frequent when required) throughout the duration of the project, and will be expected to arrange the attendance of the key disciplines above, as required, to these meetings. In addition, the Project Manager will be expected to prepare a monthly progress report and bi-monthly Project board progress reports. The ICT’s Tender will be expected to include for attendance by the Project Manager at the bi-monthly Board meetings to update the Board members on the progress of the project.

Cost Manager

The Quantity Surveyor shall be required to provide professional input into the cost planning, cost forecasting and cost management of the Public Realm/environmental improvement scheme

NEC Supervisor

The NEC Supervisor shall provide professional services from the pre-construction phase through to the end of the defects period (RIBA 3-7), inspecting and reporting upon the quality of the works, undertaking tests and advising the Project Manager on all site activities. The Project Manager will be responsible for reporting to the Employer on the findings of the Supervisor.

Architect

The Architect shall be required to provide professional Architectural input into the management, design and delivery of the clock tower sculpture as well as integration of the whole site including Office Accommodation, Innovation Centre and Leisure & Wellbeing Centre.

Landscape Architect

The Landscape Architect shall be required to provide professional Landscape Architect input into the management, design and delivery of the Public Realm/environmental improvement scheme.

Civil/Structural Engineer

The Civil/Structural Engineer shall be required to provide professional Civil/Structural Engineering input into the management, design and delivery of the Public Realm, Event Space, Sculpture and Bridge. Also, the named Civil Engineer is to be chartered and will be required to undertake joint inspections with the PM and DfI (Roads) to confirm that all material defects arising during the Defects Liability Period have been made good.

M+E Engineer

The M+E Engineer shall be required to provide professional Electrical/Mechanical Engineering input into the management, design, delivery and works supervision of the Public Realm, Event Space, Sculpture, Mobility Hub and Bridge, including external lighting and decorative lighting as required and diversion amendments to existing services where required. The M+E Engineer will be required to liaise with DfI Street Lighting throughout the project duration regarding statutory street lighting requirements.

Principal Designer

The Principal Designer shall be required to plan, manage, monitor and coordinate health and safety in the pre-construction phase, to comply with CDM (NI) 2016 regulations providing Principal Designer duties through (RIBA Stages 3 to 7).

Occupier Engagement

The proposed users of CCP have been consulted both as part of the wider stakeholder consultation process but also on an individual level to ensure that buy in has been achieved and their needs can be met in the regeneration project.

Stakeholder management

A comprehensive Stakeholder Management Strategy and Plan has been development and implemented.

In addition, the Main Contractor shall be required to be a member of the Considerate Constructors scheme and comply with the Code of Considerate Practice ensuring that during the construction stage local stakeholder’s needs are considered and influence the work of the Contractor.

Statutory Approvals

The project benefits from Outline Planning Permission
Full Planning permission is anticipated in Q4 2023.

Powers/Consents

Planning Permission – Planning Application to be submitted 3 2023

Demonstrate that some bid activity can be delivered in 2022-23

MEABC will appoint an Integrated Construction Team to manage the design, planning and construction subject to LUF approval.

Summary Schedule of Project Implementation

Communication Plan: Develop and implement communication plan with community and stakeholders

- Commenced and ongoing to 31 March 2023

Appointment of ICT: Development of Scope of Service and appointment of Integrated Consultant Team for duration of project implementation. Envisaged by January 2023

Planning approval envisaged by November 2023

(Note: Commencement of Works – March 2024. Therefore, Professional Fees will be the main source of expenditure for period ending March 2023. The breakdown of said fees across the project elements is as follows:

MEABC confirm that spend within financial year 2022/23 is achievable.

Risk Management: Set out your detailed risk assessment

Please refer to submitted Risk Register in Appendix 8. Finance/Funding

The construction of the Public Realm, Visitor Centre, Amenity Block and Pump Park are dependent in obtaining external funding. Failure of MEABC to secure external funding will act as a significant barrier to the development of this scheme. However, with the submission of this bid for Levelling Up Fund support, the scheme will progress with MEABC’s contribution.

Implementation

The primary objective of this step in the process is to ensure the planned risk responses are implemented within an agreed timeframe, their effectiveness monitored and corrective action taken where responses do not provide effective solutions. To ensure this is carried out efficiently, there will be a sole Risk Owner. This will be a named individual who is responsible for the management, monitoring and control of all aspects of a particular risk.

Communication
Risks will be regularly reported at Project Board Meetings.

Council’s Risk Management Framework
There are Risk Registers for each individual Project Board which are updated regularly and reported on quarterly by the SRO with oversight carried out by the Corporate Governance Team (CMT). These registers feed into the overall corporate risk projects, which is reviewed quarterly and presented to the Audit & Scrutiny Committee for review and update. The Risk Registers will be updated as the project progresses from construction and development phase through to operational phase.

Particular risks and their mitigation are:

Site location & characteristics: Extensive geotechnical investigations and detailed design at tender stage will reduce the impact of Cost Estimates at construction stage.

Design Development: Extensive stakeholder engagement with end users ensures the project is operationally efficient and meets users’ needs

Procurement: Pre-Qualification Questionnaires will be issued to the market for the tender opportunities. This will ensure that only suitable applicants will go forward into the ITT stage.

Contractor selection will be made on a quality / price basis to ensure that best value is being achieved.

Opportunity for challenge shall be limited through adherence to the Public Contract Regulation requirements, CPD directives and assessment protocols.

The implication of COVID 19 and BREXIT are now understood within the market.

Construction; Unforeseen conditions – Mitigated through the extensive geotechnical investigations Statutory Approvals –Planning Approval is envisaged Q4 2023.

Site supervision and quality controls will be instigated to ensure that quality is achieved at Completion.

During each stage of the project, the risk register has been priced to allow for an assessment of project contingency.

Subject to the nature of the specific risk the Senior Responsible Owner may decide to escalate the risk, its impact, costs to the CMT for review.

Provide details of your core project team and provide evidence of their track record and experience of delivering schemes of this nature

MEABC has extensive experience in delivering a wide range of capital projects and has in place a Capital Programme for managing schemes through all stages from initial inception (strategic outline case) to monitoring and evaluation including design, Statutory Approvals, procurement and construction.

MEABC has a team of staff dedicated to Capital Project delivery, led by the Head of Capital Works, who has a manager for a Capital Works Team (4 staff in team) and a manager for the Regeneration team (2 staff in team) plus 3 admin.

MEABC’s track record and past experience is evidenced through similar projects including;

The Braid, Ballymena (The Council Braid Civic building (7,500sqm) opened in 2010. This comprised both a refurbishment and a new build. The cost was £16.8M.

The Gobbins, Islandmagee (The restoration of The Gobbins in 2015 saw The Gobbins Coastal and Cliff Path Phase I project complete works that opened just over 1km of the cliff face coastal path and a similar cliff top path at a cost of £7.5m, including investment in a Visitor Centre).

Blackhead Coastal Path, Whitehead - The £3.5m project involved improvement works at four main areas along the coastal path from the Old Castle Road right up to the lighthouse including extensive rock armour protection, new steps and handrails and extensive scaling, fixing and netting of rocks. Completed 2020.

The Ecos centre, Ballymena (The environmental centre was built as a millennium project at a cost of £10m and is part of 220 acres of nature land, with total lettable space of 5,748 sq ft).

Sandy Bay Pavilion (£1.7M) – a 2 storey sports pavilion located on a complex split level site at Sandy Bay Playing Fields in Larne, Accommodation includes a multi-purpose space, kitchen, meeting space and toilets to the upper ground floor Co. Antrim. The lower ground floor contains 4 changing rooms including toilets and showers, as well as accessible changing, 1st aid room and referee changing. This project completed in June 2021

Kells Pavilion (£700K) – a single storey sports pavilion located in the village of Kells outside Ballymena. This project comprised of 2 no. 20 person changing rooms with showers, disabled toilet and shower, referee changing and first aid room. This project was completed April 2021.

Stakeholders are working in partnership to maximise social value benefits from the regeneration of the CCP site for the surrounding community, aligned to three key themes of

Jobs and Economic Growth;
Health, wellbeing and the environment; and
Strength of community.

Carnfunnock Country Parks Wider Programme Board has been appointed as noted above.

MEABC will appointed an Integrated Construction Team to manage the design, planning and construction.

Set out what governance procedures will be put in place to manage the grant and project

The Council’s Chief Finance Officer has confirmed that adequate assurance systems are in place.

The project will be managed and delivered in accordance with the MEABC Capital Governance model for investment decision making. Projects progress through the Capital Investment Programme Phases from inception to completion, and the decision making process relevant to each Phase. Phases includes;

Phase 0 – PIRSOC (Project Initiation Request & Strategic Outline Case). This stage is considered the first filtering process in terms of new capital projects. Projects should be strategically aligned with the Council’s Corporate Plan, Community Plan, Local Development Plan and any other relevant policies.

Phase 1 – Outline Business Case

Phase 2 - Full Business Case

Phase 3 – Implementation

Phase 4 – Monitoring and Evaluation

This project is included within the Council’s 5-year Capital Investment Programme. This 5 year programme has been scrutinised and agreed by Council and is subject to annual review.
Acknowledging the Council’s match funding.

Projects do not move onto the next stage without scrutiny through the Capital Governance structure. Various teams and committees are involved in the delivery, management and decision making process of projects within the Capital Investment Programme. These include a Capital Programme Office, Capital Programme Delivery Board, Corporate Management Team, Services Committees, Capital Projects Committee and Project Sponsoring Unit.

The governance model has regard to the Council’s Accounting Manual, Scheme(s) of Delegation, Financial Regulation Rules and Contract Procedure Rules and Standing Orders.

In addition, project boards are convened on a regular basis to discuss project progress including financial and programme, risks and mitigations, health checks, etc.

MEABC’s financial statements are prepared in line with the Code of Practice on Local Authority Accounting in the United Kingdom and the Department for Communities Accounts Direction, annual Circular LG 03/20. Council executes its responsibilities under Section 1 of the Local Government Finance Act (NI) 2011 and Regulation 7 of the Local Government (Accounts and Audit) Regulations (NI) 2015. The Chief Financial Officer executes their responsibilities under Regulation 8 of the Local Government (Accounts and Audit) Regulations (NI) 2015.

Council has an Annual Governance Statement in line with the principles of the CIPFA/SOLACE Framework Delivering Good Governance in Local Government. This statement explains how the

Council meets the requirements of Regulation 4 of the Local Government (Accounts and Audit) Regulations (N) 2015 in relation to the publication of a statement on internal control. The Project will be delivered under this corporate governance. There will be a dedicated cost centre established to control spend for which management accounts will be prepared and reported to Senior Management on a monthly basis; and corporate governance, assurance and internal audit will be overseen by the Council’s Assurance Section. The following policies will be in place:

-Raising Concerns, Counter Fraud and Anti Bribery
-Conflicts of Interest
-Gifts & Hospitality
-Risk Management
-Fraud, Corruptions & Anti Bribery

Mid and East Antrim Borough Council have a fraud policy. The Policy outlines the commitment Mid and East Antrim Borough Council places on the prevention and detection of fraud and irregularity, financial or otherwise.

Code of conduct setting standards for ethical and professional behaviour

Mid and East Antrim Borough Council employees must adhere to the Code of Conduct for Local Government Employees, as has been agreed by the Local Government Reform Joint Forum (LGRJF).

The Code was issued as a statutory recommendation by the Local Government Staff Commission under Article 35(1)(b) of the Local Government (Miscellaneous Provisions) (NI) Order 1992 and represents the minimum standards of behaviour expected from district council employees. The recommendation for adoption of this code by all councils and the Staff Commission has been in place since1 April 2015.

Cyber security, and data management

Mid and East Antrim Borough Council have an Information Communication Technology (ICT) Systems Acceptable Use Policy. This policy is an acceptable usage policy providing user guidance on how to ensure the availability, confidentiality and integrity of Mid and East Antrim Borough Council’s Information Communication Technology (ICT) systems.

Mid and East Antrim Borough Council also have a Network Security Policy. The protection of Mid and East Antrim Borough Council’s Computer network is of paramount importance to the organisation. All users are required to follow this policy and adopt its standards.

Council have an Internal Audit Plan which is approved by the Council’s Assurance, Audit & Risk Committee annually. All audit reports and governance documentation is reported to this Committee. In addition to the Annual Governance Statement, Council produce an Annual Code of Governance.

The Project’s dedicated Manager will be supported by a range of corporate support staff and services such as: Personnel, Strategic Finance, Internal Audit, Marketing, Health and Safety and Capital Accountant with oversight of major capital expenditure.

If applicable, explain how you will cover the operational costs for the day-to-day management of the new asset / facility once it is complete to ensure project benefits are realised

MEABC has historically been subsidising the cost of maintaining Carnfunnock Country Park and this will not change with post the LUF investment.

Operational costs
The operational costs of the upgraded assets at CCP include staff costs, energy costs and maintenance costs. These have been estimated by the MEABC based on existing operational costs the cost of similar facilities / amenities on other projects across Northern Ireland.

The Project Manager for MEABC schemes at CCP will oversee the planning and investment phase.

Operational Management of this CCP project will be the responsibility of the Parks & Open Spaces Manager (Development).
No additional staff are envisaged.

Minimal additional revenues anticipated from the investment with the exception of additional caravaners, the Council will absorb 100% of the cover the net operational costs for the day-to-day management of the enhanced asset / facility once it is complete to ensure project benefits are realised. The costs will form part of the Council’s annual Parks and Events budget.

Mid and East Antrim Borough Council, along with its key strategic partners, is aiming to deliver a high- quality regeneration scheme at the Carnfunnock Country Park in Larne.

The project aims to transform this area of Larne helping to create wider economic, environmental, social and cultural benefits across the Borough.

An Audience Development Plan has been developed and is included in Appendix 9. Its focus in particular on people with typically lower engagement levels, ie CCP is located in Carncastle Ward which ranks within the top 40% most deprived for access to services and within the top 15% most deprived for living conditions, in particular the outdoor physical environment.

Larne suffers from deprivation at multiple levels; within the vicinity of CCP, four SOA’s (Super Output Area) are in the top 25% most deprived areas. Of the 7 SOAs in the vicinity four scored poorly in term of employment and health deprivation and 3 scored poorly in terms of education skills/training, living environment and crime and disorder.

Set out proportionate plans for monitoring and evaluation Monitoring & Evaluation Plan

A highly detailed M&E Plan will be implemented.

Bid Level – The Objectives and Questions

This will be enhanced green space and there is baseline data. Counters are currently used at Carnfunnock Country Park (CCP) and the recorded figures for FY20 were 190,000. MEABC will continue to collate detailed data in relation to the number of people who use CCP for leisure and recreational activities. In addition, the Council collate management information on the users to the caravan park.

The proposed M&E will be based on SMART objectives and outputs focused on new visitors to the CCP site who attribute the investment to their visit, ie to the upgraded visitor centre, pump park, viewing platforms etc. It will also consider the impact on general physical and mental health and what improvement visitors consider they have benefitted from due to the investment.

Outline of Bid Level M&E Approach

There will be a multi-faceted approach to M&E to ensure information gathering is comprehensive, timely and accurate, that will include but not limited to physical counters, social media feedback, direct contact, usage analysis, customer questionnaires and focus groups.
Independent research will be commissioned to investigate the impact of usage and participation on customer confidence and their physical and mental wellbeing.

The areas for consideration:

Who will be responsible for monitoring and evaluation (the organisation, division, post); The primary responsibility for monitoring the progress of the Project will reside with the Project Manager who will report to the Project Management Board. As part of their overall responsibilities for project management, the Project Sponsor will be responsible for the ongoing monitoring of the project and for recording progress against the stated objectives, the business case assumptions and the implementation plan. It is envisaged that the Project Management Board, through the Project Manager, will be responsible for reporting performance against project objectives and targets.

What factors (e.g. costs, outputs, outcomes) will be monitored and evaluated, and how: The key factors to be monitored and evaluated are likely to include:

Progress against project plan / implementation plan Compliance with statutory obligations
Performance against objectives and benefits realisation plan, Realisation of outputs, outcomes and impacts
Sustainability of the proposal
All of the above indicators should be regularly reported to the Project Board within reporting processes.
The Project Manager will be responsible for ensuring that the key factors highlighted are evaluated on an ongoing basis.

What staff and other resources will be required;
The main requirement is in respect of monitoring progress against the above factors. This will be primarily undertaken by the Project Manager, with external support if required. Project Management Board/ Project SRO

Who needs to be consulted; Project Management Board, relevant stakeholders including visitors, community groups, citizens, funders, businesses: Project Management Board

Monitoring of the above factors (where these are the responsibility of the Council) should take place aligned with Project Management Board meetings in addition to day to day monitoring of progress. Project Evaluation will take place annually and will generally take format of a surveys, analysis of data (where available), data from foot counters along with stakeholder engagement.

How the results will be disseminated, including identification of the target audience. The results of monitoring activity will be disseminated to the Project Management Board, Partners and within the Council. It is envisaged that the Post Project Evaluation of the project, when finalised, will be published and hence available to all stakeholders.

The M&E information gathered will be considered by Council Officers on a weekly basis, Council Corporate Management Team (CMT) on a monthly basis and Council Members on a quarterly basis.

M&E analysis will also be guided by the need to highlight impact on the Council’s Corporate & Community Plan, DfC’s “Building Inclusive Communities Strategy and Sport and Physical Activity Strategy. and specifically the data required to underpin the Levelling Up Fund and its M&E requirements. Qualitative and quantitative data will be gathered on a quarterly basis linked to the developments outputs including age, gender, postcode analysis and overall visitor experience.

Overview of Key Metrics for M&E

The MEABC M&E Programme recognises the theory of change which underpins the rationale driving the investment in the CCP site, emphasising the huge potential to make positive interventions on the mental and physical wellbeing of the citizens of Larne. The development at CCP in Larne will deliver change at an individual, local and regional level and these changes will be developmental transitional and eventually transformational.

The M&E of the project will be overseen by a Project Management Board consisting of Senior Council Officers at Director level covering a range of specialist areas including project initiation and delivery, construction, operational management and financial planning.

Key Metrics or Key Performance Indicators (KPI’s) are as set out in the logic model that documents the theory of change to the proposed project as set out in Appendix 3:

Operational Management of this CCP project will be the responsibility of the Parks & Open Spaces Manager (Development).

Carnfunnock Country Park - Levelling Up Fund

Carnfunnock Country Park - Levelling Up Fund

Carnfunnock Levelling Up Bid Applications - page 2