Achieving Value for Money in Public Sector ... - Federated Press

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Ensuring efficient procurement Kurt Ritcey, Partner, Deloitte & Touche LLP 1:30-2:15 CASE STUDY: STREAMLINING THE PROCUREMENT PROCESS Boris Tsinman, Joint Director, Procurement & Supply Chain, Rouge Valley Health System A procurement procedure that is mired in red tape and inefficient processes is highly unlikely to obtain value for money from its external spend. This discussion details how to streamline the procurement process to ensure that procurement itself achieves value for money for the organization. · Driving internal performance to establish a streamlined procurement process · Creative strategies for improving the efficiency of the procurement stream through innovation and greater accountability · Reducing the cost of procurement for both the public sector and private bidders · Using streamlined approaches to improve supplier relationship management · Instituting the right technology, policies and processes · Facilitating innovative contracting approaches, such as e-procurement, remote requisitioning, tendering sites · Ensuring you have the right people in place with the skill set to support your long-term structure needs 2:15-3:00 CASE STUDY: ACHIEVING VALUE FOR MONEY WITHIN THE GOVERNMENT’S PROCUREMENT POLICY Kathleen Callan, Manager, Procurement, Ornge At first glance, government procurement directives designed to foster fairness and transparency can appear to be a roadblock to achieving value for money. Strategies and approaches adopted by the private sector to negotiate or squeeze value from suppliers are often not part of the public sector approach. However, getting value for money while working within these constraints is possible. This discussion details how Ornge, Ontario’s transport medicine organization funded by the Ministry of Health, achieves value for money in their spend, while complying with government directives. · Improving efficiency and effectiveness of the spend · Driving additional value from supplier relationships · Encouraging competition among contractors · Obtaining the highest quality of goods and services · Ensuring fairness, objectivity, accountability and transparency and achieving value from your spend 3:00-3:30 NETWORKING BREAK 3:30-4:15 CASE STUDY: COMPLYING WITH THE NEW BROADER PUBLIC SECTOR PROCUREMENT DIRECTIVE - MAXIMIZING VALUE FOR MONEY FROM HOSPITAL PROCUREMENT AT BAYCREST Mark Wilson, Manager Supply Chain, Baycrest With government dollars in short supply, patient care costs increasing at an exponential rate, a decreasing tax base and the provincial government’s recently introduced Broader Public Sector Procurement Directive, hospitals now have to look closely at maximizing the value they receive from the use of public funds. This discussion details how Baycrest has identified inefficient processes and faster, smarter ways to conduct business so that the money saved can be reinvested in infrastructure, upgraded materials and patient care. · SSOs (JIT), GPOs · Competitive RFTs, RFPs (invitational or directed) processes · Government VORs · Long-term service contracts: Maintenance, Repair · Proactive contract administration · Leaning purchasing and logistics functions 4:15-5:00 ACHIEVING VFM THROUGH LEAN SOURCING Kurt Ritcey, Partner, Deloitte & Touche LLP Continuous improvement tools such as lean and six sigma may have originated in a manufacturing environment, but they have been successfully deployed in many public sector procurement departments. Indeed, applying these continuous improvement methodologies to advance strategic sourcing policies and procedures can help secure significant savings and further cost reductions over the life of the contract. · Challenging the team to not just manage cost but also streamline process improvements and tackle inefficiencies · Conducting lean assessments · Taking a six sigma approach · Examples of continuous improvement projects · Working process improvement into the government-contractor relationship · Additional cost reduction opportunities via collaboration with supply partners · Quantifying quality in lean sourcing initiatives Collaborative Procurement SESSION 2 Monday, June 13 th
Ensuring costeffectiveness of the spend Brian Smith, Director, Advisory Services Procurement & Supply Chain, KPMG LLP 9:00-9:45 CASE STUDY: ACHIEVING VALUE FOR MONEY IN THE PROCUREMENT OF MAINTENANCE AND CONSTRUCTION WORK AT CARLTON UNIVERSITY Darryl Boyce, Assistant Vice President, Facilities Management and Planning, Carleton University Effective life-cycle planning is key to obtaining value for money from Carlton University’s many maintenance and construction projects. This discussion details how Carleton University uses multi-year plans support more effective management of resources and save money when procuring construction and maintenance work. · Developing effective capital renewal models · Prioritizing renewal projects · Minimizing space needs and facility costs · Managing and maintaining facilities cost effectively · Establishing effective purchasing policies and procedures · Value for money in new construction and building retrofits 9:45-10:30 CASE STUDY: DELIVERING SAVINGS BY LEVERAGING YOUR GOODS AND SERVICES SPEND Erfa Alani, Manager, Operational Procurement Policy, Government Services Delivering savings is no longer one of a number of initiatives fighting for time and attention. It has risen to the top of all public sector priorities. More effectively leveraging what you spend on goods & services can play a significant part in delivering cash savings without cutting frontline services. This discussion details how to develop a procurement savings strategy that will cut costs without cutting services. · Maximizing the purchasing power of the public sector · Delivering savings through better collaborative procurement · Making efficiency savings and cutting waste quickly · Negotiating the best conditions 10:30-11:00 NETWORKING BREAK 11:00-11:45 CASE STUDY: COMMUNICATING AND DEVISING CLEAR KPIS Vicky Zhao, Senior Manager, Purchasing, The Hospital for Sick Children Public sector organizations are under enormous pressure to cut costs, create efficiencies and demonstrate value for money. However, without key performance indicators (KPIs), it is extremely difficult to know whether an organization is in fact getting value for money from its spending. This discussion details how The Hospital for Sick Children develops clear KPIs to measure value. · What constitutes value for money? · Devising clear KPIs · How the organization developed value for money KPIs · What is measured: efficiency, cost, wider benefits · How value for money is reported 11:45-12:30 DRIVING CASHABLE SAVINGS WHILE MAINTAINING QUALITY SERVICES Brian Smith, Director, Advisory Services – Procurement & Supply Chain, KPMG LLP This discussion details how government departments and agencies can reengineer the way they conduct their procurement spend to find spare cash that can then be used to fund other services. · Using an integrated, comprehensive spending analysis across departments to identify potential cashable savings within the procurement spend · Creating fully integrated working partnerships to share information and trace savings · Demonstrating results of procurement spending to win support among internal and external stakeholders · Actual reduction on procurement process costs · Cost reduction on items purchased · Price savings from collaborative contracts and aggregated purchasing 12:30-1:30 LUNCH Streamlining Procurement Processes SESSION 3 Tuesday, June 14 th
Page 1 and 2: Best practices: delivering savings
Page 3: Value for money in the supply chain
Page 7 and 8: OPTIONAL WORKSHOP A Wednesday, June

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