The answer to the question Using the market for better Results Mr. A.P.M. Veltman, Major Municipality Someren and Chairman of BIZOB.

Slides:



Advertisements
Similar presentations
The SFTI initiative; End-to-end e-procurement in Sweden; key actions and concrete support Håkan Sörman General Director, Swedish Association of Local Authorities.
Advertisements

Options appraisal, the business case & procurement
Valorisation of knowledge-intensive ideas in the South Baltic Area VALOR This project is part-financed by the European Union (European Regional Development.
Get Started in e-Business. Aim This presentation is prepared to support and give a general overview of the ‘How to Get Started in e-Business’ Guide and.
Clinton Climate Initiative Energy Efficiency Building Retrofit Program Bringing Stakeholders Together April 20, 2010.
Program Reasons underlying cost savings potential in purchasing
Grow Your Business through Contact Centre Outsourcing Fanny Vaz Director, Personal Market Unit, CTM.
Public Governance Directing public companies A practical approach.
IT Governance and Management
Challenge Questions How good is our operational management?
Jeff Delmon FEU Financial Solutions World Bank. Why PPP? Procurement efficiency Lifecycle management Design/construction/operation management Monetizing.
The future shape of business is being redefined through outsourcing.
Dorset Procurement Dorset Procurement – Category Management.
Corporate Management. Requirements Candidates need to display a knowledge of the language of corporate or strategic management and have an understanding.
Driving Improvements in Efficiency & Effectiveness North West Centre of Excellence Stakeholder Event Martin Fokinther Executive Consultant, Global Public.
Trading Opportunities in a Recession Presentation to: Waterford City CEB WORKSHOP By: John Whelan CEO Irish Exporters Association.
New Procurement & Delivery Arrangements for the Schools’ Estate Presentation to Strategic Advisory Group 18 April 2005.
Heat Network Partnership
Turning the change of Globalisation into an Opportunity Understand reality then make reality better.
Strategic Planning & the Duty to Co-operate Andrew Pritchard Director of Policy & Infrastructure.
Zia Qureshi, Chief Executive Business Catalyst
Proc Leader 1© The Delos Partnership 2005 Procurement Masterclass Leadership and people.
Project Implementation Plan and Principal Activities
Eurociett – Flexworkresearch Conference, Brussels, November 26-27, 2009 Temporary work agencies and the professionalization of flexible staffing in client.
The Netherlands Charter Group for Public Accountability Multiple modes of accountability By Roeland in ‘t Veld Chairman Audit Committee.
An Introduction to Public Private Partnerships: Why Government needs to work with the private sector Vilnius 22 nd November 2006 Stephen Harris - Head,
Alternative Service Delivery Models October
1 Becoming an Effective Board Member The Heartland Conference April 9, 2008.
The Pearl Initiative creating a corporate culture of transparency and accountability Capital Markets Authority Kuwait Corporate Governance Symposium 2.
Joint Venture in construction company in West Bank.
An initiative for successful land reform, economic growth, job creation and social cohesion. WITZENBERG PALS PARTNERSHIPS IN AGRI LAND SOLUTIONS 1.
Transit Oriented Development in the city region; a dream? Reindert Augustijn Team manager traffic and transport Stadsregio Arnhem Nijmegen.
GROUP 4 WHAT IS ALLIANCE STRATEGY ?. C O N T E N T What is alliance? Introduction of Alliance. What make the alliance failed? The 4 Factor of alliance.
© 2008 IBM Corporation Challenges for Infrastructure Outsourcing July 29, 2011 Atul Gupta Vice President, Strategic Outsourcing, IBM.
CRIS in Horizon 2020 and Beyond: Setting the Scene Keith G Jeffery President euroCRIS
Sharing Between Credit Unions. Credit union CEOs and Boards face similar challenges:  Grow the book.  Remain competitive.  Increase value.  Remain.
LEONARDO DA VINCI PROGRAMME PL/04/B/F/PP – _________________________________________________________________________ European Curricula for Economic.
K. Lautso K. Lautso: Research and Development – effectiveness through international co-operation Financing for Research and Development EIB.
LG NSW – Regional Collaboration and Shared Services April 2015 Donna Galvin, Executive Manager, WBC Strategic Alliance.
LEONARDO DA VINCI PROGRAMME PL/04/B/F/PP – _________________________________________________________________________ European Curricula for Economic.
© OECD A joint initiative of the OECD and the European Union, principally financed by the EU Introducing a New Concessions System – Latvian Experience.
1 Direction scientifique Networks of Excellence objectives  Reinforce or strengthen scientific and technological excellence on a given research topic.
SMART FINANCING TECHNIQUES FOR BROWNFIELD REGENERATION BY PUBLIC PRIVATE PARTNERSHIPS Nico Groenendijk Centre for European Studies University of Twente,
© Cengage Learning – Purchasing & Supply Chain Management 4 ed ( ) Planning 9.Sourcing strategy: getting better results from suppliers.
PPP Legal & Regulatory Framework. PPP Policy In July 2008 GOK approved the PPP policy directive through which: PPPs are identified as a method for investing.
Marketing Management 2 March Business Markets and Business Buyer Behaviour.
AECM and the Different European Guarantee Models Berlin, 5 May 2006M. Sousa Branca.
12-CRS-0106 REVISED 8 FEB 2013 APO (Align, Plan and Organise)
LEONARDO DA VINCI PROGRAMME PL/04/B/F/PP – _________________________________________________________________________ European Curricula for Economic.
Reforming the Chilean Public Procurement System A public management reform Felipe Goya - RPM South Asia.
Dr. Jörg Bürgi PhD KMU nachhaltig GmbH / SME sustainable Ltd. CH 4803 Vordemwald – Moderator Sustainable.
Andy Rennison 3BM Managing Director Safeguarding and Supporting Young People Delivering Differently Workshop 5 th June 2015.
CLC1501 Introduction to the PPP Procurement Approach – Principles of PPP Procurement.
Mobility Centres Theo Keulen Sr.Advisor UWV WERKbedrijf.
By the public sector, for the public sector About LGSS  LGSS established in October 2010 as a joint shared services partnership between Cambridgeshire.
Marcel Stuijts MSc CPD The Netherlands Contract Management Experience of the Netherlands.
Overview Training for Nottingham’s Commissioning Framework Liz Jones Head of Partnership Policy, NCC Nick Weatherall, Commissioning Officer, NCVS.
Principles 7 Main obstacles articulated in implementing the leading ESF Principles  Uncertainty on advantages  Assumed higher administrative costs 
Entrepreneurial Leadership Fact or fiction Steve Brannagan.
1 The government digital agenda aims to create digital services that are more efficient, convenient, secure and accessible than the manual services they.
Setting the Scene Brian Montgomery Health Portfolio Director.
ERP vendor perspective
Introduction to Business (MRK 151)
The restructured SALGA
Ukrainian Public-Private Partnership Development Support Center
Performance Playbook for GPO Value
Marine knowledge presentation to eighth meeting of Marine Observation and Data Expert Group presentation to eighth meeting of Marine Observation and.
Integrity Pacts The experience of Sardinia Region
GreenFleet, Murrayfield Stadium, 12th April 2019 Paul Hansen, Head of Devolved Administrations & Partnerships, CCS Grant Montgomery, Category Manager,
BASICS OF PUBLIC PRIVATE PARTNERSHIPS
Presentation transcript:

The answer to the question Using the market for better Results Mr. A.P.M. Veltman, Major Municipality Someren and Chairman of BIZOB

THE SITUATION IN THE NETHERLANDS The Netherlands: 16 million inhabitants, 467 municipalities The Province of Noord-Brabant: about 75 municipalities Region procurement cooperation's: - West-Brabant: about 17 municipalities - East-Brabant: about 14 municipalities

WHICH IS BIZOB? An organisation who performs: - (joint) procurement and tender projects for the municipalities also for infra-structure works, goods and services; - advice municipalities by Public, Private Cooperation cases with suppliers and potential partners; - advice municipalities on cases about out-or in sourcing of activities; - analyse the product development on the market for the municipalities.

ORGANISATION SCHEDULE BIZOB General Council 28 members, two members of each municipality Chairman: Mr. A.P.M. Veltman Council 5 members of the General Council Board M.A.J. Stuijts

ORGANISATION SCHEDULE BIZOB M.A.J. Stuijts Executive manager Concern Purchaser Executive manager Concern Purchaser Management Support Secretary

PROCUREMENT PROCESS IN ORGANISATIONAL VIEW Performance-parameters Contract Order Follow up Evaluation Selection Specifi- cations Organization policy Procurement policy Suppliers (market) Municipality

WHY (JOINT) PROCUREMENT COOPERATION? Procurement is badly organised (permanent) process in most municipalities; Procurement is too limited in most (small) municipalities; Professionals at work; Economics of scale; Quality of knowledge (databank); Introducing possibilities for benchmarking; Better financial results; To get the optimal relation between commercial companies and the (local government) Stronger contract partner position.

PROFITS OF PROCUREMENT COOPERATION Financial procurement costs and profits Qualitative contracts, multifunctional teamwork, European tenders Organisational transparent process, integrity, professional procurement

CRITICAL FACTORS OF SUCCES Commitment of the local authorities; Commitment of the management; Teamwork cooperation instead of competition; A drive to make the cooperation a success; Simple but effective organisational form “mean and lean”.

HOW TO START Make a group of municipalities and persons with ambitions; Business plan with step by step targets; Cooperation organisation close to the individual municipalities; Down to earth organisation with minimalised overhead and bureaucracy; Quick wins and public relations; Turn around opposition into acceptation.

POLICITAL ANGLE Political “do-it-yourself” procurement and tenders; Local suppliers; Professional European acting; Guarantee of integrity and transparency of procedures; Positive effects on town budgets.

STRUCTURAL ANGLE The authority of making decisions belongs to each individual municipality; The procurement organisation is strongly related to each individual municipality; Employees of the procurement organisation are physically working in the individual municipality; Every municipality has a facts and figures analysis; Joint procurement projects are based on budget analyses of the individual participants; Dynamic organisation structure; from and for the municipalities.

ORGANISATIONAL ANGLE Organisation of procurement process in the office; Clear responsibilities and proper authorities; One political and one management CEO (Chief Executive Officer) in each municipality; Straight agreements on the procurement results; Working together as municipalities is based on individual and collective profits.

DO’S BY CREATING SHARED SERVICES Shared vision on targets of procurement cooperation; Shared vision on strategic procurement activities; Shared vision on the approach (opposition, commitment); Shared vision on how to manage the entire process (positioning of the shared service); Shared vision on the decision making in the project; Shared vision on the architecture and content of the shared service organisation.

DONT’S BY CREATING SHARED SERVICES Many meetings, no decisions; Dealing with the whole world instead of only the real participants; Incompetent program management; Lack of procurement expertise; Inadequate change management by the introduction.

Different procurement solutions for different procurement objectives The Procurement portfolio: Impact on financial results High Leverage productsStrategic products Competitive biddingPerformance based partnership Routine productsBottleneck products Low Systems contracting + E- commerce solutions Secure suppliers + search for alternatives LowHigh Supply risk

Infrastructure projects : bridges, railway projects, hospitals a.o. Outsource the operational and finance exploitation of sport centre; Develop an ICT software programme for your (local) government; Develop, realise, maintain and exploitation. By a Strategic Product the Performance is based on Partnership A partner is defined as a company with whom your (local) government has a ongoing “buyer-seller” relationship, involving a commitment over an extended time-period, a mutual sharing of information and a sharing of risk and rewards from the relationship

PROFESSIONAL TENDERING

By using the market we go Together to a golden result!