MILITARY OUTSOURCING: UK EXPERIENCE. Professor Keith Hartley Director Centre for Defence Economics University of York
|
|
- Dominic Gregory
- 6 years ago
- Views:
Transcription
1 MILITARY OUTSOURCING: UK EXPERIENCE Professor Keith Hartley Director Centre for Defence Economics University of York Introduction The UK Ministry of Defence (MoD) and the Armed Forces have considerable experience of outsourcing. This is involves the transfer of activities which were traditionally undertaken in-house by the Ministry and the Armed Forces to private firms. Outsourcing is part of the UKs general policy towards privatisation. This Report reviews UK experience with military outsourcing. It describes the development of policy, including examples, together with an analysis of its economic justification. The current policy emphasis on the Private Finance Initiative (PFI) and Public Private Partnerships (PPP) is also considered and critically evaluated. Here, consideration is given to the arrangements for competition, contracting, management and the monitoring of contracts. The Development of UK Policy on Military Outsourcing In 1983, as part of its aims of improving efficiency and achieving value for money, MoD introduced a new competitive procurement policy, embracing competition for equipment and for support services. It became part of MoD competition policy to contract-out support services where this could be done more economically in the private sector and without damaging operational capability. Thus, policy aimed to ensure that defence support functions were undertaken by the private sector unless it was operationally necessary or more cost-effective to keep the work in-house (Cmnd 675-1, 1989, p35). By 1991, MoD was reporting the use of contractors and market testing in areas such as catering, cleaning, laundry, security guarding and maintenance, together with engineering and supply, range operation and support, training/instruction, bird control, academic and support functions at Military Colleges and target simulation and electronic warfare training. Some concerns were registered about the implications of contractorisation during war and the transition to war and the impact of the policy on Service morale. Overall, market testing, even where the task remained in-house, was estimated to have resulted in cost savings of some 20% to 30% (Cmnd 675-1, 1989). In 1992, MoD introduced an expanded programme of market testing as part of the Government s Competing for Quality initiative. Under this policy, in-house units were actively encouraged to bid against private firms for MoD contracts. MoDs Competing for Quality programme required its support needs to be exposed to private sector involvement and competition through privatisation, strategic contracting-out or by market testing which allowed outside bidders to compete with
2 MoD s internal suppliers ((Cmnd 2800, 1995). In fact, by 1995, MoD stressed that its...evolving Competing for Quality programme will foster and strengthen a valuable partnership of ideas and experience between the Department and the private sector, which will in turn assist in improving the efficiency and quality of support to the front line (Cmnd 2800, 1995, p100). Note the reference in this statement to a partnership between MoD and the private sector. This statement coincided with the Ministry s commitment to a new policy initiative, namely, the Private Finance Initiative (PFI), which aimed at the greater use of private sector finance and management expertise in the public sector for the advantages of both (Cmnd 2800, 1995, p100). MoDs New policy Initiative on Outsourcing: PFI and PPP INSERT A (pp 19-22) INSERT B (pp24-26) The Economics of Outsourcing MoD and the Armed Forces have to decide on whether to undertake activities in-house or to buy goods and services from the market (ie. the make or buy decision). In-house units in the Armed Forces can be viewed as public monopolies protected from competition (eg. where each of the Services have responsibility for repairing and maintaining their equipment). In the absence of competition, there are no alternative sources of information and no alternative cost yardsticks to enable MoD to assess the efficiency of these in-house units. Competitive tendering or market testing provides a solution to the problem of assessing the efficiency of in-house public monopolies. To its supporters, competitive tendering (or the threat of rivalry) means improved efficiency and cost savings. Competition promotes innovation, the application of new management techniques, the introduction of new equipment and new methods of working and allows MoD to recontract with different suppliers and for different levels of service (eg. manning levels can be reassessed and part-time workers can replace full-time staff). Successful firms in a competition are also subject to the disciplines of the capital market and the incentives and penalties of a fixed price contract (ie. there is a hard budget constraint compared with the soft budget constraint typical of inhouse units). Critics of competitive tendering and contracting-out claim that it leads to poor quality and unreliable services and that private contractors are less reliable than in-house units. For example, it is suggested that private contractors are liable to default and bankruptcy and are less able to respond to emergencies. Critics also claim that any cost savings are short-lived: low bids can be used to buy into an attractive new contract and eliminate the in-house capability, so that the MoD loses its bargaining power. As a result, MoD becomes dependent on a private monopoly which, in the long run, means higher prices, a lack of dynamism and a poor quality service. Competitive tendering also involves transaction costs which are often ignored by the supporters of contracting-out (eg. costs of organising a competition, negotiating, policing and monitoring the contract). The arguments for and against competitive tendering provide opportunities for independent economic analysis, critical evaluation and empirical testing. Some of the arguments obviously represent special pleading by those interest groups most likely to gain or lose from the policy. For
3 example, if MoD requires improved efficiency, contracting-out is not sufficient: competition is also required (hence, competitive tendering). There are also some distinctive features of military outsourcing which can be grouped around its implications for operational capability. The use of civilians to replace military personnel might have adverse impacts on the morale and fighting spirit of the Armed Forces (eg. a change in organisational culture). Also, there are unresolved issues about the use of civilian contractors in support of deployed operations in overseas theatres (CONDO: contractors on deployed operations). The UK has approached this issue by creating a new class of reservist, a Sponsored Reserve. But the prospects of using contractors in conflict situations requires flexible contracts different from contracting for support operations during peacetime. Many of the issues surrounding contractors in conflict situations (CONDO) are issues of trust, confidence, mutual understanding and partnership: such features are difficult to include in a standard contract (RUSI, 2000). A central feature of outsourcing and the economics of contracting is the notion of transaction costs. These are the costs of running the economic system and include the costs of negotiating, monitoring and enforcing contracts (Williamson, 1975). It is difficult to write fully-specified contracts which meet all unknown and unknowable future events, especially where contracts cover long periods of time, where technologies, costs and the strategic environment are highly uncertain and where the contractor has to commit to funding costly and highly specific investments. Imperfect information enables parties to a contract to behave opportunistically exploiting information asymmetries (eg. about the true costs or quality of supply). There is also the winner s curse where the contractor bids a low price to win the contract, but finds that the resulting revenues are inadequate to fund the service and earn a normal profit (eg. the BAE Systems competitive bid for Nimrod MRA4). This might be a strategic policy in which the winning contractor bids low with the aim of renegotiating later when the MoDs capability is disbanded and other contractors cannot enter quickly and take-over the service. Overall, the transaction costs analysis shows that the costs of managing contracts, including arranging bids, monitoring outcomes and taking legal action for contract failures, may offset any efficiency savings (Kavanagh and Parker, 1999). Writing complete contracts is problematic and costly. However, transaction costs can be reduced where contracting reflects reputation (based on past behaviour) and trust (based on expectations of future behaviour) leading to long-term partnerships between the buyer and contractor. Some of these features of transaction costs, the economics of contracting, reputation, trust and partnership are relevant to analysing MoDs experience with its new PFI and PPP policies. An Overview of the UKs Private Finance Initiative This section describes the UKs general policy on PFI, including its economic justification and some of the features of this new procurement policy which provides the background for MoD policy in the field. The UK Government launched the Private Finance Initiative (PFI) in 1992 and the Labour Government of 1997 re-launched the PFI programme under the banner of Public Private Partnerships (PPP). Under PFI/PPP, private capital and private sector companies finance and operate infrastructure that previously was publicly funded and managed. The economic arguments
4 PFI/PPP are expected to lead to cost savings through specifying clear and enforceable contracts, transparency in the bidding process and proper cost efficiency incentives. Typically, the private sector becomes responsible for the initial design, construction, operation and maintenance of the project, so providing incentives for low-cost construction and minimum life-cycle costs. As a result, project risks are transferred to the private sector (eg. reducing cost over-runs and delays during construction) and private firms are encouraged to be innovative in project design, construction, operation and maintenance. One feature of PFI/PPP appears attractive, but needs addressing, namely, the desire by governments to transfer expenditures from the public budget to the private sector so as to avoid exceeding government financing limits (eg. to meet Maastricht criteria). Simply transferring resources from the public to the private sector has no effect on resource allocation if identical resources are used. Moreover, governments can always borrow more cheaply than the private sector. If PFI/PPP contracts are to lead to genuine cost savings, the extra financing costs for the private sector must be offset by savings elsewhere on the project (eg. management and running costs over the life of the project). Procurement features of PFI/PPPs PFI forms one amongst a number of alternative procurement mechanisms. The alternatives include: i) Privatisation; ii) Contracting-out; iii) PFI; iv) Joint ventures; v) Partnering and framework agreements; vi) Separate contracts for construction/development and operation; vii) Traditional procurement. A National Audit Office (NAO) Report defined PFI as governments negotiating projects founded on the principle of using private sector expertise, including finance raising, to provide services which traditionally would have been provided by the public sector (HCP 739, 1999). PFI projects involve private sector financing the construction of a major physical asset, operating it and recovering the cost over time through charges for services paid by a government department. To government departments, PFI projects mean that the department does not have to find all the money for the capital asset up-front during its construction (see economic arguments above). In formulating PFI contracts, the NAO recommends that government departments follow a number of principles, including the following:
5 i) A clear specification of the departments requirements, focusing on outputs rather than inputs. ii) Limit the range of options before seeking competitive bids (to simplify bid preparation by contractors and to ensure fair comparisons of different bids). At the same time, the department should avoid imposing unnecessary constraints on how the private sector can undertake the project. iii) Identify the scope for innovation and risk transfer. iv) Aim to maximise competitive tension throughout, so that tenderers will always feel under pressure to submit their best possible bids. This means that departments should not ask an excessive number of firms to submit bids and incur the costs of bidding when they believe that their chances of winning the competition are low. But successful competitions require a good tender list of firms invited to bid. Where appropriate, departments need to conform to EU procurement directives, including the requirement to issue notices in the Official Journal of the European Communities. v) Establish a public sector comparator against which the bids will be judged. (including forecasts about the volume of services required and assumptions about discount rates). vi) Selection of the winning bid will be multi-dimensional embracing such criteria as the degree of risk-taking by the contractors, innovation and price-quality trade-offs (ie. the most economically advantageous bid). Design is the area with the greatest scope for innovation and bidders need to be given freedom to suggest different designs. Innovation is also possible in the operation and delivery of the required service, including the possibility of bidders suggesting alternative deliverables. vii) Value for money on PFI contracts requires appropriate risk allocation between the public and private sectors. Without risk transfer, the private sector receives the benefit of a secure income stream (cf. a gilt-edged security), but may set charges which result in a return which is far higher than can be earned on such securities. Where different degrees of risktaking are available, departments should ask bidders to submit tenders showing the effect on price of alternative risk allocations. Departments should then convert bidders proposed annual contract payments into a single net present value figure (using the Treasury discount rate of 6% in real terms). viii) The optimum length of contract. Typically, the contract needs to be short enough to give the department flexibility if its needs change but long enough to encourage serious commitment from the contractor. ix) Contract changes. Change is inevitable; but it is not possible to anticipate all changes, especially in the long-term: hence, the contract needs proper procedures for handling change and for resolving disputes. x) Departments should minimise the risk of price changes or any other major changes in the
6 period after the preferred bidder is selected and the contract is awarded. This can be achieved by informing the preferred bidder that the contract will be finalised in a short specified period of time. Also, one of the unsuccessful bidders might be asked to remain involved until the contract has been awarded. xi) Windfall gains. Departments need to consider whether they need to include mechanisms for clawing back windfall profits earned by the contractor so that there is at least some sharing of such profits. Alternatively, departments might ask bidders to submit prices with and without any clawback arrangements. xii) The use of external advisers (eg. financial, property and technical consultants; lawyers). Typically, external advisers should be appointed after competition with the choice based on price and the quality of advice.
Public Private Partnerships: Airwave
Public Private Partnerships: Airwave REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 730 Session 2001-2002: 11 April 2002 LONDON: The Stationery Office 0.00 Ordered by the House of Commons to be printed
More informationCIPS POSITIONS ON PRACTICE PURCHASING & SUPPLY MANAGEMENT: INCENTIVISATION
CIPS POSITIONS ON PRACTICE PURCHASING & SUPPLY MANAGEMENT: INCENTIVISATION INTRODUCTION The CIPS' practice documents are written as a statement in time. They are a collection of views on good practice
More informationPRIVATE FINANCE INITIATIVE & PUBLIC PRIVATE PARTNERSHIPS
INTO 33 PRIVATE FINANCE INITIATIVE & PUBLIC PRIVATE PARTNERSHIPS What is the Private Finance Initiative? The Government is promoting the Private Finance Initiative (PFI) and Public Private Partnerships
More informationBRIEFING TO THE PORTFOLIO COMMITEE ON CORRECTIONAL SERVICES OUTSOURCING SERVICES 09 SEPTEMBER 2009
BRIEFING TO THE PORTFOLIO COMMITEE ON CORRECTIONAL SERVICES ON OUTSOURCING SERVICES 09 SEPTEMBER 2009 REPUTATION PROMISE / MISSION The Auditor-General has a constitutional mandate and, as the Supreme Audit
More informationPublic Procurement Reforms to enhance value for money
Public Procurement Reforms to enhance value for money 1. It is my pleasure to be here in the inaugural function of the Seminar on Public Procurement Reforms to enhance value for money being organized by
More informationProcurement manual for activities funded through the National Land Transport Programme
Procurement manual for activities funded through the National Land Transport Programme NZ Transport Agency www.nzta.govt.nz Copyright information This publication is copyright NZ Transport Agency. Material
More informationHigher Education Procurement Association. Procurement Benefits Reporting Guidance 2016/17 Onwards
Higher Education Procurement Association Procurement Benefits Reporting Guidance 2016/17 Onwards January 2017 1 Contents Section Subject Page Section 1 Background & Introduction 3 Section 2 Reporting 4
More informationLevel 5 NVQ Diploma in Management and Leadership Complete
Learner Achievement Portfolio Level 5 NVQ Diploma in Management and Leadership Complete Qualification Accreditation Number: 601/3550/5 Version AIQ004461 Active IQ wishes to emphasise that whilst every
More informationECI: Two-Stage Contracts
ECI: Two-Stage Contracts Client and Contractor Considerations Michael Creedon Special Counsel ECI in Infrastructure and Major Projects Summit 2010 Sydney, 17 June 2010 Sessions Outline Introduction /
More informationReport by the Comptroller and Auditor General. Examining the value for money of deals under the Private Finance Initiative
Report by the Comptroller and Auditor General Examining the value for money of deals under the Private Finance Initiative HC 739 Session 1998-99 13 August 1999 Contents Part 1: The National Audit Office
More informationExecutive Summary. Enhancing support to SMEs - Through better understanding of dual-use aspects of the EDTIB supply chain
Enhancing support to SMEs - Through better understanding of dual-use aspects of the EDTIB supply chain November 2014 Executive Summary It is well-recognised that small and medium-sized enterprises (SMEs)
More informationProcurement Department PROCUREMENT POLICY
Procurement Department PROCUREMENT POLICY Document Number: CR/QMS/PROC/POL/1101 Documentum Number: Document History: Revision: Date: Prepared by: Checked by: Authorised by: Reason for Issue: 8.0 15.04.10
More informationVersion 1.0. The Contract Management Standard Final Edition. Version 1.0
The Management Standard Final Edition 1 Purpose of the Management Standard The purpose of the Management Standard is to describe the nature of contract management in terms of the contract management processes
More informationRE-INTEGRATING RAILWAY SILOS
RE-INTEGRATING RAILWAY SILOS R.J.Clayton* * Loughborough University, UK. Email: r.clayon@lboro.ac.uk Keywords: Capability, Capability Integrator, Railway Industry, Railway Silos, Thameslink. Abstract This
More informationProcurement & Probity Policy (v3.0)
Procurement & Probity Policy (v3.0) VERSION HISTORY Rev No. Date Revision Description Approval 1.0 2 March 2015 Amalgamation of Procurement Policy and probity procedures to create new Policy. 2.0 23 June
More informationVersion 1.0. The Contract Management Standard Final Edition. Version 1.0
The Management Standard Final Edition 1 Purpose of the Management Standard The purpose of the Management Standard is to describe the nature of contract management in terms of the contract management processes
More informationAWE LIMITED ACN
AWE LIMITED ACN 077 897 440 AUDIT AND GOVERNANCE COMMITTEE CHARTER Page No. 1. Introduction 2 2. Objectives of the Committee 2 3. Authority of the Committee 3 4. Committee Responsibilities 3 5. Committee
More informationLecture 5 Alternatives to Vertical Integration
Lecture 5 Alternatives to Vertical Integration 1 Overview Integration and Alternative to Integration Technical vs. Agency Efficiency Double Marginalization Alternatives to Integration Tapered integration
More informationGuidelines for urban PPP projects
Guidelines for urban PPP projects 17 November, 2015 info@pppcities.org www.pppcities.org Outline of the presentation Introduction Towards a useful definition Selection, incentives and risk Governance and
More informationε.110 bn per year. Its activities cover a wide range of programmes and actions, from
Statement by Mr. Siim Kallas, Vice President of the European Commission 7 th Global Forum on Reinventing Government Vienna, Austria June 2007. The European Commission is the executive arm and the initiator
More informationBBC response to Ofcom s consultation: Broadcast Transmission Services: a review of the market
BBC response to Ofcom s consultation: Broadcast Transmission Services: a review of the market 9 June 2016 Overview 1. The BBC welcomes the opportunity to respond to Ofcom s consultation Broadcast Transmission
More informationPrinciples of the Swiss Federal Council for the Armament Policy of the DDPS
Principles of the Swiss Federal Council for the Armament Policy of the DDPS Of 24 October 2018 (The original German text is authoritative) 1 1 Contents and purpose The armament policy is a component of
More informationTRUST & RELATIONAL CONTRACTING
TRUST & RELATIONAL CONTRACTING EXTRACT FROM MDL PAPER ON RELATIONAL CONTRACTING 1.0 THE RELEVANCE OF TRUST IN CONTRACTING 1.1 The role of trust in building relationships is fast gaining ground in the theory
More informationIt Takes Two to Tango Addressing the Seller/Buyer Imbalance through Supplier Relationships
It Takes Two to Tango Addressing the Seller/Buyer Imbalance through Supplier Relationships Keynote Presentation Richard Hawtin FCIPS Chief Procurement Officer Brighton & Sussex University Hospitals NHS
More informationTrade Union Checklist. Partnerships (PPPs)
trade union advisory coittee to the organisation for economic cooperation and development Coission syndicale consultative auprès de l organisation de coopération et de développement économiques Trade Union
More informationContract Management arrangements - Procurement Policy update
Agenda item: 13 Report title: Report by: Action: Contract Management arrangements - Procurement Policy update Gordon Duffus, Head of Procurement, Resources and Quality Assurance, gordon.duffus@gmc-uk.org,
More informationPROCUREMENT CODE ARTICLE 5 GOODS AND SERVICES
PROCUREMENT CODE ARTICLE 5 GOODS AND SERVICES Part A Methods of Source Selection 5-101 Methods of Source Selection. Contracts for goods and services shall be awarded following one of the following procurement
More informationProcurement Strategy and Action Plan. Financial Year
Procurement Strategy and Action Plan Financial Year 2018-2019 Status Final Owner Procurement Source location Procurement website Consultation APUC Endorsed Audit Committee 11 June 2018 Publication 1 August
More informationBIS Research & Evaluation Framework. Guide for Buyers
BIS Research & Evaluation Framework Guide for Buyers Framework reference: CR150025BIS BIS Research & Evaluation Framework: Guide for Buyers Update 22 June 2016 1 P age Research & Evaluation Framework Contract
More informationGovernment of Grenada PPP Policy July 2014
Government of Grenada PPP Policy July 2014 1 Contents 1 Introduction 3 2 PPP Definition 4 3 Objectives and Scope 6 3.1 Objectives and Scope of Grenada s PPP Programme 6 3.2 Objectives of Grenada s National
More informationCIPS Level 6 Professional Diploma in Procurement and Supply Module 8 Innovation in Procurement and Supply
CIPS Level 6 Professional Diploma in Procurement and Supply Module 8 Innovation in Procurement and Supply SAMPLE EXAM QUESTIONS OBJECTIVE RESPONSE QUESTIONS AND ANSWERS The correct answer will be identified
More information239 Purchasing V4 Current
239 Purchasing V4 Current 1 PURPOSE This policy provides a best practice approach to purchasing for the City of Busselton (the City ). It also ensures compliance with the Local Government Act 1995 ( the
More informationWhich Archaeologist? The Procurement of Archaeological Services
Which Archaeologist? The Procurement of Archaeological Services 2014 Guidance and best practice for managing risk in selecting an archaeological supplier Purpose The aim of this document is to foster an
More informationCOMMENTS ON GREEN PAPER ON PPP AND COMMUNITY LAW ON PUBLIC CONTRACTS AND CONCESSIONS
COMMENTS ON GREEN PAPER ON PPP AND COMMUNITY LAW ON PUBLIC CONTRACTS AND CONCESSIONS 1. General The European Dredging Association is pleased to respond to the Commission Green Paper COM(2004)327. EuDA
More informationby Mogens Aarestrup Vind and Fie Anna Aaby Hansen, Eversheds Advokataktieselskab 1
Defence Procurement by Mogens Aarestrup Vind and Fie Anna Aaby Hansen, Eversheds Advokataktieselskab 1 The new public procurement rules specific for the defence industry are expected to pave the way for
More informationOptions Appraisal for Repairs and Maintenance Services for Babergh and Mid Suffolk District Councils (MSDC)
Appendix 1 Options Appraisal for Repairs and Maintenance Services for Babergh and Mid Suffolk District Councils (MSDC) Executive Summary This report presents the options available for providing repairs
More informationBranch guide to options appraisals
Supporting members Defending services Branch guide to options appraisals Branch guide to options appraisals Introduction Options appraisals offer a critical intervention point for branches seeking to fight
More informationProcurement in education: summary paper
Research and Information Service Research Paper January 2012 Caroline Perry Procurement in education: summary paper NIAR 907-11 This Research Paper summarises a number of key issues in regard to procurement
More informationOPERATIONAL CASE STUDY AUGUST 2016 EXAM ANSWERS. Variant 2. The August 2016 exam can be viewed at
OPERATIONAL CASE STUDY AUGUST 2016 EXAM ANSWERS Variant 2 The August 2016 exam can be viewed at https://connect.cimaglobal.com/resources/operational-case-study-exam/august-2016- operational-case-study-exam---variant-2
More informationTEXAS BOARD OF NURSING CONTRACT PROCUREMENT AND MANAGEMENT HANDBOOK JULY 2018
TEXAS BOARD OF NURSING CONTRACT PROCUREMENT AND MANAGEMENT HANDBOOK JULY 2018 I. Introduction a. Purpose i. All staff involved with procuring goods and services for the agency must comply with proper purchasing
More informationLevel 6 NVQ Diploma in Construction Contracting Operations Management
Level 6 NVQ Diploma in Construction Contracting Operations Management Qualification Specification ProQual 2017 Contents Page Introduction 3 Qualification profile 3 Qualification structure 4 Centre requirements
More informationSTATUTORY GUIDANCE TO LOCAL AUTHORITIES ON CONTRACTING.
STATUTORY GUIDANCE TO LOCAL AUTHORITIES ON CONTRACTING. THE TREATMENT OF EMPLOYMENT ISSUES WHEN EXERCISING A POWER TO ENTER INTO A CONTRACT 1. Introduction 1.1 This statutory guidance is issued by Scottish
More informationCIPS Exam Report for Learner Community:
CIPS Exam Report for Learner Community: Qualification: Advanced diploma in procurement and supply Unit: AD4 - Category management in P&S Exam series: July 2016 Each element of a question carries equal
More informationCHAPTER 2 DEVELOPMENT AND ORGANIZATION OF PROJECTS
CHAPTER 2 DEVELOPMENT AND ORGANIZATION OF PROJECTS 1) THE LIFE CYCLE OF A CONSTR. PROJECT: 1.1:CONCEPT AND FEASIBILITY STUDIES: THE START Recognition of a need for a new facility conceptual analyses Technical
More informationProcurement Policy. Purchasing guidelines
POLICY MANUAL POLICY NO: 1.4.19 FUNCTION: ACTIVITY: OBJECTIVE: SECTION RESPONSIBLE: Procurement Policy Purchasing guidelines To provide Council with a fair and open process coupled with clear guiding principles
More informationWhole Life Costing (WLC) Principles, Problems and Solutions
Whole Life Costing (WLC) Principles, Problems and Solutions Professor David Kirkpatrick Defence Engineering Group University College London Structure of presentation Introduction what are WLC? Forecasting
More informationEdexcel (A) Economics A-level
Edexcel (A) Economics A-level Theme 3: Business Behaviour & the Labour Market 3.6 Government Intervention 3.6.1 Government intervention Notes Government intervention to control mergers: The Competition
More informationPPP procurement processes in New Zealand A review for the New Zealand Treasury
PPP procurement processes in New Zealand A review for the New Zealand Treasury Consultation questions for PPP market participants 24 March 2017 kpmg.com/nz Purpose of this consultation Purpose KPMG has
More informationAPPENDIX A. This is the current form of relationship the Council has with its repairs and voids contractors, and is familiar with its operation.
APPENDIX A 1. Options Appraisal A. Traditional contracting The key points in a traditional contract are: Can potentially obtain the best prices available in the market at tender stage, although care has
More informationProcurement Professionalization in the new World Bank Procurement Framework
Procurement Professionalization in the new World Bank Procurement Framework 2016 World Bank Facts and Figures Multilateral Development Bank Most Government s represented Bank funds over 1,800 investment
More information45. Feedlot construction delivery
Client Des i gn/ Builder Design Consultant Construction Sub-contractors and suppliers FEEDLOT DESIGN AND CONSTRUCTION 45. Feedlot construction delivery AUTHORS: Rod Davis and Ross Stafford Introduction
More informationPrincipal Barriers/ Constraints to Successful Public-Private Partnerships
High-level Expert Group Meeting on Infrastructure Public-Private Partnerships for Sustainable Development 11-13 November 2012 Tehran, Islamic Republic of Iran Principal Barriers/ Constraints to Successful
More informationCode of Practice - Ethical Employment in Supply Chains
Code of Practice - Ethical Employment in Supply Chains Date: Version: x.x Introduction This Code of Practice has been established by the Welsh Government to support the development of more ethical supply
More informationNote for Drafting Public Procurement Regulations
Note for Drafting Public Procurement Regulations (March 2002) 1. Introduction INTRODUCTION Improving a government procurement regulatory framework calls for a number of actions intended to establish or
More informationAUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED PROFESSIONAL ENGINEER IN LEADERSHIP AND MANAGEMENT
AUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED IN LEADERSHIP AND MANAGEMENT The Stage 2 Competency Standards are the profession's expression of the knowledge and skill base, engineering
More informationPublic Private Partnership. PPP Policy Overview. Policy and Planning Division Ministry of Economic Affairs
Public Private Partnership PPP Policy Overview Policy and Planning Division Ministry of Economic Affairs Delivery of Public Services Outsourcing: short-term contracts and parts of public service PPPs:
More information1.1 This document details Edinburgh College s Procurement Policy and will support the values adopted by the College by:
Policy Finance 1 Issue No 1 Issue Date 01/01/13 Review Date 01/01/16 EIA Prepared by L Dunlop PROCUREMENT POLICY 1. INTRODUCTION 1.1 This document details Edinburgh College s Procurement Policy and will
More informationBENCHMARKING PPP PROCUREMENT 2017 IN NEPAL
BENCHMARKING PPP PROCUREMENT 2017 IN NEPAL Regulatory and Institutional Framework for PPPs Does the regulatory framework in your country allow procuring PPPs?. specify the relevant regulatory framework
More information5/21/13 PROCUREMENT 5/21/13. Agenda. Common Tendering Systems Procurement Methods
PROCUREMENT 5/21/13 Agenda Common Tendering Systems Procurement Methods 1 Agenda Common Tendering Systems Procurement Methods Common Tendering Systems Competitive / Open-bid: (Qualified) contractors are
More informationBest Practices in Public Procurement
Best Practices in Public Procurement 1 Learning Objectives Overview of Procurement Facts Understanding Procurement Chain Procurement Planning Risk Management Ethics, Probity and Accountability The new
More informationCIPS Exam Report for Learner Community:
CIPS Exam Report for Learner Community: Qualification: Diploma Unit: D4 Negotiating and contracting in procurement and supply Exam series: March 2016 Question 1 Learning Outcome 1 (a) Discuss TWO key performance
More informationWard Affected: All Wards ITEM 15 CABINET 9 NOVEMBER 2015
Ward Affected: All Wards ITEM 15 CABINET A COMMERCIAL PROPOSAL FOR THE COUNCIL Responsible Cabinet Member: Councillor Middleton, (Cabinet member for Resources and Commercialism) Report Sponsors: Tim Hannam
More informationAudit of the Initiation Phase of the New Bridge for the St. Lawrence Corridor (NBSLC) Project
2014-709 Audit of the Initiation Phase of the New Bridge for the St. Lawrence Corridor (NBSLC) Project May 14, 2015 Office of Audit and Evaluation TABLE OF CONTENTS MAIN POINTS... i INTRODUCTION... 1
More informationCAN DO the. toolkit 2. RESOURCE 1: Can Do Toolkit 2. Funded by. MerthyrValleys. Quality Living Striving for Excellence Working Together
SMEfriendly procurement CAN DO the toolkit 2 Funded by MerthyrValleys H O M E S Quality Living Striving for Excellence Working Together RESOURCE 1: Can Do Toolkit 2 IMPORTANT: All three resources that
More informationWho Controls Sourcing? Governance and Strategic Sourcing And in the extended enterprise, what is the role of HR and Purchasing?
And in the extended enterprise, what is the role of HR and Purchasing? Jim Everett, Think180 With greater emphasis and reliance being placed on external resources, and with many companies forging closer
More informationthat these standards can only be delivered effectively by devolution of responsibility to the frontline;
UK GOVERNMENT RESPONSE TO THE EUROPEAN COMMISSION S GREEN PAPER ON PUBLIC-PRIVATE PARTNERSHIPS AND COMMUNITY LAW ON PUBLIC CONTRACTS AND CONCESSIONS, MAY 2004 The UK Government welcomes the debate on the
More informationISLE OF MAN GOVERNMENT PROCUREMENT POLICY GD 2017/0026
ISLE OF MAN GOVERNMENT PROCUREMENT POLICY GD 2017/0026 INCLUSIVE TOLERANT SUSTAINABLE INTRODUCTION This Document sets out the Council of Ministers Procurement Policy for Government Ministerial Forward
More informationThe Governance Arrangements of the Corporation of Sussex Coast College Hastings SCHEME OF DELEGATION
The Governance Arrangements of the Corporation of Sussex Coast College Hastings SCHEME OF DELEGATION Scheme for the Delegation of Board Powers and Executive Limitations 1. Context This Scheme forms part
More informationConnoisseur Solutions Project Procurement Management
Project Procurement Management Project Procurement Management Processes necessary to purchase or acquire products, services or results needed from outside the project team. Procurement Management Processes
More informationSingle or multi-sourcing model?
Outsourcing 2007/08 Single and multi-sourcing models Anthony Nagle and Alistair Maughan, Morrison & Foerster www.practicallaw.com/8-380-6567 Once an organisation decides to outsource, one of its biggest
More informationAdvanced Tendering Procedures & Bid Evaluation
An Intensive 5 Day Training Course Advanced Tendering Procedures & Bid Evaluation Effective Tendering, Bidding Strategies & Evaluation 10-14 Sep 2017, Dubai 21-MAY-17 This course is Designed, Developed,
More informationAMNESTY INTERNATIONAL EU OFFICE ETHICAL PROCUREMENT POLICY
AMNESTY INTERNATIONAL EU OFFICE ETHICAL PROCUREMENT POLICY Published December 2009 1. Background This procurement policy arises from concerns that the AI EU Office, belonging to a human rights organisation,
More informationBCS, The Chartered Institute for IT. Consultation Response: HM Government Making Public Sector Procurement More Accessible to SMEs
BCS, The Chartered Institute for IT Consultation Response: HM Government Making Public Sector Procurement More Accessible to SMEs Dated: 17 October 2013 BCS The Chartered Institute for IT First Floor,
More informationPacific Horticultural and Agricultural Market Access (PHAMA) Program
Pacific Horticultural and Agricultural Market Access (PHAMA) Program Industry Briefing Canberra, 04 August 2010 1 1 Structure of the RFT Section 1 Part 1: Project Specific Tender Conditions Part 2: Project
More information1. What do you understand by social responsibility of business? How is it different from legal responsibility?
1. What do you understand by social responsibility of business? How is it different from legal responsibility? Social responsibility of business deals with taking those decisions and performing those actions
More informationMedical Category Tower Providers Contract Awards. Questions and Answers
Medical Category Tower Providers Contract Awards Questions and Answers 1. What is the Future Operating Model (FOM)? The National Health Service (NHS) has the potential, through greater collaboration, to
More informationProcurement Policy. Policy Objectives
Procurement Policy Policy Type: Council Policy Policy Owner: Director Corporate Services Policy No. CP- 023 Last Review Date: 20 November 2018 Policy Objectives The objectives of this Policy are to ensure
More informationENABLE LEISURE AND CULTURE MANAGING DIRECTOR
ENABLE LEISURE AND CULTURE MANAGING DIRECTOR JOB DESCRIPTION 1.0 Main Purpose 1.1 Enable Leisure and Culture enriches lives and strengthens communities through leisure and culture. The post is responsible
More informationAdvanced Diploma in Purchasing and Supply. Contracting in the Public Sector L5-14 LEVEL 5 MARKING SCHEME
Advanced Diploma in Purchasing and Supply Contracting in the Public Sector L5-14 LEVEL 5 MARKING SCHEME November 2007 SECTION A BGA Q1 (a) The question requires the candidate to do two things: outline
More informationJOB DESCRIPTION. Job title. Senior Procurement Manager. 2-year fixed term contract. Band 2. 52,312-64,208 per annum. Main purpose of the job:
JOB DESCRIPTION Job title Senior Procurement Manager 2-year fixed term contract Band 2 52,312-64,208 per annum Main purpose of the job: The Finance and Procurement Team provides a full range of finance
More informationThe BBC s management of its Digital Media Initiative
British Broadcasting Corporation The BBC s management of its Digital Media Initiative Report by the Comptroller and Auditor General This report has been prepared at the request of the BBC Trust under clause
More informationSOUTH CAMBRIDGESHIRE DISTRICT COUNCIL. Director of Health and Environmental Services MATERIALS RECYCLING FACILITY (MRF) PROCUREMENT PROCESS
SOUTH CAMBRIDGESHIRE DISTRICT COUNCIL REPORT TO: Leader and Cabinet 12 September 2013 LEAD OFFICER: Director of Health and Environmental Services MATERIALS RECYCLING FACILITY (MRF) PROCUREMENT PROCESS
More informationProcurement Policy. Date: September 2016 Version: Final Author: Fiona Ward (Head of Procurement)
Procurement Policy Date: September 2016 Version: Final Author: Fiona Ward (Head of Procurement) 1. Purpose and Application This Procurement Policy applies to and binds all Directors, Managers and Employees
More informationEuropean Maritime and Fisheries Fund Competitive Tendering and Public Procurement. Technical Guidance Notes
Welsh Government Rural Communities Rural Development Programme 2014-2020 European Maritime and Fisheries Fund 2014-2020 Competitive Tendering and Public Procurement Technical Guidance Notes Crown Copyright
More informationBenefits and issues of managed services. Executive summary
Benefits and issues of managed services Benefits and issues of managed services Executive summary March 2008 http://www.becta.org.uk page 1 of 7 Executive summary Introduction A managed service is any
More informationWales Union Learning Fund Prospectus
Wales Union Learning Fund Prospectus 2018 2019 Skills and Employment: Working with Unions December 2017 Crown copyright 2017 WG33779 Contents Foreword 2 The Wales Union Learning Fund (WULF) 2018-2019 1.
More informationCode of Practice - Ethical Employment in Supply Chains
Appendix 4 Code of Practice - Ethical Employment in Supply Chains Ministerial Foreword The Welsh public sector spends around 6bn every year on goods, services and works involving international supply chains.
More informationAt Procurement Australia, We get it.
WE GET IT At Procurement Australia, We get it. We re always doing the leg work for better results. Welcome to our world. The following pages share our unique approach to helping businesses like yours get
More informationIntroduction to Working with the Public Sector Module 3 Tender and Award
Introduction to Working with the Public Sector Module 3 Tender and Award Specification Preliminary Market Consultations Before commencing a procurement procedure, contracting authorities may conduct market
More informationof conduct for all parties engaged in construction procurement October 2003 development through partnership
code of conduct for all parties engaged in construction procurement October 2003 development through partnership Code of Conduct for all Parties engaged in Construction Procurement - in terms of the Construction
More informationPrivatisation & Public Private Partnership Review 2012/13
Privatisation & Public Private Partnership Review 2012/13 PPP Front Cover.indd 1 21/06/2012 16:17 Prospects and trends in Middle East PPP and infrastructure transactions by Nick Collins and Mark Godfrey,
More informationHOW TO DEAL WITH AGGREGATION A BASIC GUIDE PUBLIC PROCUREMENT MIKE SMITH (PROCUREMENT MANAGER)
2017 HOW TO DEAL WITH AGGREGATION A BASIC GUIDE PUBLIC PROCUREMENT MIKE SMITH (PROCUREMENT MANAGER) Aggregation and the rules surrounding it help determine how everything you might want to buy should be
More informationPublic-Private Partnerships Internal audit and risk management
Strengthening governance worldwide Public-Private Partnerships Internal audit and risk management Adding value One-week professional development workshop 3 to 7 September 2018 BRITISH ACCREDITATION COUNCIL
More informationOpen Contracting: Proactive Disclosure Of Procurement Records
Open Contracting: Proactive Disclosure Of Procurement Records September 2015 Acknowledgments The IPC gratefully acknowledges the contributions of staff at the City of Guelph, whose suggestions and insights
More informationTRIPARTITE ADVISORY ON BEST SOURCING PRACTICES
TRIPARTITE ADVISORY ON BEST SOURCING PRACTICES TRIPARTITE ADVISORY ON BEST SOURCING PRACTICES i Disclaimer This guide is published by the Ministry of Manpower, National Trades Union Congress and Singapore
More informationPublic-private partnerships and Health. Philippe Burger University of the Free State
Public-private partnerships and Health Philippe Burger University of the Free State Healthcare one area where government historically played a large role particularly with the advent of the modern welfare
More informationPlymouth Hospitals NHS Trust Business Case for replacement Managed Equipment Service
Plymouth Hospitals NHS Trust Business Case for replacement Managed Equipment Service Purpose The Business Case describes and seeks approval to award the contract for the replacement of the existing Pathology
More informationScotland Excel Executive Sub Committee
Scotland Excel Executive Sub Committee To: Executive Sub Committee On: 17 June 2016 Report by Director Tender: Street lighting bulk renewal of luminaires Schedule: 10/13 Period: 1 July 2016 until 30 June
More informationCIMA GATEWAY CASE STUDY MARCH 2015 EXAM ANSWERS. Variant 3
CIMA GATEWAY CASE STUDY MARCH 2015 EXAM ANSWERS Variant 3 https://connect.cimaglobal.com/resources/gateway-exam/february-2015-gateway-case-studyexam---bild-variant-number-3 The March 2015 Exam can be viewed
More informationCONSTRUCTION INDUSTRY COUNCIL Technical Seminar on Construction Procurement Selection of Consultants 27 November 2015
CONSTRUCTION INDUSTRY COUNCIL Technical Seminar on Construction Procurement Selection of Consultants 27 November 2015 Background A Task Force established by CIC Comprising Government, Clients, Consultants,
More information