Mobilising a Contract
Julie Wittichbpha
• LSVT – 1990• 17,000 homes• Mixture of tenure• LA DLO• Ambitious development program
bpha
• Responsive, planned & cyclical maintenance• OJEU - 10 year contracts in place • Service designed by Customers & monitored by
Customers• Performance Standards designed by Customers• Shared Procurement – discounts for Customers• Focus on Quality• Services across all tenures• Partnership – shared profit
Asset Management Services
• Procured across 11 Lots & Development Framework simultaneously
• Responsive, Voids and Planned – Ian Williams/Mears 2 contracts over 5 Lots
• Electrical Services • Gas Servicing and Repairs • Aids and Adaptations • Grounds Maintenance• Asbestos• Cleaning
Work Streams
• OJEU Notice placed August 2010• Restricted tender• Contracts awarded 28th February 2011• Mobilisation Workshop held 7th March 2011• Staggered start on Contracts (e.g. Repairs
01/06/11, Gas – 1/12/11) – took pressure off team• Key dates agreed at workshop• Resources committed from both sides
Mobilisation Timetable
Mathew Baxterechelon Consultancy
When do we start preparing?
• Detailed timetable during scoping• Contract start date – flexibility?• Early allocation of resources• Assess SP capability at PQQ• Detailed mobilisation plan at ITT• Ensure all internal stakeholders understand
new models prior to appointment
Success factors
• Draw on Service Provider experience• What is internal resource?• Dedicated Project Management – int/ext• Joined up approach• Focused start-up workshop – set the rules• Single mobilisation plan – task and complete• Structure – core group/sub-groups• Risk Register• Detailed Process Maps – develop jointly (ownership)• Manage by exception
Areas to consider
• Governance – management & reporting• Operations – delivery considerations alignment
with method statement• Finance – how is work ordered/paid for• People – what are TUPE/Training requirements• Communications – internal/external & alignment• ICT – system and process requirements• Culture - aligning cultures/building teams
Mobilisation Workshop
• Lead event to kick-start process• Draw parties together• Develop structure for mobilisation• Develop timetable and critical milestones• Agree tasks that need to be completed• Agree governance and working groups• Populate mobilisation risk register• Don’t forget de-mobilisation!
Mobilisation Structure
Strategic Core GroupImplementation & Ongoing Contract Management
IT
Sub Group
Commercial Sub Group
Comms
Sub Group
Operations Sub Group
Process Maps (jointly developed)
Zane PoynerIan Williams
Mobilisation Process – Change Management?
• Understanding• Change• Joint Planning• Client ‘Buy In’• Collaboration
Change management is a structured approach to shifting/transitioning individuals, teams, and organisations from a current state to a desired future state - Wikipedia
Mobilisation Process – bpha Successes
• Independent Mobilisation Manager• Dedicated Points of Contact • Groups – Core and commercial/finance,
operations, IT and communication sub• Process mapping• Camaraderie – shared goal
PerformanceKPI April 2012
(R1) Customer Satisfaction 100%
(R2) Recalls 0.95%
(R3) First Time Fix 99%
(R6) Emergency Jobs completed on time 100%
(R6) Urgent Jobs completed on time 97%
(R6) Routine Jobs completed on time 99%
(R7) Appointments kept 95%
Void repair times (7 day priority) 5 days
Void repair times (14 day priority) 13 days
Voids completed on time 96%
Lessons Learned
Early Customer/Board engagement
TUPE – get as much data as possible
Continuity in Client/Contractor teams from end to end
Reliance on third parties (IT)
Clear Resource Schedule (especially Finance!)
Process should be driven by Ops Team
Be flexible – compromise On multiple lots ensure all facets of asset management built-in
Dedicated empowered Project Manager (all sides)
Mobilisation doesn’t finish on the ‘go live’ date
Question and Answer Session
Contacts
Julie Wittich – [email protected]
www.bpha.org.uk
Zane Poyner - [email protected]
www.ianwilliams.co.uk
Mathew Baxter – [email protected]
www.echelonconsultancy.co.uk