Private Sector Involvement in Delivering Disciplined …在提供練有素的私人部門參與…

1、1private sector involvement in delivering disciplined departments servicescase study: private sector delivery of security servicesjeff lambertexecutive directorpsi consulting pty ltd27 28 october .au psi consulting pty ltd 20052psi consulting specialises in assisting in government use of the private

2、 sector as part of an international company, psi consulting is located and registered in hong kong to provide consulting services to hong kong government bureaus and departments .au psi consulting pty ltd 20053nplanning and management of major procurement projectsnfeasibility studies and business ca

3、se developmentnbusiness improvement reviewsncompetitive tendering and outsourcing programsnbenchmarking and assessment of best .au psi consulting pty ltd 20054ntender and contract documentation preparationnevaluation models and methodologiesncontract negotiation, implementation and managementncontra

4、ct monitoring and performance reviewnalliance contracting facilitationnearly contractor .au psi consulting pty ltd 20055analyse procurement opportunitiesanalyse procurement opportunitiesdevelop procurement strategydevelop procurement strategyevaluate&selectevaluate&selectimplementcontractimp

5、lementcontractcontract management & performancecontract management & performancemigrate contractmigrate contractprocurement life c.au psi consulting pty ltd 20056problem 1: security guarding nentrenched culture npoor work practicesncostsnperformance .au psi consulting pty ltd 20057problem 2:

6、 high security alarm and access control systemnexpensive equipmentnnot being updatednlimited skills .au psi consulting pty ltd 20058business casencurrent approachnbusiness requirementsnoptions to achievenmarket appetitengovernancenpublic versus privatenrisksncosts .au psi consulting pty ltd 20059ide

7、ntify stakeholders: who does care about this? service requirement: what do they care about? .au psi consulting pty ltd 200510risk management planning was begun during the earliest stages of the projects procurement process .au psi consulting pty ltd 200511risk management a security risk assessment o

8、f options addressing aspects relating to private sector provision of security .au psi consulting pty ltd 200512recommendation nsell equipment and lease back outcomesnprivate sector delivery of guarding .au psi consulting pty ltd 200513statement of requirement focus on what is to be achieved and not

9、how it was to be achieved .au psi consulting pty ltd 200514building blocks nproject requirements (and their relative importance)nselection criteria (and their relative importance)ntenderer data requests (that solicit from tenderers the information necessary to evaluate).au psi consulting pty ltd 200

10、515security equipment evaluationbreakdown structuresecurityequipmentcorporatecapability (15%)implementation/transitionmanagement (10%)transition intasks & processes(6%)transition inresources (2%)transition incontingency (2%)service deliverymanagement (25%)service delivery(50%).au psi consulting

11、pty ltd 200516security equipment evaluationbreakdown structuresecurity equipmentcorporate capability(15%)experience - tdr 1 50%(7.5%)capacity - tdr 2 50%(7.5%)implementation/transition management(10%)transition in tasks &processes - tdr 3 60%(6%)transition inresources - tdr 4 20%(2%)transition i

12、ncontingency - tdr 5 20% (2%)service deliverymanagement (25%)oversight - tdr 6 5%(1.25%)synergies - tdr 7 5%(1.25%)management personnel- tdr 8 10% (2.5%)resource managementpersonnel - tdr 9 10%(2.5%)quality management -tdr 10 30% (7.5%)regulatoryrequirements - tdr 11 10% (2.5%)risk management - tdr1

13、2 15% (3.75%)security management -tdr 13 15% (3.75%)service delivery (50%)equipment purchase &lease/rent- tdr 14 50%(25%)equipmentmaintenance- tdr 15 20% (10%)classified wasteservices- tdr 16 20%(10%)operational personnel- tdr 17 10% (5%)security officer evaluationbreakdown structuresecurity off

14、icerservicescorporate capability(15%)experience - tdr 1 50%(7.5%)capacity - tdr 2 50%(7.5%)implementation/transition management(10%)transition in tasks &processes - tdr 3 50%(4.5%)transition inresources - tdr 4 20%(2%)transition incontingency - tdr 5 20% (2%)transition outarrangements - tdr 6 10

15、% (1%)service deliverymanagement (25%)oversight - tdr 7 5%(1.25%)synergies - tdr 8 5%(1.25%)management personnel- tdr 9 5% (1.25%)resource managementpersonnel - tdr 10 5%(1.25%)resource management- equipment - tdr 11 5%(1.25%)resource management- facilities - tdr 12 5%(1.25%)quality management -tdr

16、13 30% (7.5%)regulatoryrequirements - tdr 14 10% (2.5%)industrial relations -tdr 15 10% (2.5%)risk management - tdr16 10% (2.5%)security management -tdr 17 10% (2.5%)service delivery (50%)security officerservices (region a) -tdr 18 40% (20%)security officerservices (region b) -tdr 19 40% (20%)equipm

17、ent/facilities -tdr 20 5% (2.5%)operational personnel- tdr 21 15% (7.5%).au psi consulting pty ltd 200517evaluation ncompliance with the draft contractntechnical responsenfinancial responsenfinancial viabilitynunforeseen risksnvalue for .au psi consulting pty ltd 200518output of evaluation npreferre

18、d tenderersnstrengths and weaknessesnbasis for negotiation nperformance .au psi consulting pty ltd 200519service levels and performance measures nhow much do stakeholders care? nhow will they know their expectations have been achieved?.au psi consulting pty ltd 200520service levels and performance m

19、easuresnperformance indicators - should be measurable.nstandards - should set the achievement levels for the performance indicators.nperformance measures - should indicate how the performance indicators are to be measured against the .au psi consulting pty ltd 200521performance reviewnprovider datandepartment datanexternal auditnstakeholder surveynvalidat