1. EMPA STAKEHOLDERS CONFERENCE 31 January 2009 Richard Hanson Service Director (Property) Nottinghamshire County Council Chair: East Midlands Property Alliance

2. topics  Background to EMPA  EMPA’s core objectives  Progress so far  Nottinghamshire experience  Partner perspective  Future plans

3. Background to empa (1)  Reviews of procurement involving:  EM Centre of Excellence (now RIEP)  Co Prop  Developments in other areas (particularly South East, South West and East Anglia)  Recognition of the need for more effective asset management  The “partnership” agenda and more collaborative approach to business generally  The Nottinghamshire experience at local level  Development work Supported by Scape

4. Background to empa (2)  Steering Group established in 2006  Debate about the potential models for delivery  Decision to use an existing LA owned Company (SCAPE)  Launch of EMPA on March 2007  Currently 17 “signed up” Authorities  More to sign up please!!

5. empa structure  Executive:  Chair:Richard Hanson Nottinghamshire  Vice Chair: Lynn Cave Leicester City  Chris Edwards Derby City  John Leney Charnwood and NW Leicestershire  Bob PearceLincolnshire  Delivery vehicle (Managing Agents):  Scape Systems Building Ltd  David Mackness Chief Executive  Alan Coole Development Manager

6. EMPA’S CORE OBJECTIVES (1)  Improve procurement performance and VFM across the East Midlands  Evaluate the training and development needs to maximise the benefits of collaborative working  Development of greater collaboration between Authorities  Shared innovation and improved service delivery

7. EMPA’S CORE OBJECTIVES (2)  To work more effectively together to:  realise our expertise and buying power  Improve the regional skill-base  share resources  Streamline technical processes (tendering, specifications, performance evaluation etc  Apply sustained pressure on ourselves and our Suppliers/ Contractors to improve  Recognise local drivers (regeneration, SME development, community & environmental sustainability)

8. Progress so far GOOD NEWS  Procurement  Training  Collaboration  Executive and Stakeholder engagement

9. Nottinghamshire Experience Positives (1)  Development of a framework for major contracts in 2006  Supported by supply chain engagement and consultant frameworks  Included new construction for projects between £350K and £7.5M  Duration of 4 years up to £120M capacity  3 contractors appointed

10. Nottinghamshire Experience Positives (2)  Two years of positive engagement  Development of solid relationships between the design team and contractors  Delivered on costs, quality and time of projects  No formal disputes on any of the projects completed  56 projects before capacity reached 2008  Used by 6 East Midlands Authorities  Feedback indicates good “client” satisfaction with products and process

11. Nottinghamshire Experience positives (3)  Big question: Has it saved us anything?  Simple answer is yes:  Procurement costs of projects  Lack of expensive dispute resolution  Cost, certainty and time delivery

12. Nottinghamshire Experience Framework issues  Internal questions about VFM  We prefer “competition”  Development of skills  Process issues:  Cost approvals  Public/confidentiality

13. Nottinghamshire as part of EMPA  Immediate benefit on the new procurement framework  Financial  Training and development issues  Sharing of experiences  Statutory compliance issue during 2008  We feel it belongs to us as Local Authorities  Future opportunities

14. EMPA – the future (1)  Various products available post April 2009  Responsive maintenance  Minor works  Intermediate construction ,major construction  FM services  Further procurement of minor works and FM functions  Delivery of a dedicated “Training Academy”  Membership at 17 but we want all 47 Authorities to become involved  Closer engagement/collaboration  Development of the “intelligence” network

15. EMPA – the future (2)  Challenging business environment due to the economic conditions  Current known budget pressures on Councils  The partnership agenda and Comprehensive Area Assessment process  Performance focused around outcomes  Framework or competition?  Supporting local economies and SME’s

16. EAST MIDLANDS PROPERTY ALLIANCE Thank you for listening The Executive, Scape and myself look forward to working with you on the continuing development of this Alliance