NHS ProCure21 - CERACQ · NHS ProCure 21 Partnerships between the public and private sectors are a...
Transcript of NHS ProCure21 - CERACQ · NHS ProCure 21 Partnerships between the public and private sectors are a...
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NHS ProCure21
Presented by Peter Woolliscroft
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NHS ProCure 21
Programme for the dayProgramme for the daySet out how partnering was promoted in EnglandHow NHS ProCure21 was developedThe successes and next Steps
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NHS ProCure 21
In the beginning!!Government wanted a review of the
construction industry in UK.Sir Michael Latham - Building the Team 1996Sir John Egan – Rethinking construction 1999
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NHS ProCure 21
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NHS ProCure 21
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NHS ProCure 21
Partnerships between the public and private sectors are a cornerstone of the Government's modernisation programme. Drawing on the best of both public and private sectors, public private partnerships (PPPs) can help the public sector to deliver modern, high-quality public services.
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NHS ProCure 21
PartneringPartnering TRUSTTRUST
WASTEWASTE
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NHS ProCure 21
NHS ProCure 21 is the Health response to the Government-wide initiative ““Achieving Excellence (1998).Achieving Excellence (1998).””This set out the Government’s response to the Egan Report (“Rethinking Construction”)
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NHS ProCure 21
NHS ProCure 21 was launched by Alan Milburn, Secretary of State for Health
in April 2000
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NHS ProCure 21
Reflecting the aims of ““RethinkingRethinkingConstructionConstruction”” through NHS ProCure 21
“Traditional processes of selection should be Traditional processes of selection should be radically changed because they do not lead to radically changed because they do not lead to Best ValueBest Value”
70% of all publicly procured projects were over time and over budget (NAO -Modernising Construction)
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NHS ProCure 21
“An integrated team should be formed before design starts and maintained throughout delivery”
This is reflected in NHS ProCure21 “Best Client “ and “Building on Partnering” guidance.
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NHS ProCure 21
“Contracts should lead to mutual benefit for all parties and be based on a target and whole life cost approach”NHS ProCure21 addresses this and promotes tthe implementation of working collaboratively requires the adoption of a coherent cost management approach informed by the principles of “Target Costing”.
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NHS ProCure 21
“Suppliers should be selected by Best Value and not the lowest price: this can be achieved within EC and central government procurement guidelines”Clients can properly and legally appoint a reduced number of partners through a competition selection including based on ‘Best Economic Value’ criteria. NHS Procure 21 has used this facility to establish a partnering framework.
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NHS ProCure 21
“Culture and processes should be changed so that collaborative rather than confrontational working is achieved”
The major factors in managing culture and process change are;Senior Level Determination to changeRe-design of processes to support the
changeTraining in the skill for collaborative workingCreating an environment in which people can expect support rather than blame.
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NHS ProCure 21
NHS ProCure 21Prime Objective
To remove waste and improve the efficiency of construction
To Make the whole process
LEAN
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NHS ProCure 21
30% better on time and cost predictability32% better on quality29% higher productivity33% higher Client satisfaction35% higher profitability300% better Health & Safety performance!
Source: Rethinking Demonstrations Report (July 2003) 374 projects in UK – combined value £7 billion KPIs charting progress over a 4 year
period
Rethinking Construction Targets
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NHS ProCure 21THE PASTTHE PAST
Hospital Trust boards become frustrated at not being able to deliver their targets, as this poor predictability brings:
Cost overruns, Last minute brokerage arrangements, Delayed handover and opening of facilities,Delayed final accounts,Contract claims.
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NHS ProCure 21
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NHS ProCure 21
A construction Programme – Not a Funding system.A National Framework of the best in the construction industry.Integrates the client with the supply chain as soon as possible.A NON ADVERSARIAL method of construction
What is NHS What is NHS ProCureProCure 21 ?21 ?
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Partnering12 Supply Chains
Integrated teams
Long Term Relationships
Best ClientBest Client Guide
Best Client Manual
PD Training
Design QualityAEDET & NEAT
Design Review Panels
Centre for Healthcare Architecture and Design
BenchmarkingClient and Supplier
Performance
Continuous Improvement
NHS ProCure 21
NHS ProCure 21 has 4 strands:
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NHS ProCure 21
Structure
Cost and Value
Risk
ProCure 21
How it WorksHow it Works
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NHS ProCure 21
STRUCTURE
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PWConsultingProgramme PSCP Programme PSCP --
Contractual ArrangementsContractual Arrangements
SoSH / NHS ESTATES
PSCP
Framework Agreement
NHS Client
Scheme Agreement
Framework level
Long term relationship of construction industry with Health Service as a whole established at Framework level – performance based
Scheme level
Partnering arrangements established with each NHS Client using ECC Option C Target Contract with Activity Schedule
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NHS ProCure 21
THE TRADITIONAL MODEL
A NEW ADDITION
MANUFACTURER
1ST TIER
INSTALLER
MERCHANT
CUSTOMER
MANUFACTURER INSTALLER
1ST TIERMERCHANT
SOMECUSTOMERS
SUPPLY CHAINS
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NHS ProCure 21
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NHS ProCure 21
NHS PROJECTVIRT U AL
ORG ANIS AT IO N
NHS PRO JECT
SUPPL Y C H AIN
N H S PR OJEC T D IR EC T OR
N H S C L IEN TPR IN C IPA L SU PP LY C H A INPA R T N ER
PR IN C IPA L SU PP LYC H A IN ME MB ER PR O FES S IO N A L A D V ISO R
SU PPL IER
ST A K EH O LD ER
C LIN IC IA N
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By Peter Woolliscroft
Building the new NHS
Cost ModelsCost Models
PSCP
BestBestClientClient
ProjectProject
DirectorsDirectors BenchmarkingBenchmarking
PartneringPartnering
DesignDesign
QualityQualityPSCMPSCM
ProCure ProCure 2121
ProCure 21 ProCure 21 –– An Integrated Procurement InitiativeAn Integrated Procurement Initiative
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NHS ProCure 21
Saving at Least 1 year on Pre Saving at Least 1 year on Pre construction timeconstruction timeSaving at least 7Saving at least 7--12% of total costs12% of total costsPredictable Time and CostPredictable Time and CostFosters InnovationFosters InnovationLife cycle costs Life cycle costs
What did it achieve?
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NHS ProCure 21
PC21 cost compared with BCIS* Cost Range
1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500
Hospital - mixed specialist facilities(BCIS)
Mental, psychiatric hospital facilities(BCIS)
Cardiac units (BCIS)
Diagnosis excluding radiography (x-ray) (BCIS)
Hospital laboratories (BCIS)
Occupational therapy, physiotherapy,hydrotherapy (BCIS)
Radiotherapy units (incl linearaccelerators) (BCIS)
Outpatients/casualty units (BCIS)
Day hospitals (BCIS)
Construction cost (per m2 of gross floor area)
£1950
£1575
£2425
£2075
£1600
£1850
£2050
£1771
£2230
= P21
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NHS ProCure 21
PARTNERING
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The Essential Elements of Partnering
MutualObjectives
DecisionMaking
ContinuousImprovement
PARTNERING
• Generated and agreed by all the partners
• Active search for improvements
• Performance targets and measurement
• Jointly agreed processes for decision making
• All problems jointly owned andresolved by theteam
Source: The Seven Pillars of Partnering (1998)
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WHERE WE WOULD
LIKE TO BE
WHERE WE ARE NOW PARTNERING is the
vehicle NOT the destination!
NHS ProCure 21
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Team Development Model
FORMING STORMING NORMING PERFORMING
PER
FOR
MA
NC
E
Direction High High Low Low
Support Low High High Low
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NHS ProCure 21
DESIGN QUALITY
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NHS ProCure 21
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Achieving Excellence in Achieving Excellence in Healthcare DesignHealthcare Design
Design ChampionsDesign Champions
NHS Design Champion: NHS Design Champion: HRH Prince CharlesHRH Prince Charles
Ministerial Design ChampionMinisterial Design ChampionNHS Design Champions: NHS Design Champions:
NHS TrustNHS Trust’’s and s and PCTPCT’’ssPSCP Design ChampionsPSCP Design Champions
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NHS ProCure 21
The Patient Environment is rapidly The Patient Environment is rapidly developing.developing.We need to keep pace with this We need to keep pace with this development.development.We need functional, quick quality We need functional, quick quality solutions.solutions.We need to challenge convention; We need to challenge convention; build for the need, not for tradition!build for the need, not for tradition!
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NHS ProCure 21
We want well designed, safe, pleasing building NOW!!
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NHS ProCure 21
Buildings need to be functional. Support the need and be flexible for future use
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NHS ProCure 21
How far Have we come from this?
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NHS ProCure 21
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NHS ProCure 21
BEST CLIENT
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NHS ProCure 21
Best Client GuideBest Client GuideThe Guide contains two parts,
Best Client HandbookBest Practice Manual
Best Client HandbookBest Client HandbookExecutive SummaryTwo Parts
Part One - Best Client Approaches and Processes
Part Two - Establishing the Brief
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NHS ProCure 21
BENCHMARKING
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WHAT IS BEING BENCHMARKED ON P21?WHAT IS BEING BENCHMARKED ON P21?The criteria associated with VFM:
AEDET - design qualityNEAT - “green” issuesWhole Life Costings - as cost model structureService SatisfactionIn Project toolkit - cultural & numericalBest ClientDCAG Monitor (feedback from live schemes)Risk MonitorDefectsSafetyTeam Health check
NHS ProCure 21
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Project Completion
Proving Time, Cost/Quality
Applied to follow on projectsContinuous
Improvement
Best Value Benchmarking
The Benchmarking Process
NHS ProCure 21
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NHS ProCure 21
Value for Money : Cost/Time/QualityCost: Capital cost efficiencies
construction costs of P21 schemes are competitive as they fall within the £/m2 range of similar non-P21 schemes. P21 provides opportunities for on-going cost improvement on these figures not available from traditional approaches.
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NHS ProCure 21
Value for Money
Target Cost
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NHS ProCure 21
Value For MoneyValue For MoneyIn constructionIn constructionIn revenue consequencesIn revenue consequencesLife CostsLife CostsEffect on BusinessEffect on BusinessIt is about solutions not just It is about solutions not just answersanswers
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NHS ProCure 21
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NHS ProCure 21Estimated Actual
Target Cost
GMP
Actual Cost
Design
Pre Construction
Site works
Construction
Risk Risk
Construction
Site works
Pre Construction
Design
Share 50/50
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Option appraisal Outline design
Detail design
Construction
Time (Design/Cost development)
Cost
When is the Target Price Set?
Developing Design
Clarifying needs
• Value Management
• Risk managementCost reduction through
• Value Engineering
• Risk management
• Process re-engineering
• Innovation
• Standardisation
Target Price
Target Price is typically set where there is approx 80% design certainty
Initial Budget Out turn Cost
Final
Business case
Budget
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Target Mechanism
Agreed Price
£
Agreed Price
£x
‘Open-book’arrangement
‘Traditional’arrangement
100% pain to supply side
100% gain to supply side
Never seen by client
Transparent to client
Pre-defined pain& gain share between client & supply side
COST
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Setting the Target Price
Target Price
Unit costs
Overheads/ managemen
t fee
Risk
Profit
£
Target Price
Typically built up using ‘building blocks’ (cost models)
£10m
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Payment of Actual Cost
Unit costs
Overheads/ managemen
t fee
Risk
Profit
£
Target Price
Target Price
Actual Cost
Overheads/ managemen
t fee
Profit
Actual Cost
• Expressed as a %
or
• Lump sum
£10m
Interim valuation no. 5 = £6m
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Gain Share
Target Price Actual Cost
Unit costs
Overheads/ managemen
t fee
Risk
Profit
£
Target Price
Actual Cost
Overheads/ management
fee
Profit Gain share(Assuming 50/50 split)
Target Price = £10m
Actual Cost = £9m
Gain share = £0.5M each
Payment to contractor = £9.5m
£10m
£9m Gain Share
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NHS ProCure 21
RISK
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DARTDART((DESIGN AND RISK ToolkitDESIGN AND RISK Toolkit))
Three Dimensional Risk and Value Three Dimensional Risk and Value Management ToolManagement Tool
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METHODOLOGYMETHODOLOGYMETHODOLOGY RICH PICTURE
PROCESS FOR USE OF DART
1st DIMENSION
2nd DIMENSION
3rdDIMENSION
Mitigation of "show stopper"
risks (i.e.score
above ave. 20).
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GAP Template Action Plans
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NHS ProCure 21
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NHS ProCure 21
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PWConsulting
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NHS ProCure 21
Time is Running out!!
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PWConsultingThere is still a long way to go!!
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NHS ProCure 21
But keep at it…..it will be worth it!!
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NHS ProCure 21
Thank you for your attention