Common use of Features Clause in Contracts

Features. A One Glasgow project has the following distinct features: • the programme or project requires the engagement of all of the Community Planning partners in the consideration of the issue for service redesign or system change • it affects large sections of Glasgow’s population, either directly or indirectly, and attracts large volumes of Glasgow’s total public service expenditure, shared by a range of partners • it delivers the priorities set out in the SOA • it has the potential to maintain or improve outcomes in the city while delivering services with fewer resources • a service area where the governance, financial and delivery landscape is complex and where reducing duplication and improving collaboration on the ground can be difficult to achieve • early evidence suggests the issue requires a whole systems change and improvement and there is evidence this can deliver benefits and be sustained • there is evidence of repeat presentations by individuals creating high cost service demand and/or failure demand where issues are dealt with at a crisis level rather than earlier • it accelerates the use of early intervention and prevention approaches to improve the outcomes for individuals and their families • the system change can go to scale across the city, being adapted to suit community needs, and to enhance the mix of service provision locally between agencies, the third sector, and the community; and • it is an area where increased service demand is anticipated and service redesign will result in cost avoidance while maintaining the service or improving outcomes Techniques and Processes One Glasgow project development and management is characterised by: • evidence gathering about current service user needs and demands across all partners, specifically a financial count where partners identify the cost of the current service or issue • a scoping workshop(s) with all partners represented at an appropriate senior level to consider the issue and agree it has potential to meet the programme criteria • a service map of the ‘as is’ processes and provision by partners and an initial ‘to be’ of the redesigned service to gauge the potential for system change • a proof of concept operational phase to test all new ways of working (Wave one) • a roll out and go to scale phase across the city (Wave two) one proof of concept is completed • all projects have to be capable of going to scale across the city (Wave one & two). There are no pilot projects as part of One Glasgow; and • the use of lean and whole systems methodology and techniques to reduce duplication and create a streamlined joined up service between parties Benefits and Redirecting Resources The One Glasgow Programme Board has agreed early principles to be adopted for benefit tracking and sharing and the redirection of resources from the programme. These are: • committed to the city’s best interests and governance, beyond the individual interests and responsibilities of our own organisations • focussed on the delivery of joint outcomes to be made clear and communicated as part of One Glasgow project plans or proposals • all Partners will commit resources to deliver One Glasgow • recognising the scale of need in Glasgow and the long term nature of the benefits we are aiming for. This means that joint improvement and the delivery of better outcomes for individuals does not always result in cashable savings. Cashability is not a key driver for Wave One of the programme • keeping under review any better use of resources from One Glasgow and make joint and informed decisions on how to use them for the best interests of the city • a light touch benefits sharing model, focussed on outcomes – do not become bound up in complex resource sharing, accounting models or governance arrangements • committed to achieving cultural change within and across organisations, engaging all staff to develop service solutions that will create the best possible outcomes • commit to developing a local and neighbourhood dimension and development of One Glasgow, recognising that solutions for each may differ; and • take a decision when the programme has momentum to shift the focus to local development

Features. A One Glasgow project has the following distinct features: •  the programme or project requires the engagement of all of the Community Planning partners in the consideration of the issue for service redesign or system change •  it affects large sections of Glasgow’s population, either directly or indirectly, and attracts large volumes of Glasgow’s total public service expenditure, shared by a range of partners •  it delivers the priorities set out in the SOA •  it has the potential to maintain or improve outcomes in the city while delivering services with fewer resources •  a service area where the governance, financial and delivery landscape is complex and where reducing duplication and improving collaboration on the ground can be difficult to achieve •  early evidence suggests the issue requires a whole systems change and improvement and there is evidence this can deliver benefits and be sustained •  there is evidence of repeat presentations by individuals creating high cost service demand and/or failure demand where issues are dealt with at a crisis level rather than earlier •  it accelerates the use of early intervention and prevention approaches to improve the outcomes for individuals and their families •  the system change can go to scale across the city, being adapted to suit community needs, and to enhance the mix of service provision locally between agencies, the third sector, and the community; and •  it is an area where increased service demand is anticipated and service redesign will result in cost avoidance while maintaining the service or improving outcomes Techniques and Processes One Glasgow project development and management is characterised by: •  evidence gathering about current service user needs and demands across all partners, specifically a financial count where partners identify the cost of the current service or issue •  a scoping workshop(s) with all partners represented at an appropriate senior level to consider the issue and agree it has potential to meet the programme criteria •  a service map of the ‘as is’ processes and provision by partners and an initial ‘to be’ of the redesigned service to gauge the potential for system change •  a proof of concept operational phase to test all new ways of working (Wave one) •  a roll out and go to scale phase across the city (Wave two) one proof of concept is completed •  all projects have to be capable of going to scale across the city (Wave one & two). There are no pilot projects as part of One Glasgow; and •  the use of lean and whole systems methodology and techniques to reduce duplication and create a streamlined joined up service between parties Benefits and Redirecting Resources The One Glasgow Programme Board has agreed early principles to be adopted for benefit tracking and sharing and the redirection of resources from the programme. These are: • committed to the city’s best interests and governance, beyond the individual interests and responsibilities of our own organisations • focussed on the delivery of joint outcomes to be made clear and communicated as part of One Glasgow project plans or proposals • all Partners will commit resources to deliver One Glasgow • recognising the scale of need in Glasgow and the long term nature of the benefits we are aiming for. This means that joint improvement and the delivery of better outcomes for individuals does not always result in cashable savings. Cashability is not a key driver for Wave One of the programme • keeping under review any better use of resources from One Glasgow and make joint and informed decisions on how to use them for the best interests of the city • a light touch benefits sharing model, focussed on outcomes – do not become bound up in complex resource sharing, accounting models or governance arrangements • committed to achieving cultural change within and across organisations, engaging all staff to develop service solutions that will create the best possible outcomes • commit to developing a local and neighbourhood dimension and development of One Glasgow, recognising that solutions for each may differ; and • take a decision when the programme has momentum to shift the focus to local developmentparties