iv A general lack of skills in procurement and programme management across the public sector constrains capacity in BSF. PfS currently helps improve skills levels on an ad hoc basis.
Skilled resources, which are in short supply in the public sector, are required if the complex BSF model is to deliver the desired benefits. PfS should establish a strategy to increase the skills available to BSF. This strategy could include (i) the provision of training (potentially through contractors); (ii) shifting the balance of its own recruitment by taking on more junior staff and training them with a view to movement into Local Authorities; and (iii) facilitating the secondment and placement of skilled individuals between Local Authorities.
v Many Local Authorities remain to be convinced of the benefit of the LEP approach. Poor planning for how to manage contracts during their procurement and difficulty in establishing effective working arrangements and relationships have slowed the speed at which the first LEPs are delivering their next phase of schools.
The Department and PfS should obtain buy in from Local Authorities for the agreed procurement approach. The Department should encourage PfS and BSFI to work jointly to promote the effective operation of LEPs and help Local Authorities manage the transition from the procurement to the operation of the contracts and the ongoing contractual arrangements. PfS should satisfy itself that all deals have arrangements in place for the effective management of contracts before approval of their Final Business Case.
vi Monitoring of whether local and national objectives are being achieved is unsystematic, and plans for achieving them lack detail.
The Department and PfS should:
a require Local Authorities to introduce a consistent system to record and monitor the full list of benefits desired for each BSF school and project, keep that system up to date and use it to track and help realise these benefits.
b provide support to Local Authorities and schools in realising these benefits through, for example, developing the existing guidance on change management plans to include monitoring of who is responsible for achieving each benefit, how it will be measured, how it will be achieved, progress towards achieving it, and when it is achieved.
c review the achievement of the benefits in one and three year post occupancy reviews.