1. A Category Manager Approach to Collaboration within People Services
Date 25th November 2016
1PM
Elizabeth McKenna, STAR Procurement
Lynda Brookes, STAR Procurement

2. Introductions INTERACTIVE Elizabeth McKenna – background
Lynda Brookes - background
STAR – background
Any specific objectives for the session?
Red Cards
INTERACTIVE

3. What we will cover Ice Breaker Category Management
Collaboration – Break Out Session
Tools and Tips
Objective Review
Q&A

4. Ice Breaker

5. The Brief
STAR is the collaborative procurement service for Stockport, Trafford and Rochdale Councils therefore collaboration is our remit; we deliver under 3 categories People, Place and Professional. In the People Category we deliver on public health, children’s and adults services and education in terms of procurement. Our session will be looking at what we did from inception of STAR to establish category management and to collaborate with the 3 authorities and wider AGMA authorities. Attendees will go away with the tools and tips for category management and how to collaborate with other authorities, the NHS and CCG’s.

6. Category Management Getting Started Where We Are
Category Management Plan
Risks and Opportunities for the People Category

7. Category Management Getting Started Three distinct Categories
Each Category has a Category Manager
People (Adults / Children’s& Education / Public Health)
Place (Works, Highways & Environment)
Professional (Professional, ICT & Office)
Pro-class
We use pro-class and allocate each classification to a Category Manager
Category Manager knowledge and Pro-classes help us to identifyopportunities for collaboration
The classification relate to
what we are buying and not who we buy for

8. Category Management Where We Are
We have a comprehensive Contract Register of all contracts for three Authorities split into the three categories
All Stakeholder are linked to a Category Manager as their main contact in STAR
Category Managers are specialist in their areas
We have a data analyst sitting in our Business Improvement Team to assist with category scrutiny.
We have dedicated Legal Support

9. Category Management Category Management Plan Principles Objectives
What we to achieve and do
Objectives
Short
Medium
Long Term
Category Management Plan
Each Category Manager is required to produce a category plan for each area

10. Category Management Principles
Have a detailed spend map across the entire category, updated quarterly.
Be a driver of sustainable savings (when, where, why and how) across the Category.
Engage with the wider organisation to understand how procurement can be a driver across the value chain.
Identify Projects for collobaration
Ensure that value is realised through robust contract management and supplier relationship management.

11. Category Management Objectives Short Term Contracted Spend
Look at contract end dates / extension options / quick wins
Benchmark against other authorities who also use similar organisations for services
Off Contract Spend
Highlight savings we can make by entering into a contract, benchmarking in key areas, find quick solutions e.g. Frameworks
Highlight the legal consequences of our actions through exemptions (e.g. challenge, reputational damage)
Stakeholder Savings Proposals and priorities
Look at contract end dates / extension options
Any saving as a result of offer additional term? Any scope to review specification identify any aspect of the service under utilised and reduce spend, Any oportunity to add social value?

12. Category Management Objectives Proactive Medium Term Plan
Any contract extensions to allow co-termination and future collaboration activity
Identify new procurement activity required
Consider short term contract to allow collaboration opportunities
Identify suppliers for future price negotiations
Proactive
Stimulate the Market (Tendering Tips, Future procurements)
GM Devolution & LD Fast Track
Provide Contract Procedure Rule Training to Star
Medium Term Plan
We now need to enforce the importance of being strategic. Using the data we need to meet with services and stakeholders to understand the priorities for the next financial year and beyond.

13. Category Management Objectives Proactive Long Term Plan
Category Management via Contract Register
Work with commissioners to identify Statutory Responsibilities in the People Category.
Identify area for collaboration
Proactive
Promote openness for idea sharing and service re-design
Supplier Relationship Management
Continuous SWOT Analysis to the ever changing conditions associated with the People Category.
Progress the stimulation of the market by using PIN Notices and Soft Market Testing

14. Category Management Challenges & Opportunities for the People Category
Reducing budgets / fee rates by too much
Some services have been stripped as far as possible making further savings or even delivering in budgets difficult
Promoting local providers in each authority Prioritising work from all Stakeholders/Customers
Understanding how strategies including personalisation align with procurement strategy
Opportunities
Collaboration
Shared Learning
Innovation at STAR.
Reducing budgets / fee rates by too much – impact on quality of service, potential negative press, damage relationships with providers
Some services have been stripped as far as possible making further savings virtually impossible – will need to look at creative ways to support Commissioners to make efficiencies. This could include working with providers around collaboration
Promoting local providers in each authority – Rochdale in particular very supportive of local providers

15. Collaboration What is collaboration?
Two or more people or organisations working together to create or achieve the same goal
A form of partnership working – can be for a one off project or a permanent arrangement
The merging of different services to form one holistic vision

16. Collaboration How do STAR use collaboration? Two main ways
We collaborate with other authorities (Including both STAR & Wider AGMA / GM)
We promote and facilitate collaboration within the supply chain

17. Collaboration What Drives Collaboration
Deliver efficiency savings through sharing costs
Deliver improved or better integrated services
Develop stronger buying power
Share knowledge, information and best practice
Clear shared aims

18. Collaboration Steps for Collaboration
Identify a project, opportunity or problem
Identify potential partners
Ensure buy-in from Stakeholders
Understand what the collaboration wants to achieve
Understand the Benefits and Risks
project or opportunity
this could be a tender we are working on with other AGMA / NW authorities or an opportunity we want providers to collaborate together on.
Understand what the collaboration wants to achieve – know why we are doing this
Improved service
Integrated approach
Shared ideas
Financial savings
Greater buying power
buy-in from Stakeholders
AGMA collaboration – MOU’s (Director level by-in)
Provider collaboration (market events – time in the tender to collaborate)
Understand the Benefits and Risks
Benefits and Risks
Benefits
Will there be cost savings
Will it improve services for people
Will it add value to your organisation - eg – transfer of skills, better ways of working, continued benefit after the initial project (eg. One organisation do HR the other payroll)
Are the benefits measurable
Risks
Can you maintain your objectives as part of bigger group
Will the specification be compromised
Is the time and investment worth the outcome
Is there too much reliance on the project lead

19. Collaboration - examples
STAR / GM Collaboration
LD Ethical Framework
GM Residential for Children’s Service
Sexual Health
Home Care
Provider Collaboration
The Carers Service
Winter Pressures

20. How Did STAR Collaborate
CPR’s
Common T&C’s
Common Tender Docs
One Stop Website
Social Media
Collaborative Market Engagement Events
Training
Social Value
Tender Tips
STD Documents The Chest

21. Tools and Tips Understand that collaboration will take longer
Early engagement is essential
Have a project sponsor with over al accountability
Ensure buy-in from the top
MOU’s between collaborating authorities
Clear aims for the project
Clear timeline
Clear objectives and stage successes
Keep momentum
Clear roles and responsibilities
Clear evaluation of success
Allow time for approvals throughout the project
Clear on-going contract management

22. Q&A and Objectives Questions? Review Objectives
@STARProcurement
Contact me with any queries:
Elizabeth McKenna MCIPS
Head of Strategic Procurement People
Mobile: