Page 97. Executive Head of Asset Planning, Management and Capital Delivery

Size: px
Start display at page:

Download "Page 97. Executive Head of Asset Planning, Management and Capital Delivery"

Transcription

1 Page 97 Agenda Item 7 Report to: Strategy and Resources Committee Date: 16 December 2013 Report of: Executive Head of Asset Planning, Management and Capital Delivery Ward Location: Not applicable Author and Contact Phone Number Tony Edmonds, Ext 4926 Area Served: Borough-wide Chair of the Committee Cllr. Ruth Dombey Lead Member: Cllr Simon Wales Report Title: Procurement of Corporate Facilities Management Services Award of contract Summary On 17 December 2012 the Strategy and Resources Committee approved the recommendation for the Executive Head of Asset Planning, Management and Capital Delivery to proceed with arrangements to procure Facilities Management Services and that a decision on contract award to be brought back to the Strategy and Resources Committee. This report details the procurement process undertaken for the Facilities Management Services and makes recommendations on contract award following an EU compliant tender procurement process. There was significant interest in tendering for the services and this is reflected in the savings anticipated from letting the contracts which is assessed at 287,000 in the first year, rising to 335,000 per year from the second year. Implementation of the recommendations will involve the transfer of the existing staff who provide the service to the new service providers under the Transfer of Undertakings Protection of Employment Regulations (TUPE).

2 Agenda Item 7 Page 98 Recommendations It is recommended that the Strategy and Resources Committee agree a) The appointment of Contractor B in the sum of 767, ( 822, Less 6.75%) to undertake Lot 1 Repairs and Maintenance Service, for a term of seven years commencing 1April 2014, renewable for one further term of three years, giving a total term, subject to achievement of key performance indicators of ten years b) The appointment of Contractor A in the sum of 1,365, to undertake Lot 2, Building Cleaning Service for a term of seven years commencing 1 April 2014, renewable for one further term of three years giving a total term, subject to achievement of key performance indicators of ten years. c) The appointment of Contractor B in the sum of 874, ( 937, less 6.75%) to undertake Lot 3, Facilities Services for a term of seven years commencing 1 April 2014, renewable for one further term of three years giving a total term, subject to achievement of key performance indicators of ten years d) That Legal Services are instructed to draw up formal contracts for signing by Contractor A and Contractor B. e) To the formation of a client side FM Team to monitor contract performance and manage the service providers Background Documents 1. Strategy and Resources Committee Report dated 17 December 2012 Signed: Strategic Director Dated: 5 th December 2013

3 Page 99 Agenda Item 7 1. Background 1.1 One of the options in the Property and Asset Management (P&AM) Smarter Services Sutton of all existing FM and repairs contracts This option looked at the cost benefit analysis of consolidating into one single contract all of the various facilities management services currently provided either in house or via external service providers across me buy back schools. Market research indicated centralising all FM services and rationalising the various contracts currently procured individually into one integrated FM contract would bring about economies of scale. Market research suggested savings between 5% and 10% would be achieved. 1.2 At the Strategy and Resources Committee of 17 December 2012, it was reported that the Procurement Board had proposed packaged services should be developed as the preferred procurement option, given the mixed experience of authorities who have chosen the total FM route, with significant failures experienced by some and that joint procurement arrangements sought with neighbouring local authorities. It was agreed three work packages (lots) be put together, Lot 1 - Repairs and Maintenance, Lot 2 - Building Cleaning and Lot 3 - Facilities Services (Security, Caretaking and Post Services). It was also agreed if a service provider was interested in more than one work stream, they should be offered the opportunity to tender for more than one as this may offer additional efficiencies. The Committee resolved that the Executive Head of Asset Planning, Management and Capital Delivery be authorised to proceed with arrangements to procure new facilities management contracts, which would be for a contract term of seven years, plus one, three-year extension, giving a total term of 10 years. 2. Issues 2.1 The current budgets for all the hard and soft FM services currently let under formal contracts, agreements or undertaken via the in house teams is 3.7m. 2.2 The current services are provided by a combination of in-house teams and external service providers. All services under the new contract arrangements will be fully outsourced. The in-house staff currently providing these services will transfer over to the new service providers under TUPE (Transfer of Undertakings (Protection of Employment)) legislation. A small client team will remain to manage and monitor the new contract arrangements. Initially the client team will consist of seven reducing after a period of six months to five; this is to allow for the transition period from the old to new contract arrangements and to close down existing contracts. 2.3 The service providers will be monitored by the client team against a suite of key performance indicators, which if not achieved will impact on the service providers profit element. 2.4 A client team budget will be set up to cover staff costs. The budget from 1 st April 2014 will be 338,000 reducing in year 2 to 290,000, due to the reduction of staff in the client side team.

4 Agenda Item 7 Page A repairs and maintenance budget will be required to cover any repairs falling the new contract arrangements. The new arrangements make the service provider responsible for all repairs up to the value of 5,000. Between 5,001 and 25k the service provider and Council contribute equally (50/50). A budget of 40,000 is required for th and maintenance liability. This figure is based on average spend over the last three financial years, on repairs between 5,001 and 25k. 2.6 The new arrangements for responsive repairs are different to the current arrangements. The risk for most repairs transfers from the Council to the service provider under the new contract and has allowed the Council to submit a single annual price for repai The tenderers were provided with the extensive historical information on the responsive repairs undertaken annually over the last three years. This has enabled the tendering service providers to submit bids for the service knowing the risks. 2.7 These arrangements are beneficial to the Council as they provide a cap on repair costs and significantly reduce the transaction costs involved with verifying, certifying and processing invoices for works carried out. The Council introduced similar arrangements for the new Leisure management contract which started in 2010 and it has operated successfully without any noticeable off-loading of costs back to the Council. The relative length of the new FM contracts also makes i interest to ensure that repairs are properly carried out. 2.8 Any work over 25k would be funded, as with current practice, from the capital which would remain with the Council. 2.9 The annual values of the three contract lots required the procurement exercise to be fully compliant with EU procurement legislation. The Council therefore issued a notice in the journal of the European Union advertising the three (lots) work streams. Companies interested were requested to complete a pre qualification questionnaire (PQQ). 52 completed PQQs were received which, following evaluation, technical references and site visits was reduced to a final short list of 8 service providers Tenders packages, which comprised over 270 documents across the three work streams, were dispatched to the eight shortlisted service providers, week commencing 29 July. Out of the 8 service providers who were invited to tender, 6 submitted bona fide tenders through Pro Contract, the Council s electronic tendering portal, by the closing date for receipt of tenders on 9 September During the tender period, Sutton Chamber of Commerce held an information day for the eight shortlisted contractors and local small medium enterprises ( ). Over a forum to network and discuss opportunities for collaborative working The six tenders received by the closing date and time are detailed in table 1.

5 Page 101 Agenda Item 7 Table 1 - Tender Returns LOT Contractor A Contractor B Contractor C Contractor D Contractor E Contractor F Lot 1 R&M N/A 814, N/A 1,166, ,848, N/A Lot 2 Cleaning 1,327, ,395, ,426, ,607, ,690, ,100, Lot 3 Facilities 1,262, , N/A 1,138, ,092, N/A 2.13 The tender documents returned by service providers were checked to ensure they had confirmed they had read and understood the requirements, terms and conditions of contract, were complete, individual prices inserted into the relevant boxes in the pricing schedule, consistently priced and comparable to other bids Clarification interviews were held, resulting in three service providers amending their tender bids in accordance with Council standing orders. The revised tender submissions are shown below in the table 2 with those that changed highlighted. Table 2 - Amended tenders LOT Contractor A Contractor B Contractor C Contractor D Contractor E Contractor F Lot 1 R&M N/A 822, N/A 1,166, ,848, N/A Lot 2 Cleaning 1,365, ,395, ,426, ,607, ,690, ,100, Lot 3 Facilities 1,413, , N/A 1,060, ,092, N/A 2.15 A formal evaluation model on Pro Contract was used to evaluate the tenders, ensuring consistency, transparency and a robust audit trail in the event of any challenge from an unsuccessful bidder. The agreed evaluation was on the basis of quality and price with 60% of the score on quality and 40% on price. The quality evaluation was undertaken by a team of evaluators from the Environment & Neighbourhoods and the Resources Directorates. Method statements submitted by the service providers were assessed and scored to give an aggregated percentage score. The method statements covered eleven key service delivery areas: resources and resource allocation, communication, contract monitoring and reporting, quality assurance, information technology, improvements and innovation, environmental sustainability, equality and diversity, corporate social responsibility, mobilisation and implementation and business continuity.

6 Agenda Item 7 Page The following two tables provide a summary of the tender evaluation percentage scores. Table 3 sets out the percentage score for the quality assessment and Table 4 the combined percentage for quality and cost. Table 3 - Quality Percentage Scores LOT Contractor A Contractor B Contractor C Contractor D Contractor E Contractor F Lot 1 R&M N/A 73% - 1 st N/A 64% - 3 rd 71% - 2 nd N/A Lot 2 Cleaning 77% - 1 st 73% - 3 rd 69% - 5 th 72% - 4 th 75% - 2 nd 60% - 6 th Lot 3 Facilities 72% - 4 th 80% = 1 st N/A 80% = 1 st 78% -3 rd N/A Table 4 - Quality & Cost Percentage Scores LOT Contractor A Contractor B Contractor C Contractor D Contractor E Contractor F Lot 1 R&M N/A 84% - 1 st N/A 61% - 2 nd 42% - 3 rd N/A Lot 2 Cleaning 78% - 1 st 73% - 3 rd 70% - 4 th 65% - 5 th 64% - 6 th 76% - 2 nd Lot 3 Facilities 77% - 4 th 88% - 1 st N/A 80% = 2 nd 80% = 2 nd N/A 2.17 Service providers who expressed an interest and tendered for more than one lot were asked if applicable, to state any percentage discount they would be prepared to offer, if appointed for more than one lot. Four service providers tendered for multiple lots and all four opted to offer a percentage discount. Table 5 shows the percentage discounts offered. Table 6 which is for information, shows the value of bid with discounts applied, where applicable. This table provides a useful benchmark to compare the lowest cost against the agreed evaluation basis of quality and cost. Table 5 Percentage Discounts Lots 1 & 2 Lots 1 & 3 Lots 2 & 3 Lots 1, 2 & 3 Contractor A N/A N/A 3.0% N/A Contractor B 1.50% 6.75% 1.80% 5.10% Contractor D 0% 2.29% 1.77% 2.08% Contractor E 1.45% 2.72% 4.14% 5.60%

7 Page 103 Agenda Item 7 Table 6 Costs with Discounts Lots 1 & 2 Lots 1 & 3 Lots 2 & 3 Lots 1, 2 & 3 Contractor A N/A N/A 2,694,889 N/A Contractor B 2,185,404 1,641,575 2,291,616 2,995,371 Contractor D 2,773,488 2,175,611 2,620,695 3,754,256 Contractor E 3,487,090 2,860,809 2,667,687 4, Lot 1 - The tender submitted by Contractor B for Lot 1 is the most competitive at 822, and when combined with their quality score the preferred bidder for Lot The current budget for responsive repairs and planned maintenance is 896, The service specification for Lot 1 requires a fixed cost per building for responsive repairs up to 5,000 and a fixed cost for planned maintenance per building. The service specification also includes professional services currently undertaken by the Repairs and Maintenance (R&M) team. Staff currently within the R&M team will transfer over to the service provider under TUPE. Contractor B provided the most economically advantageous tender and demonstrated in their tender they are able to deliver the service Lot 2 - for Lot 2 is the most competitive on price. However when combined with their quality score they are not the preferred bidder. The combined quality and cost score awarded to Contractor A makes them the preferred bidder for Lot 2. The tender submission of Contractor A has been evaluated and compared to the other bids. Contractor A provided the most economically advantageous tender and demonstrated their ability to deliver the service in their tender Lot 3 - The tender submitted by contractor B for Lot 3 is the most competitive and when combined with their quality score the preferred bidder for Lot 3. Contractor B submission includes their service delivery model. This details their proposal for managing the service which is different to the current service model and includes: a) A logistics hub focusing on movement of goods around the borough (post, furniture, stationery, mechanical and electrical materials and cleaning consumables) using their work flow mobile system to ensure the most efficient and effective travel plan for the couriers across the borough. b) Utilisation of their national monitoring centre for monitoring out of hours officers and deployment of response drivers. The centre is also capable of handling out of hours calls, alarm and CCTV monitoring. c) Up skilling of the caretakers role to Facilities Assistants and increasing the size of the relief caretaking team to provide resilience across the service.

8 Agenda Item 7 Page 104 Contractor B submitted the most economically advantageous tender and they have demonstrated in their tender they are able to deliver the service. Details of the impact of their service delivery model are outlined in appendix A Schools currently buy back into the above three lots to varying degrees. The option for them to continue to buy back into these services is included in the new contract arrangements. 3. Options Considered 3.1 At an early stage in the procurement process, discussions were held with three neighbouring boroughs - LB Merton, LB Kingston and LB Richmond - and also with the Tri-Borough Councils (Westminster, Kensington & Chelsea, Hammersmith and Fulham). There was interest and acceptance by the three neighbouring Councils of however, they were unable to commit to a joint procurement process. Although at an advanced stage, the Tri- Borough arrangements did not go live until 1 October 2013 which was too late for the Council. Although the framework allows other London boroughs to procure any combination of FM services, the process involves the services required to be defined and costed, and for an options appraisal and benchmarking exercise to be undertaken, which could take up to 3 months to complete. As the framework was not available for other boroughs to join until late 2013, it would have meant that the and costs could be ascertained would have been around February 2014 which was contract timetable. 3.2 The current repairs and maintenance service provider is co-located with the Council at Denmark Road. The reconfiguration of accommodation at Denmark Road will mean space for co-location is no longer available there. Service providers were therefore asked to provide options in their method statements how they would operate the services. All service providers expressed an interest in colocation and occupying office space at Civic. Details of the areas that could be made available along with guideline rents were included with the tender documentation together with a draft occupation license that service providers would be required to sign. All service providers confirmed that the rent required has been included in their tenders. 4 Recommendation 4.1 Based on the above and applying the discounts offered by the service providers it is recommended a) The appointment of Contractor B in the sum of 767, ( 822, Less 6.75%) to undertake Lot 1 Repairs and Maintenance Service, for a term of seven years commencing 1April 2014, renewable for one further term of three years, giving a total term, subject to achievement of key performance indicators of ten years b) The appointment of Contractor A in the sum of 1,365, to undertake Lot 2, Building Cleaning Service for a term of seven years commencing 1 April

9 2014, renewable for one further term of three years giving a total term, subject to achievement of key performance indicators of ten years c) The appointment of Contractor B in the sum of 874, ( 937, less 6.75%) to undertake Lot 3, Facilities Services for a term of seven years commencing 1 April 2014, renewable for one further term of three years giving a total term, subject to achievement of key performance indicators of ten years d) That Legal Services are instructed to draw up formal contracts for signing by Contractor A and Contractor B e) To the formation of a client side FM Team to monitor contract performance and manage the service providers 5. Impacts and Implications Financial Implications Page The existing budgets for Facilities management, building cleaning and repairs and maintenance costs amount to 3.7m 13/14 Budget Corporate Facilities (salary and on costs) 1,367,800 Building cleaning - corporate buildings 561,400 Building Cleaning - Schools 768,100 Cleaning consumables 63,000 Window Cleaning 15,000 Repairs and planned maintenance 896,200 Total 3,671, buildings. Budgets for National Non Domestic Rates (NNDR), utility costs, corporate support charges and depreciation costs have been excluded as these will remain Council costs under the new contract and will be managed by the client team. 5.3 The costs under the new contract are as follows Costs Lot 1- Repairs and maintenance 767,200 Lot 2 Building Cleaning 1,365,000 Lot 3 - Facilities services 874,400 Client team (yr 1) 338,000 Repairs and Maintenance budget for 40,000 costs between 5k & 25k Total 3,384,600 Agenda Item This demonstrates a saving of 287k in the first year of the contract. This saving will increase to 335k per annum from year two as the number of staff in the client team will reduce from this point.

10 Agenda Item 7 Page The current cost of the schools cleaning contract is 768, tender bid for schools cleaning is 880, including main office and contract overheads and profit. Therefore none of the savings identified above are attributable to schools. Legal Implications 5.6 The legal advice is that TUPE applies, all the existing staff should transfer to the new contractor and any new service model would require a post transfer restructure by the new contractor following their relevant procedures. Should any of the new models require reduced staffing and or different skill requirements post transfer it is possible that redundancies may follow. Any employer progressing a restructure which results in redundancies is placed under a duty to offer to any staff placed at risk of redundancy any redeployment opportunities which may exist within their organisation by way of suitable alternative employment. Procurement Implications 5.7 The project has been through a full and appropriate procurement process with the outcomes achieved following thorough evaluation of the tender bids received. The Council s pro-contract e-tendering tool has been used and as such contains a full audit trail of actions taken and decisions made at key stages through the process. This demonstrates a transparent process has been undertaken which is open to scrutiny. The corporate procurement unit has been involved and guided the project management team where necessary. HR Implications 5.8 Consultation with all affected staff and their trades unions commenced in December 2012, and regular communication has been provided throughout the process up to now, and will continue. Staff have been advised that TUPE (Transfer of Undertakings Protection of Employment 2006 Regulations) may apply, with current staff transferring to any new employer on their existing contractual terms and conditions. The work towards the creation of a Client Side has commenced and positions will be offered to existing FM employees on a ring-fenced basis initially, with the aim of retaining in-house existing expertise. 5.9 Further consultation will be held with staff and their representatives to ensure meaningful engagement, and to enable a smooth transfer to the new employer(s) on 1 April One Planet Living 5.10 A question on environmental requirements was included within the method statements. Contractor A and Contractor B submitted comprehensive responses detailing how they will manage the environmental impacts particularly around transportation, use of materials and waste. Equality Impact Assessment

11 5.11 The scope of services included in these new contract arrangements will impact across all staff who work buildings and all users of the buildings The contracts should not have any detrimental impact on any group or users and the enhanced arrangements for reporting a facility issue through the use of a single one stop shop point of contact should be beneficial in the long term to all groups. Risks 5.13 The highest risk is not having contracts in place by 1 April 2014 particularly Lot 2 Building cleaning. There is no further option to extend this contract and therefore the Council could be challenged if a contract award is not made There are significant risks associated with the transfer of staff under TUPE and any potential re structure post transfer. However, all staff and their representatives have been and will continue to be consulted up to transfer on 1 April Social Inclusion 5.15 Both Contractor A and B confirmed in their tender method statements commitment to employing local labour and using local suppliers, both provided evidence to support their statement. Contractor A indicated that on one local contract, 86% of their workforce live within three miles of Sutton. Contractor B has included in their method statement the names of local companies who they have agreed partnerships arrangements if successful. 6. Consultation Page 107 Agenda Item Consultation with staff and the trade unions commenced in December 2012, with a series of staff meetings. All staff were able to attend one of these meetings. The new contract arrangements has been a standing agenda item for discussion at the various teams meetings and a staff newsletter has been issued on a monthly basis to keep staff informed of progress in respect of the procurement exercise and formation of the client side team. 6.2 All schools in Sutton, irrespective of whether they buy back into any of the various services provided by Corporate Facilities have been contacted, to inform them of the the services and to update them following receipt of tenders. In response to the communications, one school advised wait to hear in the New Year of the company and price for the contract cleaning, as the school and governors would like to make their own decision about whether to stay. More recently after careful building cleaning we have joined together and appointed consultants to tender our. This potential reduction will not have any impact on the rest of the contract as the terms allow the Council to remove or add buildings without any financial penalty.. 7. Timetable for Implementation

12 Agenda Item 7 Page The new arrangements would be operational from 1 April Appendices 8.1 Appendix A - Contractor B Service Delivery Model for Lot 3 (Restricted) 8.2 Appendix B List of Tenderers (Restricted)

Page 5. The Adult Social Services and Health Committee. The Strategic Director of Adult Social Services, Housing and Health

Page 5. The Adult Social Services and Health Committee. The Strategic Director of Adult Social Services, Housing and Health Page 5 Agenda Item 5 Report to: The Adult Social Services and Health Committee Date: 20 th November 2012 Report of: The Strategic Director of Adult Social Services, Housing and Health Ward Location: All

More information

How to do Business with the London. Borough of Sutton

How to do Business with the London. Borough of Sutton How to do Business with the London Borough of Sutton February 2013 1 About this guide This guide has been developed to assist businesses wishing to sell their goods and services to the Borough. Contents

More information

ACTION TAKEN UNDER DELEGATED POWERS BY OFFICER 26 September 2016

ACTION TAKEN UNDER DELEGATED POWERS BY OFFICER 26 September 2016 ACTION TAKEN UNDER DELEGATED POWERS BY OFFICER 26 September 2016 Title Award of Contract for Strategic Construction Partner contract ref 701462 to John Graham Construction Ltd. Report of Interim Chief

More information

Page 75 Agenda Item 10

Page 75 Agenda Item 10 Page 75 Agenda Item 10 Report to: Strategy and Resources Committee Date: 14 December 2015 Report title: Report from: Ward/Areas affected: Strategic Business Case for sharing HR services with Royal Borough

More information

Page 131. London Borough of Sutton The Executive - 6 July 2010 Report of the Chief Executive and the Strategic Director - Resources

Page 131. London Borough of Sutton The Executive - 6 July 2010 Report of the Chief Executive and the Strategic Director - Resources Page 131 Agenda Item 14 London Borough of Sutton The Executive - 6 July 2010 Report of the Chief Executive and the Strategic Director - Resources Re-commissioning and amalgamation of Sutton and Merton

More information

Department of Health PFU & PPP Forum. Benchmarking and market testing in NHS PFI projects. Code of Best Practice

Department of Health PFU & PPP Forum. Benchmarking and market testing in NHS PFI projects. Code of Best Practice Department of Health PFU & PPP Forum Benchmarking and market testing in NHS PFI projects Code of Best Practice This Code of Best Practice provides guidance and advice on good practice to NHS Trusts, Project

More information

I N BVRG H + Lochend Care Home. I Purpose of report. The Executive of the Council. 31 January 2006

I N BVRG H + Lochend Care Home. I Purpose of report. The Executive of the Council. 31 January 2006 + D I N BVRG H + THE CITY OF EDINBURGH COUNCIL Lochend Care Home The Executive of the Council 31 January 2006 I Purpose of report 1.I To outline to the Executive the options available to the Council for

More information

LONDON BOROUGH OF WALTHAM FOREST

LONDON BOROUGH OF WALTHAM FOREST LONDON BOROUGH OF WALTHAM FOREST Meeting / Date 22 nd June 2015 Report Title Cabinet Portfolio Report Author/ Contact details Wards affected Public Access Contract for the provision of Total Facilities

More information

Date: 7 February 2013

Date: 7 February 2013 Item No. Report title: Classification: Open Ward(s) or groups affected: From: Date: 7 February 2013 Meeting Name: Deputy Leader and Cabinet Member for Housing Management GW2: Leasehold and Ancillary Properties

More information

Date 15.6.09. Date 17.6.09. Date 18.06.09. Date Name of TU rep. N/A Date. Date 19.06.09. Date 19.06.09. Date 19.06.09. Date 19.06.09. Date 4.09.

Date 15.6.09. Date 17.6.09. Date 18.06.09. Date Name of TU rep. N/A Date. Date 19.06.09. Date 19.06.09. Date 19.06.09. Date 19.06.09. Date 4.09. DELEGATED POWERS REPORT NO. 839 SUBJECT: Tender acceptance for the provision of the Client Caseload Information System (CCIS) Database Control sheet All of the following actions MUST be completed at each

More information

KNOWSLEY METROPOLITAN BOROUGH COUNCIL. How to sell to the Council a guide for suppliers

KNOWSLEY METROPOLITAN BOROUGH COUNCIL. How to sell to the Council a guide for suppliers KNOWSLEY METROPOLITAN BOROUGH COUNCIL How to sell to the Council a guide for suppliers Contents Page 1. Why is what it buys important to the Council? 2 2. Why do business with the Council? 2 3. How can

More information

(2) That the contract runs from 1 April 2015 for an initial period of seven years. The value of the contract will be in the order of 10m per annum.

(2) That the contract runs from 1 April 2015 for an initial period of seven years. The value of the contract will be in the order of 10m per annum. Cabinet Member for Corporate Relations Redesign of Facilities Management Services April 2014 Report by Director Service Operations and Principal Manager Facilities Management Ref No: CR02(14/15) Key Decision:

More information

East Sussex Procurement Hub Guidance for Buyers on Evaluating Tenders

East Sussex Procurement Hub Guidance for Buyers on Evaluating Tenders East Sussex Procurement Hub Guidance for Buyers on Evaluating Tenders 1. Introduction The purpose of a tender evaluation is to identify which bid offers the most economically advantageous proposal based

More information

Cabinet Member for Finance and Treasury. AGENDA ITEM: Background document to item 14 Cabinet 15.12.14

Cabinet Member for Finance and Treasury. AGENDA ITEM: Background document to item 14 Cabinet 15.12.14 Part A Report REPORT TO: Cabinet Member for Finance and Treasury AGENDA ITEM: Background document to item 14 Cabinet 15.12.14 SUBJECT: Payroll Administration and Management Services for Corporate Staff,

More information

NHS BLOOD AND TRANSPLANT 28 NOVEMBER 2013. Contract for the Collection and Disposal of Clinical Waste: Award Recommendation.

NHS BLOOD AND TRANSPLANT 28 NOVEMBER 2013. Contract for the Collection and Disposal of Clinical Waste: Award Recommendation. 13/123 NHS BLOOD AND TRANSPLANT 28 NOVEMBER 2013 Title Contract for the Collection and Disposal of Clinical Waste: Award Recommendation Executive Summary Collection and Disposal of Clinical Waste across

More information

Becoming Tender Ready

Becoming Tender Ready Becoming Tender Ready Difference Between Procurement & Tendering Procurement is the process of acquiring goods, works and services, covering both acquisition from third parties and from in-house providers.

More information

HIGHLANDS AND ISLANDS PATHFINDER BROADBAND PROCUREMENT: APPOINTMENT OF PREFERRED SUPPLIER

HIGHLANDS AND ISLANDS PATHFINDER BROADBAND PROCUREMENT: APPOINTMENT OF PREFERRED SUPPLIER ARGYLL AND BUTE COUNCIL STRATEGIC POLICY COMMITTEE CHIEF EXECUTIVE 20 JULY 2006 HIGHLANDS AND ISLANDS PATHFINDER BROADBAND PROCUREMENT: APPOINTMENT OF PREFERRED SUPPLIER 1 SUMMARY This report updates the

More information

CABINET. 24 April 2012. Title: Term Contract for Maintenance, Repair and Minor Works on Security and Protection Systems

CABINET. 24 April 2012. Title: Term Contract for Maintenance, Repair and Minor Works on Security and Protection Systems CABINET 24 April 2012 Title: Term Contract for Maintenance, Repair and Minor Works on Security and Protection Systems Report of the Cabinet Member for Finance and Education Open Report Wards Affected:

More information

Project Athena Phase 1 Human Resources and Payroll

Project Athena Phase 1 Human Resources and Payroll Executive 14 November 2011 Report from the Director of Finance and Corporate Services Project Athena Phase 1 Human Resources and Payroll Wards Affected: [ALL] 1.0 Summary 1.1 This report concerns the transfer

More information

1. The transfer of the service vehicle fleet and pool car fleet management to the County Council from 1 July 2013.

1. The transfer of the service vehicle fleet and pool car fleet management to the County Council from 1 July 2013. Cabinet Member for Finance and Resources and Cabinet Member for Highways and Transport Ref No. HT11(12/13) Service Vehicles Procurement Strategy November 2012 Report by Director of Business Change Key

More information

Executive Decision Report. 21 February 2013. Forward Plan reference number: KD03881 MANAGED SERVICES

Executive Decision Report. 21 February 2013. Forward Plan reference number: KD03881 MANAGED SERVICES Executive Decision Report A11 Decision maker Full Cabinet Date of decision 21 February 2013 Forward Plan details Report title (decision subject) Reporting officer Key decision Access to information classification

More information

Procurement Strategy. Homes for Haringey

Procurement Strategy. Homes for Haringey Procurement Strategy Homes for Haringey 2010-2015 Achieving value for money should always be a priority for government, and it is never a finished process. Challenging economic circumstances impact directly

More information

Outsourcing. Knowledge Summary

Outsourcing. Knowledge Summary Knowledge Summary Outsourcing P&SM professionals should have the knowledge and skills required to manage the outsourcing process and to advise colleagues of the most appropriate solution to obtain best

More information

Brent Council Corporate Procurement Strategy 2005

Brent Council Corporate Procurement Strategy 2005 Brent Council Corporate Procurement Strategy 2005 The Corporate Management Team endorsed a Corporate Procurement Strategy in September 2003. A number of interim reports to the Corporate Management Team

More information

WATFORD BOROUGH COUNCIL PROCUREMENT RECOMMENDATION SUBMITTED BY: TRICIA TAYLOR - CORPORATE DIRECTOR

WATFORD BOROUGH COUNCIL PROCUREMENT RECOMMENDATION SUBMITTED BY: TRICIA TAYLOR - CORPORATE DIRECTOR WATFORD BOROUGH COUNCIL PROCUREMENT RECOMMENDATION TO: CORPORATE MANAGEMENT BOARD SUBMITTED BY: TRICIA TAYLOR - CORPORATE DIRECTOR REQUIREMENT: INTEGRATED HR SYSTEMS WITH PAYROLL DATE: 11 November 2008

More information

How are companies currently changing their facilities management delivery model...?

How are companies currently changing their facilities management delivery model...? Interserve and Sheffield Hallam University market research 2012 Page 2 www.commercial.interserve.com How are companies currently changing their facilities management delivery model...? we have a strategy

More information

Group Procurement Policy. Policy Owner: Executive Director Finance and Resources

Group Procurement Policy. Policy Owner: Executive Director Finance and Resources Group Procurement Policy Policy Owner: Executive Director Finance and Resources 0 Control Date Policy level Regulatory / Strategic Policy Reference FR/001/2012 Link to Strategy Procurement Strategy Version

More information

PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS HEAD OF WASTE STRATEGY AND CONTRACTS

PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS HEAD OF WASTE STRATEGY AND CONTRACTS NORTH LONDON WASTE AUTHORITY Agenda Item No: REPORT TITLE: PROCUREMENT PROGRAMME PROCUREMENT OF CONSULTANTS REPORT OF: HEAD OF WASTE STRATEGY AND CONTRACTS FOR SUBMISSION TO: DATE: AUTHORITY MEETING 11

More information

London Borough of Bromley COMMISSIONING - PROPOSED TOTAL FACILITY MANAGEMENT CONTRACT

London Borough of Bromley COMMISSIONING - PROPOSED TOTAL FACILITY MANAGEMENT CONTRACT Report No. DRR14/089 London Borough of Bromley PART 1 - PUBLIC Decision Maker: Executive Date: 15 th October 2014 Decision Type: Non-Urgent Executive Key Title: COMMISSIONING - PROPOSED TOTAL FACILITY

More information

MANAGEMENT AND OPERATION OF HARLOW ENTERPRISE HUB JANE GREER, HEAD OF COMMUNITY WELLBEING (01279)

MANAGEMENT AND OPERATION OF HARLOW ENTERPRISE HUB JANE GREER, HEAD OF COMMUNITY WELLBEING (01279) REPORT TO: CABINET DATE: 21 JULY 2016 TITLE: PORTFOLIO HOLDER: LEAD OFFICER: CONTRIBUTING OFFICERS: MANAGEMENT AND OPERATION OF HARLOW ENTERPRISE HUB COUNCILLOR TONY DURCAN JANE GREER, HEAD OF COMMUNITY

More information

Delivering Customer Focused Outcomes and Value for Money through Commissioning and Procurement

Delivering Customer Focused Outcomes and Value for Money through Commissioning and Procurement Delivering Customer Focused Outcomes and Value for Money through Commissioning and Procurement Procurement Strategy 2012-2015 V1.0 Please consider the environment if you need to print this document and

More information

Overview of the Transfer of Undertakings (Protection of Employment) Regulations 2006

Overview of the Transfer of Undertakings (Protection of Employment) Regulations 2006 TUPE Overview of the Transfer of Undertakings (Protection of Employment) Regulations 2006... 1 Service Provision Changes... 1 Employer Liability Information... 2 Liability for Failure to Inform and Consult

More information

MOLE VALLEY DISTRICT COUNCIL CORPORATE PROCUREMENT POLICY & PRINCIPLES Secure the best goods and services available, appropriate to its needs

MOLE VALLEY DISTRICT COUNCIL CORPORATE PROCUREMENT POLICY & PRINCIPLES Secure the best goods and services available, appropriate to its needs MOLE VALLEY DISTRICT COUNCIL CORPORATE PROCUREMENT POLICY & PRINCIPLES 2016 Procurement Policy Statement Mole Valley District Council will Secure the best goods and services available, appropriate to its

More information

Procurement Guide. How to tender for the Council s. higher value services and. supply needs

Procurement Guide. How to tender for the Council s. higher value services and. supply needs Procurement Guide How to tender for the Council s higher value services and supply needs This guide has been developed to assist businesses wishing to do business with the London Borough of Bexley. 116

More information

Transport for London. INVITATION TO TENDER FOR BRIDGE DESIGN CONSULTANCY SERVICES ITT REF: TfL/90711 PUBLICATION DATE: 13 FEBRUARY 2013

Transport for London. INVITATION TO TENDER FOR BRIDGE DESIGN CONSULTANCY SERVICES ITT REF: TfL/90711 PUBLICATION DATE: 13 FEBRUARY 2013 Transport for London INVITATION TO TENDER FOR BRIDGE DESIGN CONSULTANCY SERVICES ITT REF: TfL/90711 PUBLICATION DATE: 13 FEBRUARY 2013 Invitation to Tender TfL/90711 Bridge Design Consultancy Services

More information

Gloucester City Council PROCUREMENT STRATEGY

Gloucester City Council PROCUREMENT STRATEGY Gloucester City Council PROCUREMENT STRATEGY 2011-2016 Financial Services May 2011 Definitions Procurement The action of obtaining or procuring something; Financial assistance for the procurement of legal

More information

Councillors Nick Emmerson, Neil Garratt, Nighat Piracha, Marian Radford, Tony Shields

Councillors Nick Emmerson, Neil Garratt, Nighat Piracha, Marian Radford, Tony Shields LONDON BOROUGH OF SUTTON STRATEGY AND RESOURCES COMMITTEE MONDAY, 15TH DECEMBER, 2014 Second Dispatch efg 7.30 pm at the Civic Offices, St Nicholas Way, Sutton SM1 1EA To all members of the Strategy and

More information

Outcome of Brokerage Services(encompassing payroll) Tender

Outcome of Brokerage Services(encompassing payroll) Tender Report to Cabinet Outcome of Brokerage Services(encompassing payroll) Tender Portfolio Holder: Cllr Jenny Harrison, Social Care & Safeguarding Officer Contact: Maggie Kufeldt, Executive Director - Health

More information

The feasibility of outsourcing the City Hall Night Time Security Service

The feasibility of outsourcing the City Hall Night Time Security Service The feasibility of outsourcing the City Hall Night Time Security Service Introduction 1.1 This paper sets out the feasibility of outsourcing the City Hall Night Time Security Service. Facilities Management

More information

Leeds City Council Procurement Strategy October 2013

Leeds City Council Procurement Strategy October 2013 Leeds City Council Procurement Strategy October 2013 Contents 1. Introduction 2. Background 3. Our ambition 4. Our strategy 5. Who we will work with 6. What we will achieve and how we will achieve it 7.

More information

PUBLIC REALM COMMUNITY SAFETY, ECONOMIC DEVELOPMENT AND REGENERATION OVERVIEW AND SCRUTINY COMMITTEE

PUBLIC REALM COMMUNITY SAFETY, ECONOMIC DEVELOPMENT AND REGENERATION OVERVIEW AND SCRUTINY COMMITTEE PUBLIC REALM COMMUNITY SAFETY, ECONOMIC DEVELOPMENT AND REGENERATION OVERVIEW AND SCRUTINY COMMITTEE 19 FEBRUARY 2013 SHARED SERVICE FOR PARKING WITH THE LONDON BOROUGH OF BROMLEY 1 SHARED SERVICES BACKGROUND

More information

Outsourcing. Definitions. Outsourcing Strategy. Potential Advantages of an Outsourced Service. Procurement Process

Outsourcing. Definitions. Outsourcing Strategy. Potential Advantages of an Outsourced Service. Procurement Process CIPS takes the view that the outsourcing of services to specialist providers can often lead to better quality of services and increased value for money. Purchasing and supply management professionals should

More information

University of Brighton Sustainable Procurement Strategy 2011-2015

University of Brighton Sustainable Procurement Strategy 2011-2015 University of Brighton Sustainable Procurement Strategy 2011-2015 Sustainable procurement in a challenging environment Introduction There is widespread recognition that climate change and the use of dwindling

More information

LONDON BOROUGH OF WALTHAM FOREST

LONDON BOROUGH OF WALTHAM FOREST LONDON BOROUGH OF WALTHAM FOREST Meeting / Date Cabinet 13 th November 2012 Agenda Item 10 Report Title Cabinet Portfolio Report Author/ Contact details Wards affected Public Access Appendices OneSAP ERP

More information

Procurement strategy for communal heating maintenance and responsive repairs including out of hours cover

Procurement strategy for communal heating maintenance and responsive repairs including out of hours cover Housing and Adult Social Services 7 Newington Barrow Way, London N7 7EP Report of: Executive Member for Housing and Development Meeting of: Date Ward(s) Executive 21 May 2015 All Delete as appropriate

More information

SUBJECT: FRAMEWORK AGREEMENT FOR THE PROVISION OF VIDEO CONFERENCING EQUIPMENT

SUBJECT: FRAMEWORK AGREEMENT FOR THE PROVISION OF VIDEO CONFERENCING EQUIPMENT REPORT TO INDIVIDUAL CABINET MEMBER FOR FINANCE, LEGAL AND ICT 29 FEBRUARY Key Decision YES Forward Plan Ref No Corporate Priority ALL Cabinet Portfolio Holder: Date of Decision/ Referral to O&S Cllr David

More information

Page 7. London Borough of Sutton

Page 7. London Borough of Sutton Page 7 Agenda Item 3 London Borough of Sutton The Executive - 5 July 2011 Joint Report of the Strategic Director Resources and Executive Head of Policy and Customer Services BUSINESS AND FINANCIAL PLANNING

More information

ADVENTURE PLAY STRATEGY NEXT STEPS AND PROPOSED STAFF-LED MUTUAL

ADVENTURE PLAY STRATEGY NEXT STEPS AND PROPOSED STAFF-LED MUTUAL Children s Services 222 Upper Street, London N1 1XR Report of: Executive Member for Children and Families Meeting of: Date Ward(s) Executive 27 th November All Delete as appropriate Non-exempt SUBJECT:

More information

Contents. Introduction Page 3. Section 1 Strategic Aim Page 4. Section 2 Professionally Resourced Page 5

Contents. Introduction Page 3. Section 1 Strategic Aim Page 4. Section 2 Professionally Resourced Page 5 Contents Introduction Page 3 Section 1 Strategic Aim Page 4 Section 2 Professionally Resourced Page 5 Section 3 Economic, Social and Environmental Impact Page 6 Section 4 Community Benefits Page 7 Section

More information

Contract Standing Orders

Contract Standing Orders Hampshire County Council Constitution Part 3:F Contract Standing Orders 1. Interpretation 2. Status of, and Compliance with, Contract Standing Orders 3. Approval to Commence Procurement 4. Contract Value

More information

CABINET. 24 March 2015

CABINET. 24 March 2015 CABINET 24 March 2015 Title: Procurement of Electricity and Gas Supplies Report of the Cabinet Member for Finance Open Report with Exempt Appendix 4 Wards Affected: All Report Author: Andrew Sivess Group

More information

e-procurement A Guide For Suppliers

e-procurement A Guide For Suppliers e-procurement A Guide For Suppliers 1. Introduction Background The Government has given councils targets for the implementation of e-procurement and for benefits to be achieved from e-procurement. These

More information

Information Commissioner's Office

Information Commissioner's Office Information Commissioner's Office IT Procurement Review Ian Falconer Partner T: 0161 953 6480 E: ian.falconer@uk.gt.com Last updated 18 June 2012 Will Simpson Senior Manager T: 0161 953 6486 E: will.g.simpson@uk.gt.com

More information

Housing Scrutiny Sub-Committee 27 March 2012

Housing Scrutiny Sub-Committee 27 March 2012 b Housing Scrutiny Sub-Committee 27 March 2012 Asbestos Commission Update All Wards Report authorised by: Executive Director Housing Regeneration and Environment Sue Foster Executive summary The Council

More information

Section 8 - Procurement Procedure Rules (The Council s rules for procuring works, supplies or services)

Section 8 - Procurement Procedure Rules (The Council s rules for procuring works, supplies or services) Section 8 - Procurement Procedure Rules (The Council s rules for procuring works, supplies or services) Section Description Page 1 Introduction and Scope 101 Interpretation and Definitions 101 Exemptions

More information

Procurement Purchasing Arrangements How the Council Buys Goods and Services

Procurement Purchasing Arrangements How the Council Buys Goods and Services Procurement Purchasing Arrangements How the Council Buys Goods and Services How to Tender for Council Supplies and Services INTRODUCTION 1 BEST VALUE 2 HOW THE COUNCIL BUYS 2 PARTNERING 3 EUROPEAN REGULATIONS

More information

DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA INTERIM REVIEW OF ROYAL ALBERT DOCK PROCUREMENT

DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA INTERIM REVIEW OF ROYAL ALBERT DOCK PROCUREMENT DIRECTORATE OF AUDIT, RISK AND ASSURANCE Internal Audit Service to the GLA INTERIM REVIEW OF ROYAL ALBERT DOCK PROCUREMENT DISTRIBUTION LIST Audit Team David Esling, Head of Audit and Assurance Phil Drysdale,

More information

Cllr Ray Theodoulou. Yes Lead Member report dated 18 th March 2013 Tender documents Draft Contracts from the framework

Cllr Ray Theodoulou. Yes Lead Member report dated 18 th March 2013 Tender documents Draft Contracts from the framework IT Managed Services/SAP Support Services Contract Cabinet Date 10th July 2013 Finance and Change Cllr Ray Theodoulou Key Decision Background Document Location/Contact for inspection of Background Documents

More information

Managed Services aims to radically reduce existing systems and costs by enabling boroughs to share back office functions.

Managed Services aims to radically reduce existing systems and costs by enabling boroughs to share back office functions. Managed Services Briefing Overview and Scrutiny Committee 24 September 2013 London Borough of Hammersmith and Fulham The Royal Borough of Kensington and Chelsea Westminster City Council Managed Services

More information

How We Review Rent, Management Fee & Service Charges

How We Review Rent, Management Fee & Service Charges How We Review Rent, Management Fee & Service Charges Your views 2 CONTENTS Page 4 Rent, Management Fee & Service Charges Page 5 Our Approch to Rent Setting Page 6 Rent Increase Page 7 Close Cleaning Estate

More information

A guide on how to do business with Stockport NHS Foundation Trust. Procurement Buying In to Buying Locally

A guide on how to do business with Stockport NHS Foundation Trust. Procurement Buying In to Buying Locally A guide on how to do business with Stockport NHS Foundation Trust Procurement Buying In to Buying Locally Contents Page Introduction 3 Aim of the guide 4 Corporate Citizenship more than a hospital 4 The

More information

FRAMEWORK BRIEF. Document Storage, Scanning & Related Services

FRAMEWORK BRIEF. Document Storage, Scanning & Related Services FRAMEWORK BRIEF Document Storage, Scanning & Related Services FRAMEWORK OVERVIEW HealthTrust Europe s (HTE) Document Storage, Scanning and Related Services framework agreement offers a simple and compliant

More information

Report Authorised by: Sue Foster, Strategic Director, Neighbourhoods and Growth

Report Authorised by: Sue Foster, Strategic Director, Neighbourhoods and Growth Officer delegated decision Decision Due: 25 November 2015 Extension to Existing Waiver for Hays Specialist Recruitment Wards: All Report Authorised by: Sue Foster, Strategic Director, Neighbourhoods and

More information

LONDON BOROUGH OF WALTHAM FOREST

LONDON BOROUGH OF WALTHAM FOREST LONDON BOROUGH OF WALTHAM FOREST Meeting / Date Cabinet /December 2015 Report Title Cabinet Portfolio Report Author/ Contact details Wards affected Public Access Appendices ICT Data Centre & Infrastructure

More information

Highlands and Islands Broadband Pathfinder Project - Background

Highlands and Islands Broadband Pathfinder Project - Background ITEM: 22(a) PAGE: 1 REPORT TO: The Moray Council on 5 July, 2006 SUBJECT: BY: Highlands and Islands Broadband Pathfinder Project - Background Chief Executive 1. Reason for Report 1.1 The Pathfinder Broadband

More information

TUPE POLICY AND PROCEDURE FOR SCHOOLS / ACADEMIES

TUPE POLICY AND PROCEDURE FOR SCHOOLS / ACADEMIES BRINKWORTH EARL DANBY S CE PRIMARY SCHOOL Serving the communities of Brinkworth and Dauntsey VISION Believe to Achieve! To provide a secure, happy and stimulating learning environment in which EVERYONE

More information

Governance & Audit Committee 1 February 2016

Governance & Audit Committee 1 February 2016 Agenda Item 6. Governance & Audit Committee 1 February 2016 Welland Internal Audit Consortium Internal Audit Plan & Performance Update 2015/16 Purpose of report: To provide Members with information on

More information

Cambridge City Council. Executive Councillor for Customer Services and Resources: Councillor Julie Smith

Cambridge City Council. Executive Councillor for Customer Services and Resources: Councillor Julie Smith Cambridge City Council Item To: Report by: Relevant scrutiny committee: Wards affected: Executive Councillor for Customer Services and Resources: Councillor Julie Smith Director of Resources Strategy &

More information

How to Tender for our Work

How to Tender for our Work Pembrokeshire County Council Cyngor Sir Penfro How to Tender for our Work Parc Cenedlaethol Arfordir Penfro Pembrokeshire Coast National Park COLEG Sir Benfro Pembrokeshire COLLEGE March 2014 Contents

More information

Supplier & Contract Management System (SCMS)

Supplier & Contract Management System (SCMS) Meeting of the Executive Member for Corporate Services and Advisory Panel 30 October 2007 Report of the Assistant Director Audit and Risk Management Supplier & Contract Management System (SCMS) Summary

More information

Section 1 Summary and Recommendations

Section 1 Summary and Recommendations REPORT FOR: CABINET Date of Meeting: 10 December 2015 Subject: Key Decision: Responsible Officer: Portfolio Holder: Exempt: Decision subject to Call-in: Wards affected: Homes for Harrow: Building homes

More information

PROCUREMENT STRATEGY

PROCUREMENT STRATEGY PROCUREMENT STRATEGY 2010 2014-1 - Contents SECTION Page 1. INTRODUCTION 3 2. THE STRATEGY RATIONALE 3 3. STRATEGIC OUTCOMES 5 4. SUPPORTING CORE BUSINESS DELIVERY 11 5. ENSURING EFFECTIVE PROCUREMENT

More information

Based upon the results of the council s procurement processes and officers recommendations, this report recommends to Cabinet to appoint:

Based upon the results of the council s procurement processes and officers recommendations, this report recommends to Cabinet to appoint: b Cabinet 9 July 2012 Total Facilities Management - Procurement All Wards Cabinet Portfolio: Cabinet Member for Finance and Resources: Councillor Paul McGlone Report authorised by: Executive Director Finance

More information

Hertsmere Borough Council. Corporate Procurement Strategy

Hertsmere Borough Council. Corporate Procurement Strategy Hertsmere Borough Council Corporate Procurement Strategy 2007-2010 1. Introduction Hertsmere Borough Council ( the Council ) published its first Corporate Procurement Strategy in 2003. This was in response

More information

7. BUSINESS CASE FOR A JOINT PROPERTY VEHICLE

7. BUSINESS CASE FOR A JOINT PROPERTY VEHICLE Cabinet 6 March 2014 7. BUSINESS CASE FOR A JOINT PROPERTY VEHICLE Relevant Cabinet Member Relevant Officer Recommendation Mr J P Campion Director of Resources 1. The Cabinet Member with Responsibility

More information

Delivering e-procurement Local e-gov National e-procurement Project Overarching Guide to e-procurement for LEAs

Delivering e-procurement Local e-gov National e-procurement Project Overarching Guide to e-procurement for LEAs 1. Introduction Background The National e-procurement Project (NePP) and Centre for Procurement Performance (CPP) are working to support and enable schools to meet their e- Government targets and to gain

More information

Contract Management Framework

Contract Management Framework Contract Management Framework Contents Purpose and Scope... 2 The Contract... 2 The importance of the Contract... 2 Contract Management... 3 The Toolkits... 4 Outline of establishing a Contract Management

More information

LSB Procurement Framework

LSB Procurement Framework LSB Procurement Framework Introduction Procurement covers the typical purchase of services, supplies and works required to enable project delivery and to manage the infrastructure. The Services Board (LSB)

More information

LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW (papers relied on to write the report but which are not published and do not contain exempt information)

LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW (papers relied on to write the report but which are not published and do not contain exempt information) 9 COMMITTEE: EXECUTIVE REF NO: E/14/43 DATE: 7 OCTOBER 2014 SUBJECT: CUSTOMER ACCESS STRATEGY 2013-16: CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM (CRM) REPLACEMENT PORTFOLIO HOLDER: COUNCILLOR NEIL MACDONALD

More information

Gary Cooke, Cabinet Member for Corporate and Democratic Services

Gary Cooke, Cabinet Member for Corporate and Democratic Services From: To: Decision No: Subject: Classification: Gary Cooke, Cabinet Member for Corporate and Democratic Services The Property Sub Committee N/A Total Facilities Management 2 nd Biannual Review Unrestricted

More information

Agenda Item No. 4. Policy and Resources Select Committee. 11 October 2012. Contract Procurement and Contract Management

Agenda Item No. 4. Policy and Resources Select Committee. 11 October 2012. Contract Procurement and Contract Management Agenda Item No. 4 Policy and Resources Select Committee 11 October 2012 Contract Procurement and Contract Management Head of Procurement & Contract Services Executive Summary The Policy and Resources Select

More information

The annual total cost to Lambeth is approximately 100k. Introduction of this surcharge provides a cost saving of 100K per annum.

The annual total cost to Lambeth is approximately 100k. Introduction of this surcharge provides a cost saving of 100K per annum. b Officer delegated decisions August 2012 Implementation of credit card surcharges All Wards Report authorised by: Mike Suarez - Executive Director of Finance & Resources. Executive summary As part of

More information

SCRUTINY COMMITTEE ITEM 04 28 MARCH 2012

SCRUTINY COMMITTEE ITEM 04 28 MARCH 2012 SCRUTINY COMMITTEE ITEM 04 28 MARCH 2012 INTERNAL AUDIT PLAN Report of the: Director of Finance Contact: John Turnbull or Gillian McTaggart Urgent Decision?(yes/no) No If yes, reason urgent decision required:

More information

TRI-BOROUGH MANAGED SERVICES FINANCE AND HUMAN RESOURCES (TRANSACTIONAL SERVICES) Report of the Cabinet Member for Finance Councillor Max Schmid

TRI-BOROUGH MANAGED SERVICES FINANCE AND HUMAN RESOURCES (TRANSACTIONAL SERVICES) Report of the Cabinet Member for Finance Councillor Max Schmid London Borough of Hammersmith & Fulham CABINET 3 NOVEMBER 2014 TRI-BOROUGH MANAGED SERVICES FINANCE AND HUMAN RESOURCES (TRANSACTIONAL SERVICES) Report of the Cabinet Member for Finance Councillor Max

More information

(Cabinet 10 December 2014) The supply of Hard Facilities Management (Hard FM) maintenance services to the County Council estate

(Cabinet 10 December 2014) The supply of Hard Facilities Management (Hard FM) maintenance services to the County Council estate Somerset County Council Cabinet 10 th December 2014 (Cabinet 10 December 2014) Paper H Item No. 11 The supply of Hard Facilities Management (Hard FM) maintenance services to the County Council estate Cabinet

More information

Cambridge City Council

Cambridge City Council Cambridge City Council Item To: Report by: Relevant scrutiny committee: Wards affected: Executive Councillor for Customer Services and Resources James Nightingale, Head of ICT Client Services Strategy

More information

Oadby and Wigston Borough Council PROCUREMENT STRATEGY

Oadby and Wigston Borough Council PROCUREMENT STRATEGY Oadby and Wigston Borough Council PROCUREMENT STRATEGY JUNE 2006 1 Contents Page(s) 1. Context...3 2. Oadby & Wigston s Vision for Procurement...3 3. Progress to Date...4 4. Procurement in the Organisation...4

More information

Contract Standing Orders

Contract Standing Orders Internal Audit Report Chapter 26 Contract Standing Orders 1 Internal Audit Report Section Item INDEX 1 Introduction 2 Definitions 3 Responsibilities 4 Authorities 5 Exceptions 6 Procurement Rules 6.1 EC

More information

Invitation to Tender

Invitation to Tender Provision of a Customer Satisfaction Tool Ref: BS/14/C/0192 Page 1 of 12 Table of Contents 1. Introduction... 3 1.1 Background... 3 1.2 Structure of this Document... 3 1.3 Confidentiality... 3 1.4 Use

More information

Technology Review Feedback Vale of Glamorgan Council

Technology Review Feedback Vale of Glamorgan Council Technology Review Feedback Vale of Glamorgan Council Audit year: Annual Improvement Assessment 2011 Issued: October 2011 Document reference: 538A2011 Status of report The person who delivered the work

More information

Cab.1 7.7.2013/6.2 BARNSLEY METROPOLITAN BOROUGH COUNCIL. This matter is a key decision within the Council s definition and has been

Cab.1 7.7.2013/6.2 BARNSLEY METROPOLITAN BOROUGH COUNCIL. This matter is a key decision within the Council s definition and has been included in the relevant Forward Plan. Report of the Assistant Chief Barnsley LIFT Centres Soft Services Facilities Management This matter is a key decision within the Council s definition and has been

More information

UK-London: IT services: consulting, software development, Internet and support 2011/S 165-273114 CONTRACT NOTICE. Services

UK-London: IT services: consulting, software development, Internet and support 2011/S 165-273114 CONTRACT NOTICE. Services 1/6 This notice in TED website: http://ted.europa.eu/udl?uri=ted:notice:273114-2011:text:en:html UK-London: IT services: consulting, software development, Internet and support 2011/S 165-273114 CONTRACT

More information

MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT

MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT CONTENTS Foreword ------------------------------------------------------------------------ 3 Executive Summary ---------------------------------------------------------

More information

Estates, Facilities & Professional Services. Analysis and Reconciliation Services Framework User Guide. Framework Reference Number: 2012004NC

Estates, Facilities & Professional Services. Analysis and Reconciliation Services Framework User Guide. Framework Reference Number: 2012004NC Estates, Facilities & Professional Services Analysis and Reconciliation Services Framework User Guide Framework Reference Number: 2012004NC April 2015 2 Version Control Contributor(s) Date Version Comments

More information

Community Benefits in Procurement Procedure

Community Benefits in Procurement Procedure DATA LABEL: PUBLIC Appendix 2 West Lothian Council Community Benefits in Procurement Procedure Date: May 2013 CONTENTS 1. Introduction... 1 2. Community Benefits Commitment... 1 3. Identifying Potential

More information

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY MCCG GB 25.09.14 Att 14 REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 25 th September 2014 Agenda No: 8.4 Attachment: 14 Title of Document: Community Services Project Initiation

More information

Corporate Procurement Strategy 2014-2017

Corporate Procurement Strategy 2014-2017 Strategy 2014-2017 Strategy 2014-2017 Introduction The Brighton & Hove community is distinctive for its strong international flavour and vibrant diversity of cultures. The make-up of the local population,

More information

Invitation to Tender Leisure Development Partner Framework Agreement

Invitation to Tender Leisure Development Partner Framework Agreement Invitation to Tender Leisure Development Partner Framework Agreement 1. Introduction Like almost every other local authority across the country, the Forest of Dean District Council needs to take some tough

More information

PROCUREMENT STRATEGY

PROCUREMENT STRATEGY PROCUREMENT STRATEGY 2013-2017 Contents Introduction 3 Strategic Procurement in Context 4 Key Principles for Effective Procurement 6 Priorities for Improving Procurement 11 Procurement Action Plan 14 Forward

More information

How to tender for Council work a guide for contractors, suppliers and service providers

How to tender for Council work a guide for contractors, suppliers and service providers How to tender for Council work a guide for contractors, suppliers and service providers Contents 1 Introduction 4 2 Rules affecting works, supplies, and services 5 General rules 5 European Law 5 UK Law

More information