To ask the Scottish Government what the reasons are for reported delays in projects due to proceed in 2012-13 through the non-profit distribution programme, broken down by project.
The Non-Profit Distributing (NPD) programme was announced in November 2010, as part of the Spending Review 2010. It was a response to the reduction in traditional capital Departmental Expenditure Limits (DEL) originally set at 36% in real terms over the four years of the UK Spending Review. NPD provides an alternative way of financing projects through future revenue rather than current capital, and meant that projects could continue to be developed, rather than be delayed until future capital DEL became available.
A high level estimate of the profile of capital investment through the NPD programme was provided to the Finance committee in January 2011, noting that individual procuring authorities would control actual project timescales and profiles. A similar profile was included in a graph within the Draft Budget 2012-13, based on an update of these early estimates undertaken by the Scottish Futures Trust. Since those estimates were prepared, significant work has been undertaken with the many procuring authorities involved to develop each project, and the updated profile of capital investment included in a graph within the Draft Budget 2013-14, reflects this more detailed level of scrutiny and planning.
The NPD programme includes around 50 large, complex projects which are being procured by more than 30 different procuring authorities. For many of the procuring authorities, this will be a new form of procurement.
Upfront preparation will deliver better value for money. Infrastructure UK’s ‘Cost Review’ in 2010 identified that higher costs in UK infrastructure projects are mainly generated in the early project formulation and pre-construction phases and noted contributing factors included: stop-start investment programmes and the lack of a visible and continuous pipeline of forward work; and starting projects before the design is sufficiently complete.
The reasons for changes in timings which have occurred for 2012-13 are included in the following table.
Project | Reason for change in timing for 2012-13 |
Borders Rail | A decision was taken to deliver the project through Network Rail’s Regulatory Asset Base (RAB) rather than Non-Profit Distributing (announced 29 September 2011, after Draft Budget was published). |
M8,M73,M74 | Decision to de-risk the project and deliver utilities first, financed through capital funding separately from the main NPD contract. |
Colleges | Colleges awaited the outcome of Spending Review 2011, which provided clarity over the availability of enabling funds, prior to going to the market. Staggering the timing of procurement of the three colleges reflected detailed readiness and avoided them competing with each other in the market. The colleges are all in procurement, and are expected to move into construction in 2013-14. |
Schools | The early estimate was based on a simple equal apportionment of the investment between financial years based on an assumption that progress on the ten projects announced initially could be accelerated given NPD funding availability. Project specific issues including decisions on scope, new-build versus refurbishment, site issues and public consultation by local authorities has meant that in general projects have not been able to accelerate to meet funding availability. The 19 projects in Phase 3 of the programme were finalised in September 2012, and planning is now underway to establish detailed delivery timescales for these projects. The overall Scotland’s Schools for the Future Programme has already delivered, with six schools already completed, nine currently under construction and a further 52 in the pipeline. This is 12 more schools than originally planned. |
Hub – Community Health | Projects procured through hub have been phased in line with the hub territory partner procurements with many individual projects having detailed scope and site issues remaining to be resolved by procurers. In addition, many of these community health projects are now being configured to deliver a range of integrated services across different public sector bodies, such as health and social care, and developing this more complex scope of projects has taken time. |
Project | Reason for change in timing for 2013-14 |
Health Non-Profit Distributing Projects | Decision not to commence procurement of the Royal Hospital for Sick Children on the site of the Edinburgh Royal Infirmary (ERI) until extensive negotiation of site issues relating to the existing ERI PFI project was concluded. Resolution of this issue was required to create a deliverable project and avoid the potential for future disputes with the banks, significantly de-risking the procurement period and making the project more attractive to a competitive market. Project preparation of other complex acute health projects has taken longer than originally anticipated. |
Aberdeen Western Peripheral Route | RoadSense decision to appeal to Supreme Court taken in April 2012 leading to final conclusion of legal challenge in October 2012 |
We have recently published on the Scottish Government website a more detailed project pipeline that provides information on current expectations for timescales for delivery of a wide range of SG supported infrastructure projects, including those being delivered through NPD and hub.