Aberdeen Council is seeking to fill new managerial roles to advance ambitious infrastructure plan, reports Ken Mann.

RECOGNISED as a global hub for oil and gas exploration operations, advanced renewable power generation knowledge and related workforce skills development, Aberdeen's wider credentials as a progressive and cosmopolitan urban centre are set to gain more prominence. This distinctive "granite city" has leveraged significant financial prosperity - and weathered the cruel storms of oil price fluctuation - with a robust industrial and commercial platform that stretches beyond the energy envelope.

With a population of around 223,000, this is not a large metropolis but it is indisputably one that punches above the weight of its resident headcount in terms of economic output and regional impact. Public services provision plays a central role in underpinning future development - it is one reason why Aberdeen City Council is now seeking to fill five strategically important management roles which have been designed to help accelerate growth. When Pete Leonard - the City Council's Director for Communities, Housing and Infrastructure - succinctly insists "we need to be bold, ambitious and aggressive in our plans", he's not just talking the talk.

There is evidence of extensive planning for a journey ahead. "Aberdeen has become an exciting place to live, work and visit," he continues. "Our drive and ambition has seen us develop into a key hub for a world-class energy complex. However the strong growth we have experienced has put our infrastructure under significant pressure.

"Infrastructure has a pivotal role in enhancing growth and supporting economic development, and we believe passionately that working together with Aberdeen citizens, the business community and our partners, we can deliver the infrastructure to maximise our growth potential and continue to attract visitors, workers and investment to the city, with the aim of securing our future prosperity." The backdrop set, his directorate will welcome new colleagues into all five posts simultaneously, as much to underline clear intent of a programme of intense activity as for practical imperative. "We recognise the need to plan strategically and prioritise investment and resources efficiently and effectively," says Leonard.

"Aberdeen City Council produced the award-winning Strategic Infrastructure Plan (SIP). "The Plan focuses on the delivery of our Strategic and Local Development Plans and identifies five key infrastructure goals around housing supply, digital connectivity, skills, labour, and transport, cohesively providing a better image for Aberdeen.

"The teams in the directorate have only recently come together and these new posts are designed to bring additional management capacity and capability in support of the Heads of Service in order to provide enhanced strategic planning and joined-up operational services.

"Linking to the five goals, these significant new developments in the Granite City are being highlighted to residents and businesses as part of Shaping Aberdeen. "It is a long-term plan, building on established strong foundations, demonstrating the city's strengths and ongoing improvement."

The plan outlines and promotes a broad range of projects, including:

?? New Council-led housing developments.

?? Delivery of the Third Don Crossing.

?? Dyce Drive link road and Berryden Corridor transport routing plan.

?? Drastically improved provision and speed of broadband connections to homes and businesses.

?? Improved local transport, through initiatives such as the Aberdeen Hydrogen Bus Project.

?? A commitment to improving the city's image by regenerating the city centre and other areas.

?? The proposed new Aberdeen Exhibition & Conference Centre (AECC).

?? Tackling skills shortages by attracting and retaining a workforce that meets Aberdeen's needs. Leonard continued:

"Shaping Aberdeen has been designed to keep the people of Aberdeen informed about how the public pound is being spent, showing what's in the pipeline for the city as it continues to grow, develop and regenerate."

As each of the intended projects and aspirations move into the relevant delivery phases, so stakeholders will be assured of the emphasis being placed on that commitment.

New projects will be incorporated into Shaping Aberdeen as the city evolves. This, says the Council, maintains meaningful dialogue with citizens. Priorities will be re-assessed on a regular basis over time.

Leonard joined the Council from a private sector background. When asked if these posts best suit managers steeped in Scottish local authority process and procedure, he admits that it is a useful component of a prospective candidate's CV but not necessarily the sole deciding factor.

Hinting at the broader picture, he simply concludes: "I would encourage anyone who believes that they can make a difference to apply."