collaborative working between the public and private ... minutes/stradia... · collaborative...
TRANSCRIPT
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Collaborative working between the public and private sector – how we can work together
Presented by Nigel Barr 21 February 2013
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Today’s objectives
To develop an understanding of:
How partnering works
Procuring partnering projects and services
The Public Sector Partnering Contract (PSPC)
Manchester City Council – an interesting case study
Adding value and reducing costs
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Very diverse requirements
Office supplies
Schools
Materials
Plant
Vehicles
Training /Educational services
Advice and consultancy
Research
Waste management
Professional services
Social care
Health services
Construction
Decorating
Renovation
Maintenance
Footpaths and highways
Landscaping
Etc… etc… etc…
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What Makes Partnering Work?
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The Essential Elements Of Partnering Are:
Mutual Objectives
Decision Making
Continuous Improvement
PARTNERING
Source: The Seven Pillars of Partnering (1998)
Generated and agreed by all the partners
Active search for improvements
Performance targets and measurement
Jointly agreed processes for decision making
All problems jointly owned and
resolved by the
team
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Partnering: Getting The Balance Right
SHARED
OBJECTIVES
CULTURAL ISSUES
COMMERCIAL REALITIES
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Developing and Agreeing Objectives
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8
WHERE WE WOULD LIKE TO BE
WHERE WE ARE NOW
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Value
Price margin
Cost
Price
Understanding Cost, Price and Value
Value margin
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How do you procure an EU compliant partnering contract arrangement and what are the benefits?
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EU Procurement Thresholds
SUPPLIES SERVICES WORKS
Public sector contracting authorities
£173,934 (€200,000)
£173,934
(€200,000)
£4,348,350
(€5,000,000)
PUBLIC CONTRACTS REGULATIONS 2006 - FROM 1 JANUARY 2012
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Frameworks or Contracts?
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Opportunities to develop community
benefits
Avoid non productive
costs – tendering
etc
Continuous improvement in cost and quality
Strong relationships with supply chain not just main contractor
Re-Thinking Procurement
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EU Procurement Considerations
What are the options?
Framework
No Legal Commitment
(up to 4 years any value)
Contract
Legal commitment
(any length of time or value)
Individual Orders
(Contracts)
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What is a Framework?
Framework Agreement
Incomplete relationship between partners
Further action to create specific contracts
Potential for series of specific contracts incorporating provisions of the framework
Basic Contract
Complete contract
No further action needed
Binding obligations
Further contract needs further procurement
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Partnering?
Framework Agreements
Long term Contracts Strategic Partnering
Project
Partnering
Traditional Lump
Sum Contract
Measured
Term Contract
Ris
k
Spend
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Benefits of Early Involvement O
pp
ortu
nit
y t
o im
pro
ve v
alu
e
Option appraisal business case
Outline design
Final sketch plan
Detail design
Construction
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DEVELOP PROCURE IMPLEMENT NEED
‘Traditional’ Process
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Project Partnering Process
NEED PROCURE
DEVELOP
IMPLEMENT
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NEED PROCURE DEVELOP
IMPLEMENT
Framework /Strategic Partnering Process
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Need Develop Procure Implement
Traditional (Sequential) Timeline
Benchmark
Project Partnering Need Procure
Develop
Implement
5% – 10% Time Saving
Framework (Strategic Partnering)
Need Procure Develop
Implement
5% - 25% Time Saving
Process Improvement - Time
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Framework (Strategic Partnering)
Need Procure Develop
Implement
Process Improvement - Cost
5 – 15% Cost Saving
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Consortium Approach
Partner Suppliers
Supplier Cluster
Client Alliance
Partner Contractors
Supplier Cluster
Supplier Cluster
Consortium Board
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Partnering in Services
What do you want in terms of:
– Services (e.g. call centre services, design services)?
– Works?
How much control do you want to retain:
– Of the work?
– Of the budget?
How do you want to manage/share the risks?
Maximum control
In-house workforce
Minimum control
Out-sourced asset management
Extent of control
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Target Price Model
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Why do we need targets?
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Setting the Target Price
Target Cost
Estimated Cost for a
given Scope of Work
Risk
OH & P %
£
Target Price
Activity Schedule and estimates – for example: • Labour • Plant • Materials • Sub-contractors • Site prelims • Project specific insurance • Ongoing contractor design
Share arrangement
Share arrangement
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Linking Performance
Target Price
£
Actual
Cost
OH & P %
Actual Cost
50/50 Share of Pain
50/50 Share of Gain
Payment linked to performance against
KPI’s
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Developing a High Performing Team
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30
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FORMING STORMING NORMING PERFORMING
Team Development Model P
ERFO
RM
AN
CE
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Start-up Workshop
Build relationships
Agree Partnering Procedures:
- Aims and objectives – Charter
- Decision-making process
- Procedures
e.g. Risk management
Performance measurement - KPIs
Communication Strategy
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The Public Sector Partnering Contract (PSPC)
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Problems With Existing Standard Forms
Based on disputes & case law
Reactive as opposed to pro-active
Not based on good management practice
Little focus on project objectives
Inflexible
Conflict of interest in the role of the Engineer/ Architect
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Overview
Developed in consultation with the public sector
Based on experience
Complete suite of contracts
Range of options for payment and design
Promotes Collaborative Working
Value for money
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Aims
Simple to use and understand
Adaptable
Promotes collaborative working
Comprehensive suite – suitable for use on a single
project or within a Framework
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Structure
10 Options
Two Parties to the contract (unlike the PPC2000)
Partnering Agreement ‒ The whole Partnering Team
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Public Sector Partnering Contract
Option 1 Term Maintenance: Measure and Value
Option 2 Term Maintenance: Target Cost with Cost Reimbursable
Option 3 Authority Design: Lump Sum
Option 4 Contractor Design: Lump Sum
Option 5 Authority Design: Target Cost with Cost Reimbursable
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Public Sector Partnering Contract
Option 6 Contractor Design: Target Cost with Cost Reimbursable
Option 7 Subcontract: Lump Sum
Option 8 Subcontract: Target Cost with Cost Reimbursable
Option 9 Professional Services
Option 10 Pre-start Agreement
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The Manchester Partnering Experience in Construction Procurement Adding Value
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How MCC used to do it
Single projects procured based on lowest price criteria
Heavyweight procurement procedures – time consuming/costly
Little focus on quality of contractors
Virtually no consideration of ‘supply chains’
Adversarial contractual arrangements (‘master’ and ‘servant’)
Costly disputes very common
Took years to settle final accounts
Lack of cost and programme certainty
No lessons learned – same again ! …and again !… and
again !
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What did MCC want?
More time/cost/quality certainty and projects
Added Value – something more than the project itself
Do things differently to get better outcomes from Primary School projects
Not just ‘good school buildings’………
……… also satisfy regeneration objectives
Do the above by working collaboratively with Contractors
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What did MCC need to do it?
Contractors (Constructor Partners) with a culture of working together, trusting and sharing
Partners who could add value – jobs, training, innovation, better quality and lower costs through ‘whole team’ engagement
A new procurement arrangement to deliver real improvements
Understand and embrace the benefits of maximising the contribution of the ‘Supply Chain’
Major cultural change within the Local Authority
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5 frameworks – over 1000 projects – approx. £800m
Streamlined project procurement – over £10m saved in tendering costs
Early Contractor/Supply Chain involvement giving ‘added value’
‒ Innovation
‒ Lean design and costs
‒ Better risk allocation and management
‒ Programme time reduction
What did MCC achieve?
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Primary Schools – 7% lower cost than ‘average’
Secondary Schools – Delivered at 90% of Government cost benchmark on 33 schools
Small Works – massive reduction in project delivery timescales
Budget and programme certainty is now the ‘norm’
Better quality projects – design and construction
What did MCC achieve?
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Focus on ‘Added Value’ outcomes through collaborative working arrangements
Total joint working (client, end users, designers, contractors, supply chain)
Collaborative procurement between constructor partners
Focus on local jobs and apprenticeships (Young People into Construction Initiative)
Local economic multiplier effect (51% of total MCC spend is with companies within the City boundary)
Performance Management / KPI’s / Continuous Improvement
How did MCC do it?
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How did MCC do it?
Realisation that culture and mindset had to change
Partnering and Open Book Accounting training
Use of the Public Sector Partnering Contract
‘No blame’ culture
Trust
Teamwork (Client and Constructor Partner)
The ‘change’ needs leadership and commitment
The culture change is ‘evolutionary’ not ‘revolutionary’
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North West Construction Hub
3 Construction Frameworks - High, Medium & Low value
To work ‘horizontally’ with other public organisations in the North West and share the construction ‘Procurement formula’ that has been so successful in Manchester
£450m over 2 years – 30 clients
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Critical Success Factors
Leadership
Full ‘buy-in’ at all levels of organisation
Be willing to change
Prepare for change
The Public Sector Partnering Contract
Get the right support to help make the change
Work hard at making the change
Not easy - but it is worth it!
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Thank you For further information please contact Nigel: W: www.stradia.com / www.pspccontract.com T: 0114 243 0900 / 07966 123781 E: [email protected]