Appendix Solihull Metropolitan Borough Council

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  SOLIHULL SHOPMOBILITY
PURCHASE OF NEW SCOOTERS
    AND WHEELCHAIRS


         October 2008
1.    Project            PROJECT AUTHORISATION DOCUMENT (PAD)
      Document:

2.    Project Title:     Solihull Shopmobility – Purchase of new scooters
                         and wheelchairs

3.    Date:              October 2008

4.    Link to            Transport, Highways and Environment Performance Plan
      Performance
      Plan:

5.    Relevant           Outcome 2: A sustainable improved quality of life
      Council
      Outcomes and       Outcome 3: Closing the gap of inequality
      Priorities:
                         Outcome 4: To be treated as an individual

                         Outcome 5: Good value services


6.    Purpose of         A PAD builds on the initial approval of the project brief and is
      Document:          designed to ensure that:
                          everyone involved understands the objectives and scope of
                           the project
                          a clear business case exists for the project
                          the project is adequately planned and costed
                          project risks have been identified
                          authorisation is given for the project to proceed


7.    Background:

7.1   Local Context      Solihull Shopmobility has been in existence since 1997, based
                         at 19 Drury Lane. Since 2002 the Charity has had a second
                         shop in the Touchwood Shopping Centre. Both Mell Square
                         and Touchwood shopping centres support the Charity by
                         providing the units rent-free.
                         In early 2008 Solihull Shopmobility had almost 1,400
                         registered members and was open 7 days a week to meet the
                         needs of people with mobility problems wanting to visit Solihull
                         town centre.
                         Results from customer surveys indicated that more than half of
                         Solihull Shopmobility members spent c£50 a visit. That added
                         up to c£250,000 a year extra being spent in the town centre.

7.2   National Context   Shopmobility schemes operate in shopping centres the length
                         and breadth of the UK. In the West Midlands County
                         Shopmobility services may be found in Birmingham, Sutton
                         Coldfield, Merry Hill, Wolverhampton, Walsall, Sandwell and
                         Coventry.
8.    Business Case:

8.1   Reasons          Solihull Shopmobility is providing a service with an ageing stock
                       of scooters, electric wheelchairs and manual wheelchairs.

                       In August 2008 the following equipment was held:

                       1) Scooters

                          40 over 6 years old
                          3 between 1 and 6 years old
                          1 less than 1 year old

                       2) Electric Wheelchairs

                          6 over 6 years old
                          1 less than 6 years old

                       3) Manual Wheelchairs
                          20 over 6 years old
                          5 between 1 and 6 years old
                          1 less than 1 year old

                       There has been little investment in new scooters and wheelchairs,
                       apart from specific purchasing of equipment for ShopmoKidz,
                       since the opening of Touchwood in 2002. Professional advice is
                       that scooters and wheelchairs become more expensive to
                       maintain after 4 years use. The equipment is subject to a great
                       deal of everyday wear and tear, with frequent bumps and scrapes
                       around the town centre.

8.2   Objectives              Ensuring the sustainability of the service provided to
                               visitors to Solihull town centre

                              Reducing repair costs

                              Evening out the replacement cost of the ageing scooter
                               and wheelchair fleet
8.3   Benefits

      Outputs/         Outcomes:
      Outcomes         Outcome 2: A Sustainable Improved Quality of Life – Solihull
                       Shopmobility provides an integrated transport service for people
                       with mobility problems. Both shops are located close to a
                       substantial number of blue badge parking spaces. The Drury
                       Lane shop is well served by a designated Ring and Ride bus
                       stop. The service provides a vital link between getting into town
                       and being able to use the shops

                       Outcome 3: Closing the Gap of Inequality – People with
                       mobility problems still complain that they find it harder to access
                       services when compared with the able-bodied. Providing a good
                       Shopmobility service in Solihull town centre helps to address that
                       inequality

                       Outcome 4: To be Treated as an Individual – Being able to
                       shop for oneself and visit Council offices in person improves the
                       quality of life for people with mobility problems. A very high
                       proportion of Shopmobility’s users are elderly. The scheme
                       involves a large number of members as volunteers. Volunteers
                       help out in the shops on a regular basis – allowing the part-time
                       staff to bear the varying workload
                       Outcome 5: Good value services – New scooters and
                       wheelchairs should reduce the cost of repairs and maintenance in
                       the years to come

                       Outputs:
                       In the period March to December 2007 Solihull Shopmobility
                       spent £3,466 on repairs to scooters and wheelchairs. This
                       annualises to c£4,150. By taking the oldest equipment out of use
                       this repairs cost should be materially reduced.

8.4   Organisational   Buying new scooters and wheelchairs will allow Solihull
      Impact           Shopmobility to be marketed as a quality choice for people
                       deciding where to do their shopping. The investment would be
                       publicised in the Newsletter as a vote of confidence in
                       Shopmobility by Solihull MBC. It would allow a greater certainty
                       for members when pre-booking the equipment.

8.5   Scope            The purchase of new equipment will help to sustain the service in
                       Solihull town centre for at least 4 years to come

8.6   Assumptions      A local business (A.M. Mobility) has provided a written quote
                       (attached at end) in September 2008 for 10 scooters.

8.7   Constraints      The financial resources of Solihull MBC.
8.8   Options                     The project has 2 options:
      Appraisal
                                  Option 1 – Do nothing.

                                  Option 2 – Invest in new equipment

                  Option 1        Do Nothing

Changes to personnel              None

Changes in technology             Some old equipment may become un-repairable if not replaced

Time constraints                  Ongoing.

Key Risks                         A reduction in service provided to a vulnerable group.

                                  Rapid obsolescence of several machines in a short time-frame

Financial Appraisal

                               2008/09    2009/10     2010/11     2011/12         2012/13            Total

                                 £           £           £           £                £               £


          Capital costs

                    

        NET CAPITAL

      Revenue costs –         2,000      3,000       4,000       5,000        6,000               20,000
             ongoing

              additional
             repair costs

       NET REVENUE               2,000       3,000       4,000       5,000                6,000        20,000

                TOTAL            2,000       3,000      4,000        5,000                6,000       20,000

SWOT Analysis                     Option One

STRENGTHS                                             OPPORTUNITIES

Nil capital cost to Council                           Making equipment work longer

WEAKNESSES                                            THREATS

Obsolescence of the Shopmobility fleet                Loss of service and escalating repair costs
                   Option 2     Invest in New Equipment

Changes to personnel            Nil

Changes in technology           New, more efficient scooters and wheelchairs

Time constraints                Existing equipment is already older than expected useful life. Any
                                delay is likely result in a higher repairs bill.

Key Risks                       The equipment not providing value for money

Financial Appraisal (please provide as much detail as possible)

Capital costs              2008/09       2009/10      2010/11     2011/12      2012/13           Total

                               £            £           £             £            £               £


       10 scooters           16,850                                                                    16,850

       Annual                 2,920                                                                     2,920
        service
        contract

    


    


NET CAPITAL                   19,770                                                                    19,770

       Revenue               -2,000       -3,000      -4,000       -5,000       -6,000                 -20,000
        Savings       –
        Repairs

NET REVENUE                   -2,000       -3,000       -4,000       -5,000       -6,000                -20,000

TOTAL                         17,770       -3,000      -4,000       -5,000        -6000                   -230

SWOT Analysis                   Option 2

STRENGTHS                                             OPPORTUNITIES

Reduction in repairs bill over the next 5 years       Discounted offer by a local supplier

Provision of a better service to a vulnerable group   Good publicity for the Council and Shopmobility

WEAKNESSES                                            THREATS

Capital cost to Council                               None apparent
8.9   Preferred Option   Option 2 is preferred because it guarantees a sustainable Shopmobility
                         service for Solihull town centre.

8.10 Value for Money     Over 5 years the cost of purchasing new equipment is likely to be less
                         than the escalating cost of keeping obsolescent equipment on the road.

8.11 Accountancy
     Sign-off            Signed:                                           Date:


9.    Project Plan
      Overview:

9.1   Project Stages

Stage Description                   Start Date                           End Date

Order new equipment             November 2008

Receive new equipment           December 2008



10. Communications         Plan Overview

10.1 Stakeholders          Publicising the new equipment in the next edition of Solihull
                           Shopmobility in January 2009

10.2 Planned               The Solihull Shopmobility Management Committee agreed that the
     Consultation          planned expenditure was necessary in December 2007

10.3 Planned               Article in local newspaper December 2008
     Communication



11.   Resource Plan
      Overview:

11.1 Project Costs         19,770

11.2 Post-live Costs       Reduction in year on year repair costs
12. Council
Customer                Please indicate which of the Council’s
Priorities and          Customer Priorities the project contributes to
Strategy Map            on the table below:
Outcomes                                                                       Y/N

Customer Outcome 1: A brighter future for our children and young people

1)    Better facilities and support for children and young people.              N

2)    A safe environment for children and young people with opportunities to    N
      make a positive contribution.

Customer Outcome 2: A sustainable, improved quality of life

3)    Reducing crime and disorder and the fear of crime.                        N

4)    A cleaner, greener, more sustainable Borough.                             Y

      To address housing issues and deliver the Decent Homes Standard by        N
5)
      2010.

6)    Improving transport.                                                      Y

Customer Outcome 3: Closing the gap of inequality

7)    Reducing inequalities in health, education, employment and leisure.       Y

Customer Outcome 4: To be treated as an individual

      Improving the customer experience through excellent customer service,     Y
8)
      information and opportunities for involvement.

9)    Quality of life and independence for older people.                        Y

Customer Outcome 5: Good Value Services

10)   Getting value for money and communicating this.                           Y



13.   Project
      Governance:

Senior Responsible           Jim Harte (Acting Community Services Director)
Owner

Project Manager              Caroline Naven – Neighbourhood Manager Area 2

Project Board                Jim Harte and Caroline Naven

14.   Project
      Approval:

15.   Project
      Evaluation:

				
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