Partnerships for Schools (PfS)
PfS has sought to demonstrate continuous improvement across its programmes, with a particular focus on the areas of speed and cost of procurement, design quality and capital costs. It does so through the systematic use of robust management and benchmarking information from its projects, and the systematic review of its processes.
The information used for continuous improvement is built into the governance arrangements of the programme and PfS, including regular reports to its Board and Ministers. It has undertaken a number of reviews and consultations on its processes, focused on: speeding its decision making; making its processes more efficient; promoting competition by reducing bid costs; and responding to feedback from Local Authorities, Schools, their advisors and market participants.
Continuous improvement is built into the Local Education Partnership (LEP) contract structure and indeed the LEP risks loss of deal flow in the event that continuous improvement savings are not demonstrated.
PfS also captures lessons from each of its projects through post project 'wash-up' meetings of its multidisciplinary teams and the local authorities and schools, and post occupancy reviews. It shares this information through central and regional meetings with local authorities, the private sector and operational project teams. PfS also hosts 'Open Days' at new schools where each delivery partner (local authority, private sector partner and school) share their experience of the relevant capital programme. Key lessons and case studies are also shared through national conferences, quarterly publications and through the corporate website.
Ministry of Defence (MoD)
The MoD's Private Finance Unit takes the training and continuing professional development of staff seriously. It believes that a well-resourced and stable project team is one of the key drivers to achieving a successful outcome. But when it reviewed the corporate risks to PFI projects it found a shortage of people with expertise and knowledge of PFI, despite the size and general capacity of the Department's procurement function. This remains one of its key strategic risks, assessed as a high probability and high impact.
As a result, the Unit sponsors training and continuous professional development across the Department on PFI issues. It uses coaching and mentoring to promote best practice and enhance skills amongst key staff. It asks its Project Support Officers and project teams to look ahead and identify future needs for training. And it makes its training widely available, through an e-learning course, a programme of skills transfer workshops, ad hoc training, and a course on managing operational PFI and PPP contracts.