Service Delivery Stabilisation

Working with a mid-sized Housing Association, to stabilise service delivery and improve planning.

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The Problem

At the start of our partnership, a forward plan of work in place was missing, therefore staff and the organisation lacked a holistic view of upcoming spend.
Suppliers held the power in terms of contract renewals and contracts were rolled over without providing value for money.
Procurement was reactive, therefore the full procurement lifecycle, and particularly pre-procurement activities, were not carried out.

The 4C team established a pipeline by reviewing spend, the Contract Register and holding discussions with key stakeholders, whilst the procurement team ensured buy-in of the pipeline by having departmental conversations and getting sign off from the Executive Management Team.
Training was delivered on areas such as contract management, evaluation, specification writing and general procurement awareness.
We introduced a cycle of monthly and quarterly meetings to improve relationships with stakeholders.
To strengthen communication, we launched weekly internal blogs from Procurement to raise awareness of key issues and changes.

Significant savings were achieved against influenceable spend (4.77%), enabling better housing services and improved lives.
The visibility and transparency of the procurement pipeline significantly increased, improving the project and resource planning as a result.
Enhanced processes, toolkits and relationships within the organisation as a result of the service improvement work.
As a result, potential issues are now spotted early and dealt with quickly before they become serious and time consuming to resolve, positively impacting the quality and supply of housing services.