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Post-Procurement PFI in Contract Management will cover comprehensive issues arising from managing PFI contracts in the post-procurement phases of PFI projects.

The conference will provide a snapshot of the PFI industry in this new phase of dealing more and more with post-procurement project and contract issues.

Our programme includes : (a) 15 PFI case studies from the public sector and private sector in prisons, education, IT, energy, training and employment, MoD, transport and the department of the environment; (b) three practical workshops: ‘A model for risk assessment in PFI projects in the operational phase’ by Mott Macdonald; ‘A model for PFI post-procurement contract management’ by Secta Sweet Management; ‘Roles, Responsibilties, Processes and Procedures in Operational PFI Contract Management’ by Katalysis (c) a range of critical issues including: contract management principles applied to PFI projects, performance monitoring, practical processes and procedures for contract management, managing delivery schedules, dispute mechanisms, synchronising contract and project management, auditing PFI contracts and service level agreements in PFI projects.

Conference programme

8:30 Registration and Coffee

9:00 Chairman's Opening Remarks

Michael McAuley

Michael McAuley, Partner, Dundas and Wilson

9:10 CASE STUDY

Martin J Smith

Martin J Smith, Contracts Manager, Kent County Council

  • Issues to consider once the PFI contract is signed
  • What insights have been gained from some recent PFI projects for Kent County Council about contract management?
  • Why is delivery to contract deadlines proving hard to sustain in many PFI projects?
  • Thoughts on monitoring PFI contracts
  • Putting management procedures in place for long-term contract management
  • Enhancing partnerships in PFI projects between local governments and private sector companies, e.g. skills transfer
  • 9:40 CASE STUDY

    Dr Jim Livingstone

    Dr Jim Livingstone, Head of PFI, Northern Ireland Education Department

  • Unique features of the Northern Ireland Education Department PFI project
  • ‘The contract is only as good as it is managed’ - the principle of contract management
  • What have contracts got to do with the bottom line of PFI projects?
  • Appropriate management functions put in place to ensure PFI contract is implemented
  • What have we done to ensure contract management takes place?
  • Tips on cementing partnerships between public and private sectors in PFI projects
  • 10:20 KEYNOTE ADDRESS

    Mike Fitzpatrick

    Mike Fitzpatrick, Head of Contracts, Contracts and Competition Group, HM Prison Service

  • Lessons learned from implementing some major prison services PFI contracts
  • Moving from procurement to implementation: key considerations to bear in mind
  • Is a contract template for the DCMF possible?
  • The role of the Controller and the importance of performance monitoring in PFI projects
  • How to build value for money into PFI contracts
  • The need for benchmarking in the operational phase
  • 11:00 Morning Coffee

    11:20 OPERATIONAL PFI PROJECTS

    Ian Brown

    Ian Brown, Director, Secta Sweet Management

  • Moving from the development to the operational phase of PFI projects: key factors to consider
  • The complete process of contract management of an operational PFI project
  • Procedures that need to be put into place to ensure the contract will be implemented
  • The value to the bottom line of a PFI project of accurate scheduling
  • The relationship between contractor and customer in the operational phase
  • Tips on monitoring contract management and performance levels
  • 12:00 CASE STUDY

    Ian Watmore

    Ian Watmore, Senior Partner, Andersen Consulting

  • The scope of the roll-out of the Nirs2 project: the first IT PFI contract
  • Lessons on scheduling large PFI projects
  • The role of contract management in effective PFI projects
  • Getting the most out of the relationship between contractor and customer
  • The value to the bottom line of a PFI project of accurate scheduling
  • Thoughts on managing big and long-term PFI contracts
  • 12:40 Lunch

    14:00 CASE STUDY

    Ken Gill

    Ken Gill, Development Director, Jarvis Projects

  • Overview of how the contract was managed after it was signed
  • How to evaluate PFI projects during the development phase
  • Looking ahead to managing the contract in the operational phase
  • The role of communication with the public sector in PFI contract management
  • Did the contract serve the project well?
  • The critical success factors for PFI project and contract management
  • 14:40 CASE STUDY

    Barry Taylor

    Barry Taylor, Account Director for Dudley PFI, Research Machines

  • Overview of the scope of the 10 year IT PFI scheme
  • Unique aspects of PFI in the educational sector
  • Thoughts on managing a complex contract with single client and multiple ‘customers’ (105 schools)
  • The impact of contract management on the overall success of a PFI project
  • Measuring success in an educational IT PFI project
  • Lessons from other educational PFI and Managed Service projects, i.e. Tynemouth College, South Larnarkshire
  • 15:20 Afternoon Tea

    15:40 CASE STUDY

    Mike Fowler

    Mike Fowler, Resources Manager, Portsmouth LEA

  • Overview of the PFI contract with Grannag
  • How the contract will be managed after being signed
  • How to evaluate PFI projects during the development phase
  • Looking ahead to managing the contract in the operational phase
  • The role communication with the consortium plays in contract management
  • The critical success factors for PFI contract management
  • 16:20 CRITICAL SUCCESS FACTORS

    Gary Pusey

    Gary Pusey, Country Manager, UK, Siemens Business Services

  • The fundamental role of contracts in PFI projects
  • How can the concept of ‘getting value for money’ be built into PFI contracts?
  • Getting business excellence into PFI contracts
  • What contract management guidelines are there for PFI projects?
  • Overcoming the difficulties of long-term management of PFI contracts
  • 17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Ian Graham

    Ian Graham, Partner, Trowers and Hamlins

    9:10 DISPUTE MECHANISMS

    Ann Kilvington

    Ann Kilvington, Partner, Masons Solicitors

  • In a long-term PPP relationship, disputes can arise under pressure of contract deadlines
  • What is the best way of handling PFI disputes?
  • What mechanisms should be put in place to deal with disputes?
  • The role of penalties - a blessing or a curse?
  • How to turn a PFI dispute into a solution
  • Thoughts on preventing rather than resolving disputes
  • 9:40 CASE STUDY

    Tim Burns

    Tim Burns, Business Manager, Powerline Energy Services

  • Overview of the PFI contract for heat and energy services to eight prisons
  • What procedures and processes can be put in place for effective post-procurement management of this PFI contract?
  • Keeping communication with HM Prisons Service (HMPS)
  • Monitoring performance in this long-term project
  • The critical success factors for effective long-term PFI contract management
  • 10:20 AUDITING PFI CONTRACTS

    David Finlay

    David Finlay, Private Finance Unit, National Audit Office

  • Overview of PFI projects audited by the NAO
  • Why some PFI projects do not work out as planned
  • What is the role of contract management in ensuring that PFI projects go according to plan?
  • What are the value for money issues?
  • Lessons from projects examined by the NAO
  • 11:00 Morning Coffee

    11:20 CASE STUDY: PRIVATE SECTOR CONTRACTOR

    Maurice Wright

    Maurice Wright, Director of Major Bids and Projects, ICL Ireland

  • ICL’s goals and targets for the project
  • Ensuring effective project management for this PFI contract
  • Monitoring performance as part of contract management
  • Keeping the channel of communications open with the public sector department
  • What arrangements are made to keep the deliverables on track?
  • What part does the contract play in the overall cost-efficiency and value for money of the project?
  • 12:00 CASE STUDY: PUBLIC SECTOR CUSTOMER

    Daryl Young

    Daryl Young, Project Manager, Training and Employment Agency

  • The Training and Employment Agency’s goals and targets for the project (including brief overview of scope)
  • What role does the contract play in ensuring these goals and targets are attained?
  • Ensuring effective project management for this PFI contract
  • What methods are there for assessing how realistic the scheduling is in PFI projects?
  • Communicating objectives and requirements to the private sector contractor
  • How important will on-going contract management be to the success of the project?
  • 12:40 Lunch

    13:40 CASE STUDY

    Jeffrey Gordon, Financial Director

    Jeffrey Gordon, Financial Director, Paul Sewell, Managing Director, Sewells Construction

  • Outline of how the contract was implemented successfully during the construction phase
  • How to be realistic about deadlines and the schedule
  • The impact of contract management on the overall success of a PFI project
  • Project managing to deadlines
  • Maintaining good communication links during long-term PFI contracts
  • Adopting a practical approach to contract management of PFI projects
  • 14:20 CASE STUDY

    Bob Ison

    Bob Ison, Chief Executive, Reflectone HST

  • Overview of the 18 year contract to provide simulator training at RAF Valley
  • Feedback on meeting the contract deadlines
  • The role of communication between contractor and the RAF
  • How to maintain high levels of service throughout long-term PFI partnerships
  • Commenting on contract management in the operational phase in PFI projects
  • Ways of performance monitoring to ensure contract deliverables are on track
  • 15:00 CASE STUDY

    Mark Hearn

    Mark Hearn, Business Manager, London Electricity Services

  • The scope of the Channel Tunnel Rail Link PFI Project
  • Providing the electricity infrastructure - ensuring delivery on time
  • Managing the contract once signed
  • Communication and partnership with key players in the project
  • What procedures are there for ensuring sound management of the project contract?
  • Lessons from this PFI project for PFI contract and project management
  • 15:40 Afternoon Tea

    16:00 CASE STUDY

    John Thraves

    John Thraves, Higher Education Programme Manager, Unisys

  • Overview of the scope of the scheme
  • Thoughts on managing such a huge financially and contractually
  • The impact of contract management on the overall success of a PFI project
  • The impact of contract management on financial management in the project
  • Project managing to deadlines underPFI contracts
  • Maintaining good communication links during long-term PFI contracts
  • 16:30 CASE STUDY

    David Rix

    David Rix, Director, MVM Consultants

  • Overview of the PFI contract for the 20/20 Planner System
  • Project managing the contract
  • The relationship between project management and contract management
  • What procedures and processes can be put in place for effective post-procurement management of this PFI contract?
  • How important is it to synchronise contract management between contractor and public sector customer?
  • The critical success factors for effective PFI contract management
  • 17:00 Chairman's Closing Remarks and Close of Conference

    +

    Workshops

    A model for PFI post-procurement contract management
    Workshop

    A model for PFI post-procurement contract management

    The Hatton, at etc. venues
    21st September 1999
    London, United Kingdom

    A model for PFI post-procurement contract management
    Workshop

    A model for PFI post-procurement contract management

    The Hatton, at etc. venues
    21st September 1999
    London, United Kingdom

    A model for risk assessment in PFI projects in the operational phase
    Workshop

    A model for risk assessment in PFI projects in the operational phase

    The Hatton, at etc. venues
    21st September 1999
    London, United Kingdom

    A model for risk assessment in PFI projects in the operational phase
    Workshop

    A model for risk assessment in PFI projects in the operational phase

    The Hatton, at etc. venues
    21st September 1999
    London, United Kingdom

    Roles, Responsibilities, Processes and Procedures in Operational PFI Contract Management
    Workshop

    Roles, Responsibilities, Processes and Procedures in Operational PFI Contract Management

    The Hatton, at etc. venues
    24th September 1999
    London, United Kingdom

    Roles, Responsibilities, Processes and Procedures in Operational PFI Contract Management
    Workshop

    Roles, Responsibilities, Processes and Procedures in Operational PFI Contract Management

    The Hatton, at etc. venues
    24th September 1999
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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