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Strategic Partner Market Testing 10 December 2012

Strategic Partner Market Testing 10 December 2012. Welcome. Housekeeping Introduction to HCC The Strategic Partner Project Theme 1 Discussion - Capacity Break Theme 2 Discussion – Supply Chain Theme 3 Discussion – Scope Q&A Close and Networking. Agenda.

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Strategic Partner Market Testing 10 December 2012

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  1. Strategic Partner Market Testing 10 December 2012 Welcome

  2. Housekeeping Introduction to HCC The Strategic Partner Project Theme 1 Discussion - Capacity Break Theme 2 Discussion – Supply Chain Theme 3 Discussion – Scope Q&A Close and Networking Agenda

  3. Introduction to HCC Property Services Steve Clow Assistant Director - Property Services

  4. Introduction to Hampshire County Council Property Services Key issues for Property Services in the future Vision for a Strategic Partnership Summary

  5. 7,000 buildings on 1,000 sites – 1.5 million m2 Schools, social care, recreation and offices In-house professional team: 300 staff Large rural landholding including County Farms Manage Construction Frameworks on behalf of public sector in the South East and London Introduction to HampshireProperty Services

  6. Provide services to 97% of schools (including Academies) Design and deliver a Capital Programme of £50 million + each year in Hampshire Joint working arrangements with Reading Borough Council, Hampshire Fire & Rescue Service, Surrey and West Sussex County Councils One third of income is from public sector partnerships Significant capital receipts generated (£300 million in 20 years) Introduction to Hampshire Property Services

  7. Forest Park School

  8. Endeavour Primary School

  9. Everest Community College

  10. Winchester Discovery Centre

  11. Havant Public Service Village

  12. Nursing Care

  13. Basing Great Barn

  14. Public sector leadership Political support Reduction in revenue funding/increase in capital Opportunities to collaborate across the public sector Capacity and expertise from private sector Key Issues for PropertyServices and a Strategic Partnership

  15. Innovation and leadership in the public sector Public and private sectors working jointly to deliver an excellent service Longer term arrangements than frameworks Flexibility to provide services to us and other public sector partners Potential expansion opportunities in the public sector The best of the local supply chain alongside regional/national capacity Vision For AStrategic Partnership

  16. Strategic Partner Proposals K Heard Senior Programme Manager

  17. First generation framework June 2006 to June 2011 194 Projects £1.6bn Contracting Authorities 62 Demonstrable benefits £110m Average 7% iESE Regional Framework Successes

  18. Performance Measurement – key to success Team Performance – 83% against a target of 80% Customer satisfaction – 87% against a target of 75% AIR - 146 against National Average of 503 Cost Predictability& Time Predictability Average of c. 2% Average of < 2% NO claims

  19. Performance data Localism Local Contracting – 67% SME Engagement – 73% Apprenticeships – 1203 Sustainability Waste Diverted 82.9% from Landfill 268,000 tonnes

  20. N R A E N V C O E G Shared Services – Programme Office Resources Programme Management Skills Design Cost Management Planning Procurement Supply Chain Quality Assurance Development

  21. Current Consultancy arrangements

  22. Strategic Partners Cost / Project Management Highways & Transportation Design Development Management

  23. Not a single partner for the whole business 4 different partners for the 4 “lots” Suppliers can bid for any or all “lots” Suppliers can win only one “lot” Consortia welcomed – raises issues: same supplier could be represented across all “lots” same supplier could bid for different consortia in same “lot” What do we want from the procurement?

  24. Strategic Alliance Highways & Transportation Design Cost / Project Management Development Management Strategic Alliance to Deliver Programmes of work Economy Transport Environment Partner Authority A Partner Authority B

  25. Performance Contract

  26. Strategic Alliance Tasks / Individuals Performance Measurement at all levels of Service Are we achieving the key success criteria for the Alliance? Is the partner achieving pre-agreed performance targets? Partner Are we achieving task based productivity targets

  27. PQQ – Spring 2013 Tender – Autumn 2013 Operational Summer 2014 Next Steps

  28. Critical mass attraction to the private sector The Localism agenda, supply chain issues, resources Have we got the 4 partners in the alliance right? Three things you can help us with

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