Transcript Trade Facilitation PPP Outsourcing DEFINITIONS • An outsourced service contract to a third party which is based on the third party providing a.

Trade Facilitation
PPP Outsourcing
DEFINITIONS
• An outsourced service contract to a third party which
is based on the third party providing a service on
behalf of the public sector for a period of years from a
facility (that has been specifically built as part of the
contract ) and/or using a system developed by that
third party from which to deliver the service (DBFOT,
DBOT,BOT)
• Delivery of an outsourced service or concession on
behalf of the public sector for a period of years where
the contractor and the public sector share risk and the
private sector generates income on behalf of the public
sector and itself based on the contractual obligation an
the risk sharing model
COVERAGE OF SERVICE
• Trade Corridors
• Customs Post
• E- Government /Single Window
ESSENTIAL PRE-REQUISITES
1
1
2
Effective
Stakeholder
Engagement
3
2
1
2
3
1
2
4
1
2
High Level Sponsorship
Political Support
User buy in
Established
Supplier with
Relevant Track
Record
Reliable Supplier with an understanding of customer environment
Public Sector Client and customer needs
Knowledgeable
and experienced
Public Sector
Contract Manager
Contract Manager who understands the contract its risk sharing
clauses and its payment and performance mechanism
Clear output
based contract
Clearly articulated risk sharing table incorporated into contract
(who is responsible for what)
Track Record /Experience providing a similar service
Working in a shared risk environment
Contract manager proven experience in negotiating effectively and
with confidence with the private sector
Straight forward payment and performance mechanism
SERVICE GOVERNANCE
Client Teams
Relationship
Management
Contract
Review
Group
Monitoring
and
Evaluation
Contractor Teams
Partnering Board
Half Yearly
Service Delivery Board
Quarterly
Management Board
Monthly (Issue Resolution)
Relationship
and Contract
management
Issues
Service
Delivery
and ways
of Working
Performance
Reporting
CLIENT GOVERNANCE TEAM
Role
Role Description
Core Governance Team
1
Chair
Typically person in client department responsible for ensuring
effective service delivery for the particular service. Expert in
particular aspects of Trade Facilitation relevant to contract
2
Contract Manager
Day to day manager of the contract responsible for relationship with
contractor day day to day problems as well as recommends ways of
improving service delivery and relationships
3
Commercial /Procurement
Specialist
Ensure that correct procurement procedures are followed supports
contract manager and chair. Responsible for ensuring that the
contract is delivered in line with contract and monitoring and
evaluation
4
User Representative
Advocate for users in terms of quality of service but also in terms of
contract change requests for sub level service changes
5
Payments
Responsible for Payments based on performance regime
Key Advisers
6
Technical ICT Adviser
Subject matter expert can understand service requirement and how
it may be delivered
7
Finance and business appraisal
Business Cases , cost of contract change , budget management
8
Legal Counsel
Contract interpretation and Contract change
INDICATIVE ORGANISATION CHART
Govt & Professional
Advisory Board
(Stakeholder Group)
State Sponsor
(Governor)
Service Delivery Board
C EO & Directors
Stakeholder
Group
Liaison
Funding
Body
Liaison
Director
Commercial
Programme
Director
Director
Legal
Develop
ment
Strategy
Resources
Finance/HR /admin
Programme
Contract Review
Group
Programme Director
Contract Change Requests
Operations Commercial
Financial legal Support
Contracts
Manager
Project 1
Manager
Project 2
Manager
Director
Resources
PR
Manager
Training
Manager
Budgets
Payments
Credit Regime
Assessing the cost of
contract change
7
PROGRAMME OR PROJECT GOVERNANCE
Role
Role Description
Core Governance Team
1
Programme Director
Person managing the programme prior to service delivery during the pre procurement and procurement phase
particular service
2
Commercial Adviser
Day to day manager of the contract responsible for relationship with contractor day day to day problems as well as
recommends ways of improving service delivery and relationships
3
Legal Adviser
Ensure that correct procurement procedures are followed supports contract manager and chair. Responsible for
ensuring that the contract is delivered in line with contract and monitoring and evaluation
4
Technical Services
Adviser
Subject matter expert can interpret and develops service requirement (and may have authored the requirements
Documentation) and how it may be delivered
5
Services Integration
Manager
For all ICT projects it is important to ensue that there is a dedicated Integration manager who ill be responsible for
working with the external partner to ensure that there is an effective integration of the new and existing functions
,systems and processes.
6
Change management
Adviser
Understands and communicates how business will change post contract and builds and runs a change programme
to minimise disruption and maximise business benfits
7
Director Resources
Responsible for assigning resources . Finance/HR /admin. As well as budgets, payments and credit regime. Assessing
affordability VFM and the cost of contract change
Stakeholder Management Advisers
8
Stakeholder Management
Identification, Engagement with, and management of Stakeholder group
9
Funding Body Liaison
Liaison with Funding body or bodies as sponsor(s)
10
User Liaison
Liaison with “user” community Fee rates processes barriers and access to entry
PROGRAMME /PROJECT GOVERNANCE
Advisory
Board
Donors/ NGOs/Govt Dept
Steering Group
Project Board
PROJECT GOVERNANCE – AUTHORISATION &
ADVISORY BOARD
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Membership
Project Director PS
Ministry of Finance
Donor(s) Representative
PPPu
Attorney’s Department
Service Provider COO
Project Manager
Project Coordinator
Role
To receive reports on progress
To be expert advisers
Quality Review for all key stage
documentation including Business
Cases, scoping, procurement
approach, evaluation process
Receipt and sign off of Presentations
and Evaluation Report
Meetings
No more than Monthly (typically
every two months) to Review and
comment on Key Documentation
Reporting Officers
Decision Makers
PPPu
Donor
Rep
MoF
Sponsor
Project
Director
SP
COO
Project
Coordinator
Project
Manager
PROJECT GOVERNANCE – STEERING GROUP
•
•
•
•
•
•
•
Membership
MoF Sponsor
Business Expert
Project Manager
Project Coordinator
Commercial Advisor
Legal Advisor
•
•
•
Role
Provides direction to the Project Team
Provides Project sponsorship and advocacy
outside MoH.
•
Sponsor is sounding board. He/she will provide
direction and make quick interim decisions on
behalf of the Steering Group
Sponsor is chair of the Steering Group.
•
•
•
Meetings
Steering group to meet at least monthly and at
certain stages of the project weekly to provide
timely inputs. If the Steering group cannot meet
when required the Sponsor will take decisions
and then get them endorsed by the Steering
Group
Reporting Officers
Decision Makers
MoF
Sponsor
Legal
Advisor
Commercial
Advisor
Steering
Group
Project
Coordinator
Business
Expert
Coordinator
Project
Manager
PROJECT GOVERNANCE – LEAD TEAM (MEETING
WEEKLY)
•
•
•
•
•
•
•
•
•
Membership
Project Manager
Technical Coordinator
Business Coordinator (Deputy PM)
Resources Coordinator
Quality Assurance
Legal Advisor
Commercial Advisor
Project Coordinator
•
•
•
•
•
Role
To produce and review documentation
To meet and negotiate with Supplier
To evaluate Bids
Undertake financial, technical , resourcing and
business analysis to support Business Case
To make recommendations to the
Authorisation and Steering Group
•
•
•
Meetings
Weekly - attendees required as necessary
depending on stage of project
Reporting Officers
Decision Makers
Commercial
Advisor
Project
Manager
Resources
Coordinator
Quality
Assurance
Project
Lead
Team
Resources
Coordinator
Technical
Coordinator
Project
Coordinator
Business
Coordinator
PROJECT OBJECTIVES
(TO BE DEBATED AND CONFIRMED BY
STAKEHOLDERS GROUP)
Objectives
1.1
Govt
To secure greater private sector engagement in delivering non core services on behalf of government
1.2
To improve the quality of service to customers to facilitate improvements in trade in terms of cost, speed and
accuracy of service thereby generating a more efficient and effective service
1.3
Trade Facilitation
2.1
PPPu
To contribute to the Government objective of reducing services delivered by the public sector
2.2
To outsource provision of Services
2.3
To improve service delivery efficiency and effectiveness through innovation
2.4
To outsource using best practice techniques
2.5
To build knowledge of best practice outsourcing within government
3.1
Customs
Etc
To improve the quality of service to its customers by outsourcing
3.2
To only pay for the level of service specified and delivered
3.3
To implement simple and manageable contract management systems and payment and performance regimes
OUTSOURCING PROJECT PREPAREDNESS
Phase
Activity
1
Diagnostic and Strategic
Business Case
Identifies objectives scope market interest, high level
payment models financial models and outsourcing legal
structures
2
Review Existing People
Processes and Systems
and Organisation
Undertake a business analysis of the organisation, staff,
processes and systems, makes recommendations for
business improvements and expert customer function
3
Investment Programme
Identifies core programme to identify systems and
infrastructure to improve interconnectivity
4
Future Programme
Presents the full market , payment and financial models
and structures assessment to the appropriate Ministry,
prioritises actions and finalises procurement strategy
5
Implementation
Establishes expert panel to lead the PPP and recruits
managers to procure services with ongoing technical
management, procurement, commercial and
performance support