Annual Report 2014
In partnership with
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Contents
Our aims for 2015
02 Our aims for 2015
PfH already has a very strong standing within the social housing sector and in 2015 we want to enhance this by further improving our service standards for Members. A crucial part of this is helping social landlords to maximise their effectiveness by accessing PfH’s wide range of services. Our expertise is geared towards supporting every single one of our Members on their mission to achieve highly effective management of all their procurement processes and outcomes.
02 What we achieved in 2014 03 Financial overview 04 Chair and Director’s report 06 Business plan 07 Results of Member survey 08 PfH’s 10th anniversary 09 Case Studies: Radian and Stonewater
In 2014 PfH successfully completed a major transition from traditional framework provider to complete procurement solutions provider. We now offer a broad array of procurement expertise, technology and market intelligence designed to help Members improve their practices, achieve better quality, greater value for money and ultimately drive savings whilst delivering social value. Our challenge in 2015 is to make all Members aware of the many ways in which PfH can transform their business through world class procurement services and consultancy.
What we achieved in 2014
10 Case Study: Vehicle Fleet Management Services 11 Case study: Southern Housing Group 12 PfH Scotland 13 PfH Live 2015 14 The future of procurement
7.8% 7.8% increase in Membership - PfH now has 916 Members and 261 Associate Members
9% Spend under management reached £170.6m – up 9% from 2013
5 5 new and improved frameworks launched
15 Our frameworks and suppliers
7,6 637,155 invoices processed through our billing system
Launch of new Quantum billing and reporting system
Contact Us PfH, 2 Olympic Park, Woolston Grange Avenue, Birchwood, Warrington, WA2 0YL (for SatNav use WA2 0XF). t: 0845 864 5260 e: info@procurementforhousing.co.uk www.procurementforhousing.co.uk
Exposure to more than 7,600 CIH Housing Conference and Exhibition delegates at PfH Live
£4m PfH’s first apprentice qualified, a placement funded by PfH
17.9% staff growth to better service our Members
10 years of savings growth: Member spend has risen from £5m a year in 2004 to nearly £4m a week in 2014
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Financial overview Supporting Members’ buying needs We have aligned our category management expertise to match our Members’ buying behaviour. • Delivering your service (Direct Spend) – such as asset management spend, typically focused on repairs, maintenance and development.
• Running your business (Indirect Spend) – predominantly focused on head office or service spend such as Office Supplies and Recruitment Services. • Powering your organisation – energy and utilities spend. This new approach allows greater focus on category, supplier and contract management to further improve the
1st August 2013 to 31st July 2014
25%
Delivering your service Running your business
47%
Powering your organisation
28%
9%
increase
Focusing on Members’ strategic growth
Supporting HouseMark
Spend under management grew by 9% from £157.2 million in 2013 to £170.6 million in 2014.
HouseMark is a subsidiary of the CIH and the NHF and a sponsor of PfH. HouseMark helps the social housing sector to improve performance and achieve value for money by sharing knowledge, providing consultancy support and business performance data. This year PfH has been able to make a contribution of £506,477 to HouseMark. This contribution supports HouseMark, the CIH and the NHF in promoting good practice and policy work on behalf of the sector.
This increase was consistent across all categories and new structural changes within PfH (including a realignment of category frameworks) mean that our team will be more focused on Members’ priorities in order to bring even more spend under management.
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Chair and Director’s report It has been a year of celebration and transition for PfH. Our 10th anniversary provided an opportunity to take stock of the considerable progress we’ve made over the course of a decade. But this hasn’t meant standing still. Responding quickly to the changing needs of the sector has been key to our success and in 2014 PfH responded again by repositioning itself to offer a more holistic range of procurement services.
Leading PfH strategy
Tailored solutions in challenging times
It has been another successful year for the PfH Advisory Group. This group sets strategic direction for PfH and it is integral to the business planning process. The group helps monitor the performance of PfH and their input is invaluable. We would like to thank the PfH Advisory Group for their support this year and look forward to working with them to build on the progress made during 2014.
To facilitate the shift towards full service procurement provision, PfH has made significant investment in its Quantum software. As well as giving Members thorough spend visibility to drive efficiency and better contract management, the new system improves interaction between social landlords, suppliers and the PfH team.
A new offer for the sector The theme dominating 2014 was that of transition. PfH has moved from predominantly offering framework agreements to becoming the sector’s only specialist national procurement services provider. Despite a tough operating environment for the social housing sector, 2014 has been an outstanding year for PfH with significant growth in efficiencies, Membership numbers and spend under management. We are now saving social landlords an incredible £1m a week. Changes within the organisation mean PfH is even better equipped to continue this success. Members now have access to an extensive range of procurement expertise, technical knowledge, market data and leading edge technology, helping them to tackle the many financial and operational challenges they will face in 2015 and beyond. Demand for PfH’s procurement services has risen substantially with a number of landlords benefitting from our dedicated spend analysis, strategy development and performance measurement activity. Our aim is to bridge any gaps found in the procurement processes of housing providers and help to enhance the performance of their business. Key to this is growing the commercial skill set of the sector.
Quantum technology allows us to showcase the added value that our procurement experts can bring to Members. It also acts as a gateway to our menu of services – from light touch support to an outsourced, fully managed procurement function.
Investment in our people PfH’s transition has seen an expansion of the operations team to offer a heightened level of expertise aligned closely with Members’ buying needs. Retendered agreements have been changed and new ones introduced to match Members’ requirements. Categories have been realigned to help us manage frameworks more effectively.
Engaging Members The transition to full service procurement delivery reflects the findings of research by the University of Liverpool, PfH and Affinity Sutton looking at how landlords can overcome barriers to commercially focused procurement. That research was shaped by input from the sector and this year we have continued to engage Members to match our service offer with their requirements. Our first regional strategy group in the South East is now well established and strategy groups in other parts of the country will be launched in early 2015. Each strategy group is made up of finance and procurement professionals from Member organisations who lead PfH in evaluating and developing local, regional and national procurement solutions for the social housing sector.
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A recent survey of PfH Members (see p7) highlighted their concerns over government cutbacks and the financial uncertainty this has brought. The findings reinforce the need for further improvements in the approach to procurement, contract and cost management across the sector. PfH’s procurement services have been designed to ensure organisations are equipped to deal with current economic challenges, supporting them to deliver their long term business plan commitments.
PfH Scotland goes live One of the highlights of 2014 was the rapid growth of our Glasgow-based procurement service for Scottish social landlords. PfH Scotland now procures on behalf of 47 Members (representing 60% of the country’s social housing stock). A new website has launched and our PfH Scotland team has expanded to include a head of operations, Ian Taylor, who has a strong track record in strategic procurement in both the private and public sector. Ian was a key player in the creation of Scotland Excel, the centre of procurement expertise for Scotland’s local government sector, where he headed up strategic procurement. He also managed supply chain strategy for defence technology company QinetiQ. In 2015 PfH Scotland will focus on developing its procurement services to include training, procurement consultancy and support for housing associations and co-operatives around public procurement reform.
Rising to the challenge It’s now 10 years since PfH was set up by the Chartered Institute of Housing, the National Housing Federation and HouseMark. Our birthday celebrations allowed us to reflect on just how far both PfH and procurement in the sector have come since 2004. Some £300m in savings have been generated by PfH since then. But perhaps the most pertinent statistic is the fact that 92% of organisations who joined us 10 years ago are still Members today. This demonstrates the reputation for excellence and the high level of trust we have built up over the years. It also shows the continued demand for top quality procurement support amongst social landlords. Over the last two years PfH has begun to challenge the sector, examining how landlords manage procurement. We want to ensure that the level of procurement maturity within social housing is fit for purpose in what is a very challenging operating environment for our Members. Having repositioned ourselves as a provider of procurement services, 2015 will see PfH push ahead to demonstrate – with key Members – what leading edge procurement can look like and how landlords can transform their businesses.
Steve Malone, Managing Director, Procurement for Housing
Steve Coffey, Chief Executive, Liverpool Mutual Homes and Chair of the Procurement for Housing Advisory Group
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Business plan Continued austerity in 2015, coupled with further welfare reform, will lead to greater pressure on Members to find savings, drive efficiency and demonstrate value for money. PfH will see strong growth in 2015 having adapted to become a full service procurement provider geared up to address these critical needs. While 2014 was characterised by PfH’s transition, 2015 will be about continuing that repositioning process to establish the business as the only national provider of procurement services for the social housing sector. That will mean investment in people, technology and new services to ensure PfH remains at the leading edge and is able to meet organisations’ shifting needs. We will continue to develop both our Quantum technology platform and our menu of procurement services so we can provide an extensive suite of integrated products covering the entire procurement process. A key focus for 2015 will be changing – and broadening - the perception of what PfH can offer to social landlords. Investment in staff - predominantly our sales, procurement services, operations and energy teams - will facilitate this.
Areas for growth The message from the sector over the last year, from research findings and Member feedback, shows that boosting value for money, reducing non-compliant buying and dealing with poor spend visibility are at the forefront of landlords’ concerns. Limited resources in 2015 will increase the need for housing organisations to tackle these challenges urgently and intelligently. As a full service procurement provider, PfH is well placed to help organisations meet these challenges, whether it’s through consultancy, bespoke tendering, frameworks or technology solutions such as spend analytics. The next year is also likely to see a continued trend towards mergers, shared or outsourced services and ALMOs being brought back in-house by local authorities. This presents both risks and opportunities for PfH but with a comprehensive service offer, it can help organisations reorganise their business to cope with those changes and maximise the financial benefits.
Building on our strengths Aggregating spend through framework agreements has been the backbone of PfH’s business during the last decade. In 2015 we plan to launch eight new frameworks and retender another five. In 2014 we restructured our framework offer to align it with Members’ buying patterns and individual needs. Agreements will become a gateway to the other services PfH now offers, marrying the data gleaned from frameworks to help Members develop a greater insight into their business and providing them with valuable market intelligence. This new approach allows PfH to demonstrate how these insights might help landlords to improve their buying behaviour and procurement maturity – ultimately achieving greater savings and increased social value from their day-to-day procurement activity. With the social housing regulator placing an even greater focus on value for money, the onus is on landlords to make their case and PfH can help them to do that convincingly.
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Results of Member survey Member survey reveals a difficult balancing act. Finances are tighter than ever in the sector while demand for housing services is rising. Members have told PfH they face difficult decisions on how to strike the right balance.
The latest survey of PfH Members, conducted in December 2014, shows that the tough economic climate and skills shortages in areas like contract management are among the most pressing concerns for social housing procurement professionals.
Key challenges for the next 12 months:
As the full effect of government cutbacks and welfare reforms begins to hit home, a key challenge is how to deliver and improve services while also reducing costs. The issue of stretched resources was particularly marked among local authority Members, many of which have seen the biggest cutbacks.
• “Compliance, especially in the light of changes to the EU Procurement Directives in 2014”
Some Members report simply not having the resources to procure the goods they need. But the biggest finding was a growing need to achieve value for money through ‘smarter buying’. One of the solutions flagged up was the development of more Member - focused frameworks, something PfH has responded to with five new and improved frameworks. When asked what they consider when looking at a new framework, Members provided a range of responses. They included the service/goods available, the quality and range of suppliers, ease and cost of use, savings evident, depth of the tender process and OJEU compliance.
• “Delivering everything that is needed with limited resources” • “Trying to achieve all the procurement that has been scheduled”
• “Delivering an improved service at the same time as reducing cost in the business” • “To find a way of reducing all our costs in order to meet the challenge of our council in reducing our budget by another 25% by 2017”
Priorities for procurement over the next three years: • “Increase buy-in and compliance group-wide through all contracts” • “Buy smarter, not just better. [Be a] value adding function, not policing” • “Commercially competitive procurement, with a balance of unit price and service from our supply chain” • “Find a way of reducing all our costs… looking at low but highly repetitive spend” • “What can we outsource that is cheaper, what can suppliers/contractors do in management elements that we don’t have to do [so we can] reduce our costs?”
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PfH’s 10th anniversary Ten years of savings growth Our Members
lion 2bil
collectively manage 75% of UK social housing
£300m
PfH has achieved £300m in savings since 2004
PfH has come a long way since it was set up by the Chartered Institute for Housing, the National Housing Federation and HouseMark back in 2004. Having started off with just 23 Members and a total annual spend of £5m, it now has 916 Members who spend nearly £4m a week through 28 different frameworks. PfH’s materials framework alone has seen more than £180m of plumbing, heating, building and electrical products bought through the consortium over the last 10 years. It was apt that PfH’s birthday coincided with the organisation passing yet another milestone – achieving £1m in savings every week for our framework users. But there’s hunger to achieve even more. “We’re very proud of what PfH has achieved over the past ten years but we’re only really scratching the surface in terms of potential savings,” says managing director Steve Malone.
2 billion sheets of paper
0 560
have been purchased
been created since 2004
since PfH began
The size of our team has grown by 600%
5,600 knowledge and training opportunities have
Members now spend nearly
£4m
£4million a week with PfH
Steve Coffey, chief executive of Liverpool Mutual Homes and chair of the PfH Advisory Group says: ”PfH has pushed the boundaries of procurement activity in the social housing sector. It has demonstrated that procurement has so much more to offer that just aggregating demand.” “I believe the consortium can bring about a cultural shift so the sector takes a more strategic approach to procurement. This way social landlords will be able to tackle the financial challenges they are facing by generating increased value for money.” Another key success factor has been the breadth of PfH’s appeal. Its Members stretch 1,294km from North to South. But one of the most telling statistics is the fact that PfH has retained 92% of its original Members. One of them – Arena Housing Group – merged with Harvest Housing in 2012 to form Your Housing Group. Its chief executive, Brian Cronin, has viewed PfH’s growth in stature with interest and believes part of its success reflects the ‘togetherness’ of the sector.
“Social landlords spend £13bn every year on goods and services and £5-6bn of this is addressable spend that could be reduced through better buying practices. PfH managed just over £170m of social housing spend in 2014 and my aim is for this to rise to £1bn over the next four to five years.”
“Over the past ten years PfH has shown that the social housing sector is still a movement, we can still work and buy together for the mutual benefit of our residents and achieve real value for money,” he says.
He believes PfH can lead transformational change for the sector through sophisticated procurement. That goal is reflected in the way the organisation has broadened its offer from traditional framework activity to a comprehensive procurement service.
“It’s proved that commercialisation and collective working aren’t mutually exclusive within the social housing sector. PfH has also removed much of the back office messing around and provided simple, quick systems that give procurement teams the space and time to focus on core challenges.”
Investment in people and technology have placed PfH at the forefront of market intelligence, providing landlords with the expertise needed to help improve practices and ultimately maximise efficiency savings and social value.
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Case Study:
PfH delivers procurement expertise and capacity to Radian Radian was formed following a merger in 2006 and currently provides nearly 21,000 affordable homes in Berkshire, Buckinghamshire, Dorset, Hampshire, Isle of Wight, Surrey, Sussex and Wiltshire. Following the development of a solid procurement foundation, Radian needed to roll out a comprehensive work plan. Carly Haswell, procurement manager at Radian takes up the story. “Our small team of two procurement professionals needed extra resource and approached PfH to support a two year work programme, delivering 30 projects ranging from training services to fire equipment maintenance. PfH
responded by recruiting a procurement specialist to be based at Radian’s offices near Southampton to engage with staff and other stakeholders in the delivery of the projects.” “Existing PfH frameworks have been utilised where appropriate, but where this wasn’t the case PfH have sourced the requirements from other frameworks or delivered bespoke tenders. After only 6 months into the programme and with 9 projects underway, the benefits of the partnership are being realised.”
Case Study:
Stonewater’s procurement team freed up to focus on key priorities Jephson and Raglan housing associations recently merged to become Stonewater. Stonewater manages and owns more than 30,000 homes across England. Procurement for Housing (PfH) was selected by Jephson to source new contracts for the maintenance of commercial lifts and stair lifts. Adopting strong project management disciplines and following a restricted EU process, PfH delivered all elements of the procurement exercise from initial stakeholder engagement through to contract award, delivering a fully compliant Lift Maintenance Contract for Jephson.
Fiona Adams, procurement manager at Stonewater explains why PfH were brought on board: “PfH were used in 2014 to undertake an OJEU tender for maintenance of passenger lifts and stair lifts for Jephson Housing Association Group. This was a useful way of adding short-term additional resource to our small procurement team from a trusted source without any long term commitment.”
Adopting a best practice approach, PfH were able to deliver an effective contract on behalf of Jephson Housing. This enabled Jephson’s internal procurement function to focus on other priorities without compromising on quality of output.
“Feedback from stakeholders was very positive and PfH liaised strongly with the in-house procurement team openly and professionally at all times. They worked well with stakeholders (both internal and external) and delivered an excellent outcome in terms of the contract awarded. Rob Peck and Steffanie Dagg represented their business well and we would be happy to work with them again.”
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Case Study:
Spotlight on PfH’s Vehicle Fleet Management Services framework
In 2013 PfH appointed seven suppliers to deliver its Vehicle Fleet Management Services framework. This framework provides Members with a wide range of fleet solutions from vehicle lease, short term contract hire and daily rental, to vehicle racking, conversion and telematics. It also covers the provision of fuel cards. Automotive Leasing, the specialist public sector division of fleet management company LeasePlan, was one of the seven top performing suppliers appointed to the framework. In 2014 Merlin Housing Society appointed Automotive Leasing to provide its operational staff with 120 commercial vehicles. Merlin Housing Society previously used a combination of rented, owned and contract hire vehicles. However, when the housing association reviewed its existing contracts, it used the opportunity to consolidate its fleet with one supplier and Automotive Leasing emerged as the clear choice. Automotive Leasing’s global deal with Mercedes ensured a very competitive quote which subsequently cinched the deal. The win was also credited to Automotive Leasing being the first ranked supplier on Procurement for Housing’s Vehicle Fleet Management Services framework agreement. The five year contract with Merlin began in April 2014 with the delivery of 120 Mercedes commercial vehicles to the operational staff who carry out maintenance on Merlin Housing's 8,000 properties. The contract hire vehicles are fully racked and liveried with the Merlin Housing Society signage.
Tim Meadows, brand director at Automotive Leasing, said: “We are thrilled to have won the Merlin Housing Society contract and we are looking forward to working together over the next few years. The Automotive Leasing team worked incredibly hard to secure the deal with Mercedes to put forward a very competitive offer. Our first ranked supplier status on the Procurement for Housing framework also continues to demonstrate our commitment to the sector.” Winston Williams, managing director of property solutions at Merlin Housing Society, said: “Whilst evaluating our commercial fleet, it became clear that we needed one central supplier for all our vehicles and Automotive Leasing’s consolidated fleet offering ticked all the boxes. We are excited to work with the team and are delighted with the Mercedes vehicles.”
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Case Study:
PfH support delivers efficiency and savings – and a commercial edge Southern Housing Group (SHG) manages nearly 28,000 homes for around 67,000 residents across London and the South East.
SHG initially joined PfH to obtain an easy and compliant route to market, and to achieve cost savings. “However,” says Bill McCormick, group procurement manager at SHG, “our relationship with PfH has moved towards using the services of PfH as a thought leader within the sector.” SHG approached PfH to develop a new framework for cleaning and grounds maintenance services. “PfH provided us with great market insight. This was evident in the production of a comprehensive specification which set out the requirements in a straightforward fashion,” Bill explains. It was agreed that a framework would be needed to allow for each scheme to run a mini competition so they could find the best service provider to meet their individual criteria. “PfH helped us to scrutinise the pricing so we had greater confidence in the price points submitted as part of the process,” Bill adds. The driving force behind this was to allow SMEs to tender for work and to provide greater flexibility for the nine regional managers to award cleaning or grounds maintenance services to the contractor that could best address that scheme’s need.
Residents from Heather House enjoying a Residents event put on by SHG
Early indications show SHG is making considerable savings. The result of the first mini tender led to savings in the region of 40-50% on grounds maintenance and 15-30% on cleaning. Using PfH’s procurement services allowed the team at SHG to concentrate on more value-adding activities. “PfH was also very knowledgeable about the EU process,” says Bill. The final result has undoubtedly been a success – reducing the number of suppliers from 150 to around 20, producing a clear contract management process, resulting in improved contract and specification documents as well as better resident involvement. “I feel that PfH is moving the boundaries of what procurement professionals within social housing organisations expect of themselves,” Bill adds. “PfH is already starting to look at the benefits within the sector of improved spend visibility, market knowledge, internal positioning, external influence and power, outside sector benchmarking, collaborative procurement, and other areas which will be of immense benefit.” “These steps will enable procurement to become more commercial and help SHG widen our scope of influence. The ultimate goal being that we will soon sit at the top table and be recognised as a function which can shape change and truly add value.”
Boy enjoying the Big Clean Up event at another one of SHG’s estates
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Growth in all areas for Scotland’s independent procurement service 2014 was a big year for Scotland. On 18 September the country voted to remain in the United Kingdom and the debate on devolution is set to continue for some time. A fresh public procurement regime for Scotland inched ever closer with three new EU Directives being approved by the European Commission in April and the Procurement Reform (Scotland) Act receiving Royal Assent in June. The Scottish Government has just over a year to work out how to transpose the new EU Directives in to national law. In April 2016 both pieces of legislation must come into force and housing providers will be bound by a new set of procurement regulations. PfH Scotland has been working hard to support Scottish social landlords in their preparation for these legal requirements. Our Glasgow team has developed bespoke procurement services to help Scottish housing organisations understand all new duties such as supporting SMEs, creating procurement strategies and complying with specific tender practices. The PfH Scotland team want to remove any worries that housing organisations have about complying so they can focus on their core activities. Other developments for PfH Scotland include the launch of a brand new website and the expansion of its team to include Ian Taylor who was appointed as head of operations for PfH Scotland in December. Ian has a strong understanding of the public procurement landscape in Scotland having helped to set up Scotland Excel, the centre of procurement expertise for Scotland’s local government sector.
Contact PfH Scotland for more information, t: 0845 864 5288 e: info@pfhscotland.co.uk
In his new role, Ian Taylor will be responsible for extending PfH Scotland’s procurement services to include training, procurement consultancy and support for social landlords around public procurement reform. He will also grow PfH Scotland’s Membership and develop the organisation’s range of framework agreements to ensure local needs are met. “This is a challenging time for Scottish social landlords”, says Ian Taylor. “In just over a year the sector will have to comply with many new regulations when the Procurement Reform Bill and new EU Directives come into force and when recommendations of the 2013 Review of Scottish Public Sector Procurement in Construction begins to be implemented. This adds further pressure to a sector already feeling the strain from current economic and sector difficulties”. “Social housing in Scotland is diverse and a one-size-fits-all approach to procurement is no use. I’m keen to work with housing organisations on an individual basis, looking at how PfH Scotland can meet their specific needs and support them in their implementation of all new legal requirements. I also want to harness the growing appetite for more collaborative, strategic procurement. My other goals include boosting the skills and capacity of procurement professionals in Scotland and ensuring that more opportunities are opened up to local businesses to boost local economies.” • Scottish social landlords spend £530m on goods and services every year • Over 47 social housing providers in Scotland now procure through PfH Scotland • PfH Scotland’s Members own 60% of social housing stock in Scotland
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2015
23rd – 25th June After another successful year, the PfH Live event will be back at the CIH Housing Conference and Exhibition in 2015 with more thought-provoking sessions. Sessions on everything from delivering world class procurement to the new EU directive proved a big hit at PfH Live in 2014. So much so that PfH will once again co-locate with the CIH annual conference in June at Manchester Central with another programme designed to spark debate and offer insight.
PfH Live 2014 provided: • 3 days of seminars and networking opportunities • 83 suppliers in the PfH Live Exhibition • Launch of a one-to-one procurement clinic • 11 speakers • 7,600 delegates passed through the doors • 11 master classes • 4 supplier sessions
Plans for PfH Live 2015 2015’s social housing procurement event will be an excellent opportunity for housing professionals to make contacts, share best practice and discuss challenges with their peers, PfH staff and other leading procurement practitioners. As well as three days of interactive seminars on the key topics affecting social housing procurement, there will be the chance to access suppliers from a wide range of PfH agreements.
For more information about the event, please follow: procurementforhousing.co.uk/ insight-and-opinion/pfh-live-2015
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The future of procurement Procurement in the social housing sector needs to evolve if organisations are to manage the financial pressures that lie ahead. But what could that entail and what role will PfH play? The operating environment for housing organisations looks certain to become more challenging. Procurement remains under-resourced and under-utilised both as a way to deliver savings and efficiency and in the wider transformation of social housing businesses. The overriding view at PfH is that, in the future, procurement needs to be a central consideration rather than an add-on. In practice this would mean that when a strategic project is being planned, procurement is considered from the outset and not just called upon when it comes to buying goods and services. This is more likely to happen when systems and processes are built out from procurement, for example through a category management approach to spend, where there is greater visibility of all transactions. Better quality, greater value and higher savings can all be achieved by favouring a strategic approach that improves process efficiencies and buyer behaviour as opposed to simply focusing on eroding supplier margins. Procurement needs to be value for money driven but with a firm grasp of long-term sustainability. It’s smarter to invest in your supply chain and award longer contracts with strong contract management and value measurements to provide greater visibility and consistency of spend. But ultimately it’s about changing the profile of procurement within the organisation and moving away from the departmentalised attitude of ‘you buy it, we use it’. PfH’s potential role in this culture change cuts across a number of areas and will vary between organisations. It could be light touch - providing category expertise and taking on procedural tasks so Members can focus on strategic work. But PfH can also offer a more comprehensive service, auditing existing procurement systems, designing a new procurement structure or delivering entire procurement projects.
The technology and expertise PfH has developed allows it to take organisations through a transformative journey. It can work with landlords to identify gaps and provide solutions that can be delivered in-house or outsourced to PfH. As financial pressures mount, Members will become more demanding in terms of their expectations of PfH and the services they require. Through constant improvement and innovation – and by challenging Members to push procurement boundaries – PfH will be a powerful ally and a critical friend. • Procurement effectiveness and maturity: Using Quantum Spend Analysis technology, PfH can provide total spend visibility. By analysing data we can show landlords how effective their procurement processes are and how to improve them. • Sourcing and procurement partnering: PfH’s knowledge and network of technical specialists can help Members enhance their procurement capacity and capability. Our team can deliver procurement services from specific projects to fully integrated shared services. • Performance measurement and tracking: To ensure maximum impact from sourcing activity, PfH can work with landlords to embed long-term contract management and performance tracking techniques. Tools have been developed to help Members effectively manage both spend and suppliers as well as track future savings.
Our frameworks and suppliers Delivering Your Service Building Cleaning Services *May 11
Moores Furniture Group
AM Support Services Richmond Cabinet Company Hi-Spec Services
Mira Myson Pegler
Rixonway Kitchens
Polypipe
Ocean Contract Cleaning
The Symphony Group
Purmo
QFSL Cleaning
Materials and Associated Managed Services *Feb12
Mitie
AKW Medicare Regent Cleaning
Quinn Redring Roper Rhodes
B&Q (Tradepoint) Sentinel
Superclean Services Chiltern Invadex Limited Decorating Vouchers *Sep 13 B&Q Flooring *Aug 13 Crown Flooring Limited Designer Contracts Limited
Siemens
Edmundson Electrical
Spirotech
Eyre & Elliston
Stelrad
Grafton Merchanting GB Limited
Tavistock Thorn
Impey Showers Limited
Triton
Jewson/ Graham Limited
Twyford Bathrooms
Furniture and Associated Products *Sep 13
Newey & Eyre
Vaillant
Furniture Resource Centre
Prism UK Medical Limited
Valor
Peel Mount
PTS
Vent Axia
Shackletons
Screwfix
Volex
Pineapple
Stannah Stairlifts
Worcester
Unimer trading as NMBS
Wylex
Whitaker Services
Wolseley Japanese Knotweed and Other Invasive Weeds *Mar 13 Country Grounds Maintenance Japanese Knotweed Control Japanese Knotweed Specialists Kingcombe Aquacare PBA Solutions
Paint *Feb 13 Supporting manufacturers for Materials and Associated Managed Services Agreement Adey
ICI Paints AkzoNobel
Aico
PPG Architectural Coatings
ASD BDR Thermea (Baxi) Be Modern Bristan
Phlorum Limited Kitchens *Nov 13
3663 Limited
Envirovent
H.N. Nuttall Limited Mark Clegg & Company Limited
GDC Group Glow-worm
Bill Payment Services *Feb 11 The Co-operative Bank
Grundfos Keepmoat Regeneration Ideal Heating Magnet
Ambient and Chilled Food *Sep 13
Brakes Limited
Fernox
Forrest
Running your business
Danfoss
CLC Contractors Desmond Magee & Sons
Crown Paints
Ideal Standard
Our frameworks and suppliers continued; Care and Support *May 14
Recruitment Services *Jan 11
Vehicle Purchasing *Apr 11
BS Social Care
Blue Arrow
Allied Vehicles
Caritas Recruitment
Eden Brown
Citroen
CRG Social Care
Hays Specialist Recruitment
DAF Trucks
Dean Healthcare
McGinley Human Resources
Euro Commercials
Direct Temping
Morgan Hunt Public Sector
Fiat
Eden Brown
Office Angels Limited
Ford
EVRO Recruitment
Randstad UK Holding
General Motors
Morgan Hunt
Reed Specialist Recruitment Limited
Isuzu
Randstad Care
Service Care Solutions Limited
Iveco
Reed Specialist Recruitment
Telecommunications *Feb 13
Kia
Search Consultancy
Britannic Technologies
Service Care Solutions
ConvergeOne
Starting Point
Daisy Communications
Swanstaff Recruitment
Gamma Network Solutions
Commercial and Domestic Appliances *Oct 14
Social Telecoms
Avinity JLA Limited Debt Management *Jul 11
Print Management, Photocopiers and Associated Services *Jun 12 Altodigital
Mazda Nissan Peugeot Renault Renault Trucks Rygor Commercials Toyota Workwear, PPE and Janitorial *Mar 14
BPO Collections Limited
Arena Group
CCS Collect
CDP
Network Credit Services
Bunzl Greenham
InnerWorkings
Joseph Gleave & Son Limited
M2
Nationwide Hygiene Supplies
Resource Housing
Office Depot
Vehicle Fleet Management Services *Apr 13
PWS Limited
Orbit Services Legal Services *Jul 14 Anthony Collins Brabners
EuroSafe Ltd
Automotive Leasing Freeths
Powering your organisation
Bott Limited Energy Procurement and Consultancy *Oct 12
Pennington Manches
Days Contract Hire Stephensons Solicitors Walker Morris Weightmans
Lex Autolease
Aqua - Elvet Partnership Carbon Smart
Masternaut Centre for Sustainable Energy
Shell Inenco
Office Supplies *Apr 13
Venson Automotive Solutions
Office Depot
UPG Verco
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www.procurementforhousing.co.uk or call 0845 864 5260