Strategic Partner Market Testing 10 December 2012

Welcome

Agenda

• 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

Introduction to HCC Property Services

Steve Clow

Assistant Director - Property Services

Summary

• Introduction to Hampshire County Council Property Services

• Key issues for Property Services in the future• Vision for a Strategic Partnership

Introduction to HampshireProperty Services

• 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 Hampshire Property Services

• 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)

Forest Park School

Endeavour Primary School

Everest Community College

Winchester Discovery Centre

Havant Public Service Village

Nursing Care

Basing Great Barn

Key Issues for PropertyServices and a Strategic Partnership

• 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

Vision For AStrategic Partnership

• 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

Strategic Partner Proposals

K Heard

Senior Programme Manager

iESE Regional Framework Successes

• First generation framework June 2006 to June 2011

• 194 Projects £1.6bn• Contracting Authorities 62• Demonstrable benefits £110m• Average 7%

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

NO claims

Average of c. 2% Average of

< 2%

Performance Measurement – key to success

Performance data

LocalismLocal Contracting – 67%SME Engagement – 73%Apprenticeships – 1203

Sustainability Waste Diverted 82.9% from Landfill 268,000 tonnes

Shared Services – Programme Office

Programme

Management

Design

Cos

t M

anag

emen

t

Pla

nn

ingP

rocu

rem

e

nt

Supp

ly

Chai

n

Quality Assurance

GO

V E R N A N CE

Skills

Resources

Development

Current Consultancy arrangements

Structural & Civil Engineering & Design

Quantity Surveying

Landscape Architecture & Ecology

Mechanical & Electrical Engineering Design

Building Control Services

Transport Planning

Planning & Urban Design

CDM Co-ordinator Services

Building Surveying Services

Structural Inspection

IESE / Buying Solutions Regional Consultancy Framework

Strategic Partners

Cost / Project

Management

DesignDevelopment

Management

Highways &

Transportation

What do we want from the procurement?

• 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”

Strategic Alliance to Deliver Programmes of work

DesignCost / Project

Management

Development

Management

Strategic Alliance

Highways &

Transportation

Partner Authority A

Partner Authority B

Economy Transport Environment

Performance Contract

Performance Measurement at all levels of Service

Strategic Alliance

Partner

Are we achieving the key success criteria for the Alliance?

Is the partner achieving pre-agreed performance targets?

Are we achieving task based productivity targets

Tasks / Individuals

Next Steps

• PQQ – Spring 2013

• Tender – Autumn 2013

• Operational Summer 2014

Three things you can help us with

• Critical mass attraction to the private sector

• The Localism agenda, supply chain issues, resources

• Have we got the 4 partners in the alliance right?