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THE HOUNSLOW EXPERIENCE: A CASE STUDY. Mark Steward MAX Associates 3 rd March 2009. Operational and financial imperatives. Ten year contract ended 30 th June 2008 Ageing facilities Failure to meet changing needs and customer expectations Weak performance management

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the hounslow experience a case study


Mark Steward

MAX Associates

3rd March 2009

operational and financial imperatives
Operational and financial imperatives
  • Ten year contract ended 30th June 2008
  • Ageing facilities
  • Failure to meet changing needs and customer expectations
  • Weak performance management
  • Underdeveloped strategic planning
member requirements
Member requirements

Explore future for all leisure and cultural services – spans Libraries, arts, sport, parks, heritage, museums

Consider full range of management models

member requirements4
Member requirements
  • Review current provision
  • One size fits all ?
  • Assess community needs and future demand
  • Consider funding options – prudential borrowing, market finance
  • Develop integrated service provision through co-location
preparation for the procurement process
Preparation for the procurement process
  • Strong project management, led by Executive Steering Group
  • Project team established consisting of:
    • Procurement, Legal, Financial, Technical, Property
  • Clarity of purpose and vision – what are we trying to achieve ?
preparation for the procurement process6
Preparation for the procurement process
  • Evaluation criteria:
    • Capacity to deliver the service
    • Innovation
    • Quality
    • Management and appreciation of risk
    • Financial and legal considerations
    • Partnership working with stakeholders
    • Contribution to The Community Plan
a summary of the process
A summary of the process
  • PHASE 1:
    • Procurement Strategy: to test each element, encouraging small organisations to bid
    • Bidders across a range of backgrounds, bidding for a variety of Lots
    • PQQ evaluation – reduce bidder no’s
    • Issue Instructions to bidders (Phase 2)
a summary of the process9
A summary of the process
  • PHASE 2:
    • Thematic dialogue with bidders
      • Initial site visits
      • Vision for the services
      • Financial imperatives
      • Structural issues
      • Service led issues
a summary of the process10
A summary of the process
  • PHASE 2 cont....
      • Added value – from merging specific Lots together
      • Draft service specifications and contractual heads of terms drafted
    • Further site visits undertaken
    • Issue further instructions to bidders
    • Evaluation of Phase 2 – reduce bidder no’s further
a summary of the process11
A summary of the process
  • PHASE 3
    • Explore “hub” concept in detail
    • Consider initial bidder solutions – draft method statements and scheme designs
    • Legal and financial dialogue
    • Service specifications finalised
    • Bidders to produce detailed solutions based upon service specifications
    • Evaluation of Stage 3 – prepare documents for BAFO
a summary of the process12
A summary of the process
  • PHASE 4
    • BAFO documentation agreed with Member Steering Group
    • BAFO documentation circulated to bidders
a summary of the process13
A summary of the process
  • PHASE 5
    • Member presentations
    • BAFO evaluation
    • Enter Preferred Bidder Phase - April 2008:
      • Sport, Leisure and Community – Fusion Lifestyle
      • Parks Management/Gunnersbury Park Estate – John Laing Integrated Services (in partnership with Continental Landscapes)
      • Libraries and Culture – John Laing Integrated Services (in partnership with Tribal Consulting)
a summary of the process14
A summary of the process
  • PHASE 6
    • Preferred Bidder due diligence
    • Prepare for TUPE transfer
    • Direct debit transfer and documentation handover
  • PHASE 7
    • Contract commencement !!
  • Higher participation
  • Higher income
  • Lower expenditure
  • Established marketing
  • Market knowledge
  • NNDR and VAT savings

Longer term funding commitment

Output-based performance management regime

Ongoing communication and consultation: continuous service improvement

Client side strengthened

creating a welcoming environment

The Park

Redlees Park

Redlees Gate

Redlees Play centre

All Weather Pitches

Bowling Green

Childrens Playground

The Isleworth Centre

Worton Road Gate

Stables Gate


Contact us:

www.thepark .com

0800 790850

Creating a welcoming environment
1 st 6 months
1st 6 months

Head of Leisure appointed

Output-based performance management regime (client)

Project Board established led by Leader of the Council

Client structure agreed – 5 posts

Staff re-structuring commenced

Hounslow Community Trust (HCT) established

next 6 months
Next 6 months

Planning permission for leisure refurbishment and hub development submitted mid March

Submission of HLF bids for parks

Submission of Green Flag applications

Review of membership schemes and pricing

Library rebranding and capital works agreed

On line booking implemented

Annual Service Plans agreed – linked to paymech