Objectives

The business objectives of hubco have been broken down into the following categories with each considered below in greater detail:

  • Strategic Business Objectives
  • Specific Business Objectives
  • Management & Operational Objectives
  • Engagement with Participants

Strategic Business Objectives

hubco has set a number of strategic business objectives. These are classified as short term, to be delivered within 12 months and longer term which are to be considered ongoing strategic aims.

Under each of the short term and ongoing sections ‘SMART’ objectives have been set which are intended to enable the Shareholders, Board of Directors and Executive Management Team to evaluate and report on the performance of hubco strategically and operationally.

It is intended that hubco’s performance against these objectives and the Key Performance Indicators agreed under the TPA (Territory Partnering Agreement) and from time to time will enable hubco and its Stakeholders to manage the strategic direction of hubco as well as to set meaningful objectives for the future. This will assist hubco in developing its business and its partnership with the Participants on a regional and local community stakeholder level from the public, private and third sectors. Key objectives include:

  1. hubco will realise the benefits to the Participants of the hub programme including:
    1. procurement cost savings;
    2. efficiencies through supply chain management and continuous improvement; and
    3. economies of scale through joint public service delivery.
  2. hubco will be set up to be a fast, efficient, flexible and enduring procurement vehicle for delivering a range of community infrastructure projects and services.

In reporting on the development of the partnership, hubco and the Stakeholders acknowledge that a key aim of hubco and Participants is delivering a deep rooted, multi‐faceted partnership. Consequently, hubco will report its performance on partnership working in an effort to strengthen the partnership as hubco matures. This will ensure that the strategic direction of hubco and Participants are aligned to further strengthen and develop the partnership.

Specific Business Objectives

hubco has set specific business objectives which align with the ethos and aims of the TPA and the wider aspirations of each of the Participant’s Single Outcome Agreements and Local Plans, with these objectives where possible being reflected in agreed KPIs. Key targets are to ensure that:

  1. The procurement framework accords with Scottish Government objectives with regard to delivering Best Value, driving forward increased efficiency in the delivery of public services and improved outcomes in local communities.
  2. Quicker, easier and lower‐cost procurement will emerge through partnering arrangements and standardised processes and documentation.
  3. Flexibility is maintained resulting from primary and community care providers (e.g. GPs) not being tied into long‐term leases or occupation of unsuitable facilities, a mixed economy of procurements is promoted (e.g. conventional or private finance) and the potential for capital recycling.
  4. hubco together with the Programme Director and the SFT provides enhanced central support through expert procurement staff and enabling funding for project preparation and site acquisitions.
  5. Local stakeholders will be party to the governance arrangements of the local hubco through their shareholding in hubco and representation on hubco’s Board of Directors.
  6. The relationship with Amber Blue will bring access to private sector skills; the long‐term commitment of a private sector development partner to the hub territory will help foster better understanding of the public sector clients’ requirements and priorities, generate efficiencies through the use of integrated supply chains, allow lessons to be learned project by project and bring access to additional investment and capital.
  7. The Participants can take a financial stake in the projects that hubco delivers.
  8. The risks of property ownership and maintenance can be moved away from the Participants, allowing them to focus on service‐delivery issues.
  9. The processes and payment mechanism arrangements around hub align to planning for financial consequences, including planned maintenance of investment over the life of a project.

Engagement with Participants

The hubco team and the Territory Team will work together with the Participants in order to streamline the existing consultation and engagement structures and processes and to implement the Stakeholder Engagement Plan.

In addition the Commercial Manager will meet with participants at a project level in delivering the Stage 1 and Stage 2 sign off on all New Projects.

A holistic Community Benefit Realisation approach has been developed that is focused on genuinely making a difference to the outcomes experienced by the Participants, their customers, the wider communities they serve and the long term economic interests of their area.

hubco will understand each Participant, their projects and their local communities in a focused way to ensure the benefits targeted are appropriate to the challenges each area faces. Our proposed Community Benefit Realisation approach will consider benefit through a three tiered approach ‐ local project, regional and Territory.

hubco will work with all of the Territory Participants and other relevant stakeholder groups to ensure that strategic thinking and development across groups will deliver future projects that address the Territories objectives and populate the pipeline in years to come.