1. A Story of Local Support EAFIP
October 19

2. Who are we? Het Waterschapshuis
Partnership between the 21 water-authorities in The Netherlands
Contracting authority for ICT-applications
Working with and for the water-authorities
We deliver procurement and contract management ICT-applications

3. Management area

4. Transforming to Het Waterschapshuis 2.0
Het Waterschapshuis is transforming to a new service level, what means:
Growing in extent
Growing in professionality
Growing in quality
Growing in value-added

5. Who am I? Jacqueline Klaassen
‘Kwartiermaker inkoop’ Het Waterschapshuis, a strategic management function facilitating the transition of
Procurement
Tender management
Contract management

6. Local support We applied for a local support EAFIP
To support one of our specific projects
And also get insights for that can be used for the transition of the organisation
Local assistance was delivered by Stephan Corvers

7. The Project Central Distribution Layer (CDL)
Building a platform for storage from and access data to the water-authorities
Local assistance started at the point that the tender was almost ready to be published

8. The Project Partners INSPIRE 3Di Others Digital Delta
Open Data WS
INSPIRE
WK Portal
3Di
Others
Digital Delta
CDL water authorities
Water Data Net
CDS Provinces
Province 1
RWS2
RWS1
WA..
WA2
WA1
Province 2

11. The Project
Market consultation 15 companies Selection phase 10 companies Award phase 5 companies Winning company Geodan BV

12. Lessons learned project
For this Project:
Introduction market consultation
higher quality quotation
higher connection innovative possibility
Change of Tender procedure
savings on transaction costs
Several changes in the contract
Lower risk-profile for Het Waterschapshuis

13. Results project
Recommendations leading to the mentioned direct actions
Direct actions leading to direct benefits
Benefits leading to revenues for this project only
It is a good first step!

14. Lessons learned Proces & organisation
For Process & Organisation Het Waterschapshuis:
Awareness of importance procurement in early phase
Awareness of importance quality of the business
Awareness of importance cooperation and critical attitude in team

15. Results Proces & Organisation
Procurement involved from the first start of a project, not only at the end
Changes in producing business cases, including knowledge of procurement
A strategic CPO-like position
Grow from ‘tender-trick’ to core competence
It is a change in our long term system!

17. Most interesting part of results!
Procurement is our core competence
and ………
key in the transition!

18. Conditions? The structural improvement asks for:
Willingness to improve at managing board
Preparedness in project team to receive the recommendations for project
A separated organisation unit to receive the recommendations for process & organisation

19. What next in Het Waterschapshuis?
Local assistance will continue in next phase project (contract management)
Structural changes where proposed to directors board and will be executed next period
We are ready for the next set of recommendations on contract management

20. Suggestions for EAFIP Our ‘recommendations’
Make sure the circumstances are ready to provide and receive the recommendations
Connect to the CPO, not only to the project team

21. Conclusion EAFIP delivered directly an improved tender and contract
EAFIP delivered recommendations to improve our procurement in general
Het Waterschapshuis thanks EAFIP!

22. And I thank you for your attention!