making new connections to improve procurement practice colin proctor katie saunders dsdni.uk

1. Making New Connections to Improve Procurement Practice Colin Proctor Katie Saunders www.dsdni.gov.uk/NCANI

2. Procurement Strategy for the Social Housing Development Programme

3. Client led change - To achieve better value and improved performance Become best practice clients Improve efficiency in procurement Include partnering in procurement Promote sustainability

5. Procurement Groups

8. Key ingredients: Partnerships � collaborative working Aggregating demand Long term relationships � through frameworks Continuous improvement Supply chain management initiatives Improving design quality Sustainability Strategic asset management

9. NCA N Ireland - Role Promotion Dissemination of best practice Guidance Support to groups

11. Before exposing this slide place a piece of paper under the slide covering the right hand side boxes. Now turn on the slide projector. If you are using a multi-media format this option is not available. Explain the process, moving down the left hand side from the Diagnostic to the Plan Maintenance box. Comments to make include. Diagnostic. Ask what activities can be used to find out what the issues in an organisation are. Responses can include, a customer survey, attitude survey, financial analysis or even simply walking around the work area. Strategic Planning Workshop. Explain what this normally involves. Stress that the time involved can range from a few hours for a small company to several days for a very large one. Mention that you will be going through in a lot of detail the key elements of the Workshop later in the session. Project Teams. Talk about the 8 week cycle, the formal team report back, the fact that we need to be careful to not have too many teams. Refer them to the facing page of the manual if they have it in front of them as it provides a lot of useful information about each of the steps. Draft Plan. Mention the One Page Plan concept. Explain how quickly a plan can be developed and how important it is for the teams to have somewhere to put their team outcomes. Plan Maintenance. Restate the 8 week cycle. Talk about the benefit of updating the plan on an 8 week basis. Ask them what the organisation would look like if it attempted to fix the top issue every 8 weeks and were able to keep the momentum going for say 12 months. Now move the attention to the right hand side. Ask what they would learn about the organisation if they simply observed the activity for the 8,16 or even 24 week cycles. What would they learn about the people? The barriers to change? The culture? Explain that the real SWOT analysis would become clear. This then enables you to develop the real options and objectives for the organisation. The real plan is now forming up. The left hand side is the interim plan where the people are practising their team skills. You learn about the organisation at the same time. Once the real plan identifies the key issues then the organisation is exposed to Best Practice on those specific issues, further developing the plan. When the time is right this plan is integrated with the interim plan via the Plan Maintenance box. Explain it is important to understand the elements of each stage of the Mindshop Process.Before exposing this slide place a piece of paper under the slide covering the right hand side boxes. Now turn on the slide projector. If you are using a multi-media format this option is not available. Explain the process, moving down the left hand side from the Diagnostic to the Plan Maintenance box. Comments to make include. Diagnostic. Ask what activities can be used to find out what the issues in an organisation are. Responses can include, a customer survey, attitude survey, financial analysis or even simply walking around the work area. Strategic Planning Workshop. Explain what this normally involves. Stress that the time involved can range from a few hours for a small company to several days for a very large one. Mention that you will be going through in a lot of detail the key elements of the Workshop later in the session. Project Teams. Talk about the 8 week cycle, the formal team report back, the fact that we need to be careful to not have too many teams. Refer them to the facing page of the manual if they have it in front of them as it provides a lot of useful information about each of the steps. Draft Plan. Mention the One Page Plan concept. Explain how quickly a plan can be developed and how important it is for the teams to have somewhere to put their team outcomes. Plan Maintenance. Restate the 8 week cycle. Talk about the benefit of updating the plan on an 8 week basis. Ask them what the organisation would look like if it attempted to fix the top issue every 8 weeks and were able to keep the momentum going for say 12 months. Now move the attention to the right hand side. Ask what they would learn about the organisation if they simply observed the activity for the 8,16 or even 24 week cycles. What would they learn about the people? The barriers to change? The culture? Explain that the real SWOT analysis would become clear. This then enables you to develop the real options and objectives for the organisation. The real plan is now forming up. The left hand side is the interim plan where the people are practising their team skills. You learn about the organisation at the same time. Once the real plan identifies the key issues then the organisation is exposed to Best Practice on those specific issues, further developing the plan. When the time is right this plan is integrated with the interim plan via the Plan Maintenance box. Explain it is important to understand the elements of each stage of the Mindshop Process.

13. Achieving Excellence � tools: Project controls Risk and value management Whole life costing Selection of contractors and consultants through balancing quality and price Post project evaluation

16. Governance Structures for Procurement Consortia

17. Guidance on Governance structures Separate legal entity Contractual entity

18. Corporate Procurement Vehicle Company limited by guarantee or shares Limited Liability partnership Shareholders Agreement/Members Agreement

19. Contractual Procurement Structure Consortium Agreement

20. Relevant issues to consider Set up and running costs Decision making Relationships with third parties Ownership of Assets

21. Relevant issues to consider Membership Employees Tax Publicity

22. Corporate Procurement Vehicle or Contractual Procurement Structure? Long term viability of model Strategic objectives Flexibility Not one size fits all

23. Next steps Implementation Plans Seminars/Workshops Guidance notes NEC3 Code for Sustainable Homes Whole life costing Supply chain management Performance management

24. Contact details Tel: 02890 819597 Website: www.dsdni.gov.uk/NCANI