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Commercial Services

Service Plan 2017/18

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Introduction by Kieran Topping,Service Director for Commercial ServicesWelcome to the 2017/18 service plan for the new Commercial Service.

Our Services bring together a range of professional support services within the wider Customer and Support Services directorate in a new way. The Service covers a range of services from project management, procurement through to property and capital projects. The Service is instrumental in delivering the key Council objectives around Value for Money, efficiency and innovation.

The first year of this service will be focused on understanding and reviewing the various components of the professions and how to best bring these together most effectively. A number of the senior management posts have recently been recruited to and the service will continue to shape once these senior team members are in established over the coming months.

There are a number of cross cutting themes that all parts of the service will consider, including the Support Service Review and how we link into the wider Customer and Support Services Directorate. Quality Customer Service to our clients, both internally in the Council, to residents of Cornwall as well as those that purchase our services will be the key to our success.

Within specific parts of the service there will be other key milestones throughout the year, including the creation of a Property Strategy that takes a more holistic view of our current and future portfolio, a clearer position for our relationship with both our companies and our key suppliers, further development of the commercial strategy and a reshaping of our capital projects service.

One of the overarching objectives of our directorate is to bring a more commercial focus to the Council’s delivery, this does not mean always seeking income at any cost but bringing a model commercial minded focus to the services to maximise value for money, taking the whole life costs of services into account. This will require our Service to provide both leadership and training to the rest of the Council as empowering others to act commercially is fundamental to the change in approach.

Our Services are vital to the delivery of the Council’s business plan objectives of being ambitious, engaging, fit for purpose and collaborative. The Service has many of the levers needed to support the economic growth agenda as well as being the steward of many of the Council’s assets. The support and development of businesses in Cornwall is a key driver for the Commercial Services which will be beneficial to both the Council and Cornwall as a whole.

Overall the Service aims to be efficient, effective and innovative to both support and transform the Council’s delivery.

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The structure and services we provide

Service Director Commercial Services

Kieran Topping

Head of Supplier

Relationship Management – Rachel Rothero

Head of Commercial – Niall Waters-

Fuller (Interim)

Head of Property –

Adam BirchallHead of Capital

Projects Matthew

Beardmore

Supplier Relationship ManagementSupply chain management Company Shareholder SupportProgramme and project managementCommissioning Toolkit and Academy Support

Commercial StrategyTendering and ProcurementCommercial AdviceContract ManagementInvestment and Commercial BoardPrivate Finance InitiativesInternal Direct Award Contractual Relationships

Overarching Property StrategyOperational Estate ManagementCommercial Portfolio Management and ReviewOne Public Estate ProgrammeInvestment and operations of all council-owned property assetsEstate Management and Asset Management SystemFacilities ManagementDevolution

Commission and delivery of building and civil engineering construction projectsManagement of Construction and Project Controls FrameworksService development and developing offering

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Our Priorities for 17/18 Everything our Service delivers is supporting the Council’s Strategic theme – Being efficient, effective and innovative and our change priorities are set out below, which sit alongside our business as usual activity:

Ref Priority

CS01 Commercial StrategyWe will continue to develop and deliver the Council’s Commercial Strategy - inspiring a commercial culture across the council and the wider public sector in Cornwall.

CS02 Property Transformation and Delivery PlanThis Programme will ensure that the Property Service of Cornwall Council is established with a fit for purpose Property Strategy, endorsed by Members and Senior Officers and the necessary supporting infrastructure (i.e. organisational structure, systems and processes) to deliver effectively.

CS03 Supplier Relationship ManagementWe will create a Supplier Relationship Management strategy that encompasses how we will develop our own company strategies as well as our wide range of suppliers. This will include continuing to promote and develop our Supply Chain Development Programme to support and stimulate businesses in Cornwall in order to assist with the Business Rates pilot (Council Business Plan)

CS04 Define our Service Identity and OfferingWe will develop the Commercial Service offering for the Service that fits into the wider Customer and Support Services direction of travel and provides the best level of service to both our internal customers as well as the residents of Cornwall. This will include continuing to form ourselves into fully aligned and clearly defined teams throughout the service.

CS05 Asset Management SystemWe will implement and maximise our new Asset Management System across all of the Council’s property services.

CS06 Support Transformation and Complex ProjectsWe will support the Council’s key programmes and projects of change through a clear and consistent approach to project management and creation of a Programme Management Office.

CS07 Professional Career PathwaysWe will create clear progression pathways and developmental routes for the professional staff, including entry routes for apprenticeships and graduates.

CS08 Social Value Act PolicyWe will create a framework for evaluating our purchasing using the Social Value act to maximise the benefit to Cornwall of our contracting

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arrangements.

CS09 Contract ManagementWe will define the approach and model for contract management in the Council and move into direct management for strategic and critical contracts.

CS10 Living WageWe will provide commercial support and advice to the Council’s approach to the Living Wage.

CS11 Overarching Commissioning FrameworkWe will create, jointly with others, the commissioning framework to bring clarity to how the different parts of the commissioning cycle fit together.

CS12 Capital ProjectsWe will define and agree the approach to all Capital Projects, in particular how and when the specialist team will be engaged and utilised.

CS13 Shareholder support to Group of companiesWe will provide the Shareholder support for Corserv (Group of Companies) and create a governance structure that reflects the need and commercial approach.

CS14 Contracting position with CORSERVWe will clarify the contracting position with Corserv for our service specific contracts including: Leases / Facilities Management / Design / Construction

CS15 Commercial Services contribution to Support Services ReviewWe will fully engage with the Support Service Review, including leading on key workstreams where agreed and reviewing/implementing any agreed Target Operating Model.

CS16 Corserv Buyback & strategic directionWe will clarify and agree the position for Corserv to purchase Council services, including procurement, advice, project management support.

CS17 Income generation (Business Development Manager)We will implement and support the development of the income generation framework across the Council, as well as a focused area to test our approach for Service to Schools.

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Our Budget

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2017/18 Budget by commercial service

£mProperty Forward Planning 0.285 Estates 6.662 Capital Projects Team 0.125 Estate Delivery 0.755 ASD Commissioning 4.428 Commercial Services 2.196 Private Finance Initiative 12.447 Service Total 26.897

Gross Expenditure £39m

Third Party Payments

£1m

Internal Recharges £1m

Interest Payable &

Similar Charges £4m

Supplies & Services £5m

Transfer to Reserves

£7m

Employees£7mPremises

£14m

Income £12m

Fees & Charges £5mInternal

Recharges £7m

Performance Management ArrangementsThe Service Leadership Team will monitor and review progress monthly against the priorities, its Critical Indicators as well as Strategic Risks. Individual SLT members will escalate exceptions from their team plans as they see appropriate.

159 Budgeted

FTE