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THE HOUNSLOW EXPERIENCE: A CASE STUDY

THE HOUNSLOW EXPERIENCE: A CASE STUDY. Mark Steward MAX Associates 3 rd March 2009. Operational and financial imperatives. Ten year contract ended 30 th June 2008 Ageing facilities Failure to meet changing needs and customer expectations Weak performance management

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THE HOUNSLOW EXPERIENCE: A CASE STUDY

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  1. THE HOUNSLOW EXPERIENCE:A CASE STUDY Mark Steward MAX Associates 3rd March 2009

  2. Operational and financial imperatives • Ten year contract ended 30th June 2008 • Ageing facilities • Failure to meet changing needs and customer expectations • Weak performance management • Underdeveloped strategic planning

  3. Member requirements Explore future for all leisure and cultural services – spans Libraries, arts, sport, parks, heritage, museums Consider full range of management models

  4. Member requirements • Review current provision • One size fits all ? • Assess community needs and future demand • Consider funding options – prudential borrowing, market finance • Develop integrated service provision through co-location

  5. Preparation for the procurement process • Strong project management, led by Executive Steering Group • Project team established consisting of: • Procurement, Legal, Financial, Technical, Property • Clarity of purpose and vision – what are we trying to achieve ?

  6. Preparation for the procurement process • Evaluation criteria: • Capacity to deliver the service • Innovation • Quality • Management and appreciation of risk • Financial and legal considerations • Partnership working with stakeholders • Contribution to The Community Plan

  7. Going out to the market: the process • Seven Lots advertised

  8. A summary of the process • PHASE 1: • Procurement Strategy: to test each element, encouraging small organisations to bid • Bidders across a range of backgrounds, bidding for a variety of Lots • PQQ evaluation – reduce bidder no’s • Issue Instructions to bidders (Phase 2)

  9. A summary of the process • PHASE 2: • Thematic dialogue with bidders • Initial site visits • Vision for the services • Financial imperatives • Structural issues • Service led issues

  10. A summary of the process • PHASE 2 cont.... • Added value – from merging specific Lots together • Draft service specifications and contractual heads of terms drafted • Further site visits undertaken • Issue further instructions to bidders • Evaluation of Phase 2 – reduce bidder no’s further

  11. A summary of the process • PHASE 3 • Explore “hub” concept in detail • Consider initial bidder solutions – draft method statements and scheme designs • Legal and financial dialogue • Service specifications finalised • Bidders to produce detailed solutions based upon service specifications • CLOSE DIALOGUE • Evaluation of Stage 3 – prepare documents for BAFO

  12. A summary of the process • PHASE 4 • BAFO documentation agreed with Member Steering Group • BAFO documentation circulated to bidders

  13. A summary of the process • PHASE 5 • Member presentations • BAFO evaluation • Enter Preferred Bidder Phase - April 2008: • Sport, Leisure and Community – Fusion Lifestyle • Parks Management/Gunnersbury Park Estate – John Laing Integrated Services (in partnership with Continental Landscapes) • Libraries and Culture – John Laing Integrated Services (in partnership with Tribal Consulting)

  14. A summary of the process • PHASE 6 • Preferred Bidder due diligence • Prepare for TUPE transfer • Direct debit transfer and documentation handover • PHASE 7 • Contract commencement !!

  15. Outcomes • Higher participation • Higher income • Lower expenditure • Established marketing • Market knowledge • NNDR and VAT savings

  16. Outcomes Longer term funding commitment Output-based performance management regime Ongoing communication and consultation: continuous service improvement Client side strengthened

  17. The Park Redlees Park Redlees Gate Redlees Play centre All Weather Pitches Bowling Green Childrens Playground The Isleworth Centre Worton Road Gate Stables Gate Toilets Contact us: www.thepark .com 0800 790850 Creating a welcoming environment

  18. Re- branding Libraries

  19. Creating a Library Service “fit for purpose”

  20. Hub concept

  21. 1st 6 months Head of Leisure appointed Output-based performance management regime (client) Project Board established led by Leader of the Council Client structure agreed – 5 posts Staff re-structuring commenced Hounslow Community Trust (HCT) established

  22. Next 6 months Planning permission for leisure refurbishment and hub development submitted mid March Submission of HLF bids for parks Submission of Green Flag applications Review of membership schemes and pricing Library rebranding and capital works agreed On line booking implemented Annual Service Plans agreed – linked to paymech

  23. Questions Mark Steward mark@max-associates.com

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