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