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Consortia – working together to deliver public services

Consortia – working together to deliver public services. Michael O’Toole. Why collaborate?. Consortia are delivery entities public sector will recognise A formal consortium is a valid tendering entity Collective track record, financial strength, reach and expertise should be considered

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Consortia – working together to deliver public services

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  1. Consortia – working together to deliver public services Michael O’Toole otoolemichael@rocketmail.com

  2. Why collaborate? • Consortia are delivery entities public sector will recognise • A formal consortium is a valid tendering entity • Collective track record, financial strength, reach and expertise should be considered • Extra services can be delivered • Holistic customer journey can be provided • Individual members can play to their strengths • Economies of scale and cost‐savings can be delivered • Enables role for small organisations in larger delivery • Finance and cash flow otoolemichael@rocketmail.com

  3. Benefits for commissioners • Seamless delivery across a range of services • Integrated services • Cohesion across different sectors • Outcome-focussed commissioning • Local, personalised services via large contracts • Performance, management information and added value • Contract management and efficiency • Reduce administration and financial processing otoolemichael@rocketmail.com

  4. Practical learning • Collaboration is what you make it! • Clear roles, responsibilities, management and governance • Consortia members need to pull together and share goals • Shared responsibility, shared risk, shared reputation • Harmonised with the need to be sustainable • Focus on outcomes not internal mechanics • Shared services • Bidding • Performance • Quality • HR • Finance • Legal • IT otoolemichael@rocketmail.com

  5. Good practices • Consortium needs to be fit for the purpose! • Pre‐tender clarity leads to smoother performance once the contract is won • Manage performance centrally or with managing agent • ‘Chief Executive’, mediator and first point of contact • Focus on QA independently from delivery • Clear sub‐contracts and agreed: • Processes, referrals, escalation, etc • Anticipated work flows & outcomes expected • Payment terms & evidence • MI requirements • Scope and tolerances of performance and contingencies otoolemichael@rocketmail.com

  6. Good practices • Share resources and experience • Secondments • Platforms • Manage volume fluctuations flexibly • Communicate and review • Continuous improvement • Develop and improve service and efficiency • Internal performance competition otoolemichael@rocketmail.com

  7. Questions? otoolemichael@rocketmail.com

  8. Questions? • otoolemichael@rocketmail.com otoolemichael@rocketmail.com

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