[media id=364]
Using our “templates”, our team, led by Andrew Millross, developed the procurement and contract documents in close collaboration with Derby Homes. We used a tightly focused competitive dialogue procedure to explore indicative proposals from 4 bidders. This focus on the bidders’ solutions generated positive energy and gave Derby Homes confidence in an excellent outcome from the procurement.
Mobilisation of the contract has been very well received, particularly by the trade technicians. Derby Homes is already seeing evidence of how the new materials supply arrangements will promote greater efficiencies within its direct labour organisation (DLO) and a re-energised relationship with the supplier (who was the incumbent).
We encouraged Derby Homes to use a “lean”, focussed competitive dialogue procedure. We had a single round of meetings with each supplier to discuss their “mark-ups” of the legal documents. Through this dialogue, Derby Homes were able to express their aspirations in a much clearer way than would have been possible under the restricted procedure. The suppliers also welcomed this procedure. It helped them better understand what Derby Homes were looking for and involved them in the procurement process, resulting in improved final tenders. Competitive dialogue was new to Derby Homes, and they were keen to manage it in-house. We encouraged Derby Homes to “frontload” drafting the procurement and contract documentation and to hold back issuing the OJEU notice until this had been done. This enabled the procurement to run without delays, with Derby Homes demonstrating a professional approach to the suppliers.
When discussing pricing, we identified that Derby Homes needed to have fixed “all-inclusive” materials prices, both for leaseholder work and to enable them to price as competitively as possible when tendering for external contracts. This led to the decision to adopt a purely price based approach (where the price included the costs of delivering the contract and running the stores). For this contract this was preferable to a target cost or cost reimbursable approach, which would have resulted in higher initial prices with a rebate.
We also encouraged Derby Homes to place more weight in the contract award criteria on quality, technical merit and customer service, rather than on price. This recognised that the real value of the contract would be through better supply arrangements leading to greater efficiencies in carrying out repairs, with less downtime collecting materials and a higher first-time fix rate. The IT interface was also important to Derby Homes, so this also carried a high weighting in the award criteria.
In summary, this was a very successful procurement of an important relationship that should serve Derby Homes well for the next 10 years.
Shaun Bennett, Director of Investment and Regeneration at Derby Homes says:
“I am delighted with the outcome; the support from Andrew enabled our team to grow in confidence throughout the procurement process. Finalising contracts and mobilisation has been a pleasure as a result of the dialogue with suppliers. Our materials now costs less and we have the expertise of the Grafton Group within the team to help us deliver reliable services for the next ten years”
If you have any questions or want to discuss this case study further, please contact Andrew Millross 0121 212 7473 (andrew.millross@anthonycollins.com).
We summarise the outcome of the High Court case ruling against Kingston-upon-Thames RBC and which landlords may need to take action and when, regarding compensation for overcharging water bills.
It is important to remember that when it comes to selling services, you must deliver on your promises.
Under section 3(1) of the Health and Safety at Work Act (HSWA) 1974, organisations are obligated to avoid public health and safety risks through the conduct of their business.
How does a media-savvy employer ensure a season of festive cheer but without mishap, damage to their reputation or harassment and bullying claims?
Providers need to be alive to the risk of contractors becoming insolvent and how to limit the resulting inevitable disruption.
Housing associations must continue to deliver core functions effectively and compliantly notwithstanding the uncertainty over the standards to which you will be held in the future.
Over the last few years the meaning of “asset management” has changed from being all about repairs to understanding that assets might not stay in an organisation forever.
The Grenfell Tower tragedy has understandably prompted a fundamental reconsideration of how building safety is approached for High-Rise Residential Buildings.
Results from the latest three-yearly valuation of the Local Government Pension Scheme (LGPS) are starting to trickle through.
The potential for Brexit with or without a deal causes uncertainty, and credit rating agencies do not like uncertainty.
To receive invitations to our events, as well as information and articles on legal issues and sector developments that are of interest to you, please sign up to Newsroom.