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THE HOUNSLOW EXPERIENCE: A CASE STUDY Mark Steward MAX Associates 28 th April 2009.

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Presentation on theme: "THE HOUNSLOW EXPERIENCE: A CASE STUDY Mark Steward MAX Associates 28 th April 2009."— Presentation transcript:

1 THE HOUNSLOW EXPERIENCE: A CASE STUDY Mark Steward MAX Associates 28 th April 2009

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

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

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

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

6 n n 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 Preparation for the procurement process

7 n n Seven Lots advertised Going out to the market: the process Sport, Leisure and Community Parks Management Gunnersbury Park Estate Heritage and Museums Childrens Play Arts and Events Libraries

8 n n 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 nos – –Issue Instructions to bidders (Phase 2) A summary of the process

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

10 n n PHASE 2 cont.... n n Added value – from merging specific Lots together n n Draft service specifications and contractual heads of terms drafted – –Further site visits undertaken – –Issue further instructions to bidders – –Evaluation of Phase 2 – reduce bidder nos further A summary of the process

11 n n 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 A summary of the process

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

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

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

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

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

17 Creating a welcoming environment

18 Re- branding Libraries

19 Creating a Library Service fit for purpose

20 Hub concept

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

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

23 Questions Mark Steward


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