增长加速器-指导

Revision:December2016 Contents 1.0Introduction.........................................................................................32.0The Growth Accelerator Approach......................................................33.0The Business Case................................................................................54.0TheProcess..........................................................................................75.0Case Study: Edinburgh St James Quarter.............................................76.0Contacts...............................................................................................9Appendix A: Business Case Guidance.......................................................10Appendix B: Modelling.............................................................................17 1.0Introduction ThefirstGrowth Accelerator(GA)was developed bytheCity of Edinburgh Council(CEC), ScottishGovernment (SG)and Scottish Futures Trust (SFT).Full approval was given for the schemeby ScottishMinistersinOctober2016. The model has now been appliedinDundee and is being considered in anumber of other areas.Consequently,the approachcontinues to evolve,establishing the GA as an This document providesinitial high levelguidance on the principles of the GA,as well as the applicationprocess forinterested authoritiesand other public sector bodies.Ultimately, the paper is designed to 2.0The Growth Accelerator Approach The keyobjectiveof the GAapproachhas beento deliver a funding mechanism for theeffectiveidentification anddelivery of public sector enabling infrastructurewhich stimulates private sectorinvestmentand the wider economy.In making this case, the modelrecognises and capturesboththeeconomic,financialand socialimpactsoftheseinvestments; and establishes a payment-by-results The starting positionfor any GAis the city or area strategy and local growth priorities which may bespatial or sectoral. This allows an articulation of theenabling interventions, assets and collaborationwheresupportis required; firmly settingitwithin existing strategy and evidence.There is no setdefinition around these elements, however to date infrastructure has reflected traditionalenablinglocal-authority-funded infrastructure.We would also encourage the local authority to think about Clearly explaining the existing funding available, includingthe role of other stakeholders such as theprivate sector is another key theme.Alongside this, identifying the benefits to flow from theinvestment, including fiscal flows that economic and other social impacts may generate, needto bedetailed.Those economic and social impacts are likely to form the basisofany‘ask’of Scottish changesthe risk forpublicinvestment,movingfrommoretraditional upfront granttopaymentbasedonachievingidentified priorities;thereby taking the model full circle to the strategic contextand OUTCOMES 3.0The Business Case The link betweenthe vision,investment and impacts is articulated through a business case, submittedviaSFTfor Ministers’ consideration.Thesubmitted Business Case will be assessed by SFT andasdetailed above,must present to the Scottish Ministers the clear vision underpinning any project andthe benefits and outcomes it produces.Authorities arestronglyencouraged to engage with SFT at an early stageassupport and guidance can be provided tothose local authorities considering the GrowthAccelerator (GA). An initialbusiness case outlineisprovided at Appendix A, basedupon Green Book 1.That the intervention is supported by a compellingcase for changethat provides holistic fitwith other parts of the organisation and public sector i.e. the “strategic case”;2.That the intervention represents bestpublic valuei.e. the “economic case”; 3.That the proposed investmentis attractive to the market place, can be procuredand iscommercially viablei.e. the “commercial case”; 3.1Stimulating & Measuring Growth TheGAbusiness caseisintended toboth articulate the case forany enablinginvestmentandinterventionsand provide evidence of the impactsto support theGA‘ask’.Appendix B providesinformation on themodelling that may supportthe narrative to be provided in the business case.Much of the economic modelling will be familiar to applicants, however GA also seeks to capture thefiscal impacts, includingthepotentialimpactupon any existing public expenditure; demonstrating the Alongside the tax-takeand expendituredata,any capital andrevenue flows are also captured, toinform the level and need for grant. For example, an investment may provide a commercial return after a period. Demonstrating this return and the impact on borrowing and therefore cash-flows is anessential element of the GA, to ensure public support is used where required.Arguments for retention 3.2 Legal Agreement & Payment-by-Results Key outcomes captured througheconomic and fiscalmodelling willform the basis of a legal agreementwith Scottish Government.Thelegalagreement is developedfromScottish Government’s st