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Presented by Verity Smith, SW Project Manager
Consultancy is a largely unmanaged area, and therefore
untapped for savings
We needed better control, management and MI on the
consultants we used
Spend was escalating, year on year
A pilot of the Central Government toolkit in Local
Government was offered by the Local Government
Professional Services Group to the region, SW RIEP
funding was gained
Savings Nationally of £285million were benchmarked as
achievable
Some of the key players who are signed up to the Consultancy Value Programme
To understand how procurement of professional services (temps, consultants and interims)
is currently undertaken
To implement a process for the management of professional services through a gateway /
business case
To review the current arrangements for temporary staff with a view to maximising in house
resource and market prices
To implement the consultancy value programme best practice tool kit of every new
procurement of professional services which includes demand management, contract
management, pricing tools, handover and benefits analysis
To work HR staff in the development of links between professional staff and general
workforce management
To communicate, raise awareness and embed the project in the South West
To develop and install a database management system for consultancy across the South
West
Better managed use of consultancy, not stopping it altogether
Fully implemented CVP in Gloucestershire and Wiltshire
Have a savings figure for the region of circa £10million
Played a key part in the formation of a new National Temps
Framework, which GCC will be adopting FY 11/12 – MSTAR
Feeding regular information to HR on the consultants used for
skills gap and workforce planning analysis
Taken “Negotiation with Consultants“ training into the region –
Free of Charge – with excellent feedback
Developed a consultancy management tool and database which is
being implemented in 15 LGAs and all 6 FRS in the SW
We don’t buy what we thought we did, the category is more complex and was managed even more poorly than we had ever anticipated
Don’t underestimate the time it takes to communicate with stakeholders
Plans change, people’s priorities shift and this can make managing a project hard work
Know when the role of project manager stops and the role of category manger begins
We’re on track to hit our savings target!
