High Quality Procurement and Project Management Advice
Consultancy focussed on your actual needs and requirements
Procurement and Project Management Work
Getting clients the services they need. Examples of assignments delivered to date:
Procurement and programme management work
Surrey Heath Borough Council- March 2022 to ongoing
Developed document set and administered the procurement of a 3 lot property advice framework. Subsequently developed document set and administered 3 live property repair procurements.
- Leicestershire County Council- March 2020 to December 2022
Procurement lead for waste treatment procurement through the ISDS and ISFT stages, and for the procurement of a traffic modelling framework and associated services contract. - August 2018 to November 2021 Wycombe, Chiltern and South Bucks council (and successor Buckinghamshire Council)
Project manager for joint waste collection competitive dialogue procurement. Supported governance throughout the live procurement and mobilisation plus some change control aspects.
February 2016 –ongoing, London Borough of Ealing
GREENER EALING LIMITED
Undertook mini competition under the Yorkshire Purchasing Organisation framework for vehicle maintenance and supported the mobilisation of the new service.
Project managed the production of a tender to a 3rd party organisation
PAN LONDON OUT OF HOURS TELEPHONY SERVICE
- Put together and published ITPD document set for this competitive dialogue procurement (2 iterations)
- Published OJEU/ FTS notice and ran portal and clarifications
- Timetabled negotiation
- Supported client though competitive dialogue and mobilisation
- Supported the mobilisation
- Now supporting change control on the awarded contract
- JOINT WASTE ENFORCEMENT
Put together and published ITN document set for this competitive procedure with negotiation (2 iterations) - Published OJEU/ FTS notice and running portal
- Structured and project managed the SQ and tender evaluation
- Set up the mobilisation
November 2015- March 2020 Guildford Borough Council
- Produced strategic review of procurement – recommendations on implementing category management and transparency compliance
- Advised client and produced documents for soft market testing for Electric Theatre (community theatre) and Walnut Tree Bridge (pedestrian bridge)
- Published PIN notices
- Undertook soft market test with client for the Bridge
- Generated ITPD document set for Walnut Bridge
- Published OJEU notice
- Structured SQ/ PAS 91 evaluation
- Timetabled dialogue
- Supported client in dialogue
- Generated ITT and SQ/ PAS91 document for restricted procedure for Walnut Bridge
- Supported the evaluation and standstill to a successful award
- Undertook many mini competitions for client requirements from frameworks (legal services, construction project management, engineering consultancy, ground investigation and property valuation)
- Generic procurement support including publication of homelessness advice service OJEU notice and generation of evaluation spreadsheet
Hackney Homes: Programme managed the evaluation of the tenders for seven lots under an OJEU compliant procurement for specialist building maintenance services. Work undertaken under a very compressed timescale; and included the development of evaluation spreadsheets for each lot to allow the most economically advantageous tender for each lot to be selected.
- Structured the mobilisation thereafter with structured topics for particular meetings e.g. customer liaison, works ordering and health and safety etc
- Board reporting- highlight/ checkpoint reporting, risk controls and resource planning
- Programme included the update of the Universal Housing database with the bid back rates
South Norfolk Council: Procurement lead and programme manager for the re- procurement of the South Norfolk Internal Audit Consortium through the competitive dialogue route. This is a joint service whose customers include: Great Yarmouth Council, Breckland Council, The Broads Authority, Broadland Council, North Norfolk Council and South Norfolk
- In the role of Commissioning Manager for South Norfolk put in place measures to ensure compliance, including staff training in procurement, overhaul of the contracts register and the development of the Council's Purchasing Officer
- Programme managed the relocation of CNC Building Control from Broadland to South Norfolk Council including TUPE, physical relocation, IT overhaul etc
- Chiltern and Wycombe District Councils
- March 2010 to September 2012. Programme/ project manager for the competitive dialogue procurement of a new joint waste service between Chiltern and Wycombe District Councils.
- The team generated savings of circa £1.5 million generated on joint budgets of circa £8.9 million.
- The programme included CRM, IT, HR (TUPE) in addition to the procurement project itself.
Essex and Suffolk School of Purchasing
- Delivery of CIPS courses in 2015 and previous years at Level 5 and Level 6 including:-
- Improving the Competitiveness of Supply Chains (L5)
- Managing Risks in Supply Chains (L5)
- Sustainability (L5)
- Programme and Project Management (L6)
- Supply Chain Diligence (L6)
Local Partnerships LLP, Gateway Reviews, Team Leader
- Led 36 Gateway Reviews of High Risk/ Large Budget procurements
- Active reduction of business risks for PFI projects through constructive external challenge (ongoing).
Herefordshire and Worcestershire Waste PFI
- Interim Project Manager. December 2008 to July 2009
- Established core project documents to re-establish project on PRINCE 2 lines; advised Board, produced communications plan, advised on recruitment of advisors, rebuilt certain stakeholder relations
About Vincent F Hunt Limited
Introduction to the company
- Vincent F. Hunt Limited is a small and focussed company specialising in:-
- Procurement support
- Programme and Project Management
- Waste Management
- Interim Management
- Teaching and Training
- Formed in May 2004 the company’s list of satisfied customers includes:-
- Surrey Heath Borough Council
- The London Borough of Ealing
- Greener Ealing Limited
- Buckinghamshire Council
- Guildford Borough Council
- Hackney Homes
- Wycombe and Chiltern Councils
- South Norfolk Council (term contract)
- Essex County Council
- Leicestershire County Council
- Worcestershire County Council
- Local Partnerships/ 4ps
- Wear Valley District Council
- Dover District Council
- SOLACE Enterprises
- Tribal
- West Suffolk College
- Most assignments are delivered by Vincent personally.
Vincent Hunt
Vincent brings a highly useful package of skills to roles involving procurement, project management and waste management. These include: –
- Procurement- highly experienced in competitive dialogue for partnerships of councils
- Expert in OJEU/ FTS compliant procurements
- Competitive Dialogue, Competitive Procedure with Negotiation, Restricted, Open, Framework
- Expert in OJEU/ FTS compliant procurements
- Strong in stakeholder management to underpin a successful procurement
- Highly experienced in Board reporting in a procurement context
- Successful in designing in the basis of successful contract management into procurements- including payment mechanisms and KPIs
- Positive leadership skills based on intrinsic motivation and approbation
- Stakeholder influencing/ consensus building/ communications planning
- Strong empathy skills with the customer’s perspective
- Planned change management
- Programme and project management to deliver successfully complex procurements
- Business Planning with sensitivity analyses
- Programme and project management with explicit resource planning
- Adept member of cross- functional teams- task and output focussed
- Vincent has much experience in bringing Councils together to deliver joint procurement projects, via astute stakeholder management. Projects completed include, as procurement lead and programme manager, a highly successful internal audit procurement for 5 Councils working in partnership which delivered significant savings and explicit quality improvements. He has also programme managed a waste competitive dialogue procurement involving three partner councils, together with HR and IT aspects to support the same.
Vincent delivered Level 5 and 6 training in procurement for the Essex and Suffolk School of Purchasing on the Chartered Institute of Purchasing and Supply (CIPS) syllabus for a number of years
Vincent’s specialist areas in local government lie in procurement, programme management, waste management, the support of major projects and in getting organisations to work together to deliver joint strategies. He is an enthusiastic agent for change and progress, although pragmatic on “net sum gain” in the context of a large organisation. He is an expert chair of cross-functional groups, focusing the talents of different professions. Vincent has demonstrable skills in press handling (including TV) and active multi-channel consultation, using private providers.
He is expert on the successful use of better governance for P.F.I., and acts as the Leader of Gateway Reviews to support major P.F.I. projects. He also has significant experience in the creation of joint venture companies, having set up a J.V.C. between a Council and a water company. Vincent was responsible for the design of the concept and for many key stages.
Vincent can also offer sophisticated business planning using custom developed financial models with sensitivity analysis. To date two County Councils have used this service, which can be combined with change management advice or procurement support.
Qualifications – Educational and Professional
PRINCE 2 practitioner
M.B.A., Nottingham Trent University/Suffolk Management Development Centre, 1996
B.A. (Hons), Business Studies, University of East London/Suffolk College, 1994
Certificate in Education 2007
Contact details
To discuss your requirements please feel free to contact Vincent on 07970 659846, or e-mail vfhunt@keme.co.uk
Transforming Public Procurement
https://www.gov.uk/government/collections/transforming-public-procurement
Waste Management Work
Waste management work
- Leicestershire County Council
- Worked with the Partnership Manager on the development of a new cost/ performance model for food waste recycling; and the production of a feasibility study and business plan. April to November 2008.
- Essex County Council
- Technical and project management support to a major competitive dialogue procurement. Support of inter-authority agreement process through the production of cost model and project documentation. April 2008 to October 2008.
- Borders Council
- Generation of options appraisal report for LATS compliance in the short, medium and long term. May 2008.
- Wear Valley District Council
- Generation of a new waste management strategy for the Council. Comprehensive stakeholder engagement, options appraisal process, performance modelling, tailoring of report to reflect developing client perspectives. January to April 2008.
- Essex County Council
- Review and evaluation of the HWRC service, development of new contractor bonus mechanism and procurement support. Developed a new bonus mechanism which contributed to savings of £2 million per annum for the re-let contract for the northern area.
- Work on a data warehouse and electronic billing mechanism for the waste management service. This involves working with 12 district partners to identify a set of joint benefits in the context of positive change management.
- April 2006- October 2007
- Leicestershire County Council (consultancy)
- Supporting managers in the delivery of a major waste management PFI project. Advice delivered included: – shaping of the programme, governance arrangements including risk control, new service development, training for managers in time efficient workshops, LATS strategy, waste minimisation, business planning, key project documents, liaising with other advisors, PQQ evaluation process for long term technical advisors, liaison with DEFRA, change management work with district partners, design of communications plan, statutory consultations, advice on new computer systems etc
- Creation of business model with sensitivity analysis for cost and performance for new district council kitchen waste collections and change management work to implement.
- May 2006 to July 2007
- Dover District Council
- Provided consultancy support in order to generate a new environmental strategy to achieve B.V.P.I. complianceO
Other Consultancy work
Flexible advice delivered promptly
- West Suffolk College
- Research on the training needs for business in the environmental and waste fields. Comprehensive stakeholder engagement to identify gaps in training provision and change management aspects applying. February to June 2008
- Wigan Borough Council and Wigan Culture and Leisure Trust
- Planned and delivered stakeholder workshop to facilitate the merger of three services in an innovative education and heritage leisure service. This included challenging the views of participants in a constructive way and moving onto joint business planning with sensitivity analysis of costs and income. August and September 2007
- Selby District Council
- Design and deliver workshop to achieve consensus between the District Council and a PCT over the creation of a Joint Venture Company to deliver a joint use Head Quarters. May 2007
- Lincolnshire County Council
- Work on a successful funding application to the Home Office for revised customer contact arrangements for a partnership including the Police Service and District Councils. October 2006.
Contact details
To discuss your requirements please feel free to contact Vincent on 07970 659846, or e-mail vfhunt@keme.co.uk
Transforming Public Procurement
https://www.gov.uk/government/collections/transforming-public-procurement
PRINCE 2 A PERSONAL VIEW
Structuring a project for success
Defining and delivering an agreed vision
PRINCE 2 – a personal view
- At a high level PRINCE 2 is based on:-
- Robust definition of the aims of the project
- Tightly defined procedures and roles
- The pre-eminency of customer acceptance
- Robust risk controls
- Formal resource planning
- Tight change control- where things go wrong or the external environment of the project changes
- The use of project assurance to allow the Project Board to check progress outside the formal channels
- The use of a quality plan to allow components to be checked for compliance
- The complexity of the PRINCE approach can be increased or decreased according to how complex the project is. This is the concept of “scalability”.
To go into these areas in a little more detail:-
Project Definition
The Project Owner (the key senior influence on the project e.g. the company board) gives a MANDATE to the Project Executive. This is typically one or two sides of A4 which sets down at a high level of the aims of the project.
The Project Executive is the key senior individual responsible for delivering the project. He/ she runs the Project Board (which is not a democracy).
The Board commissions a PROJECT BRIEF from the Project Manager. This expands the project mandate and might include such sections as:-
- Business Case including the strategic context
- Stakeholder identification
- Risk register
- High level Gantt chart
- Customer acceptance criteria
- This fundamentally validates the project and is duly approved by the Board.
Board membership in PRINCE 2 terms includes:-
Project Executive- senior individual responsible for delivering the project
Project Manager- individual responsible for delivering the current stage of the project only
Senior User- key senior representative of the people who will use e.g the building which the project will deliver. Key role is to keep the business benefits to the user at the front of the minds of the Board members
Senior Supplier-a key senior representative of the contractor (or if pre-procurement, the trade as the supplier will not have been chosen). Key role is to act as a reality check on the aspirations of the users to make sure that the project is deliverable and technically feasible.
Project Assurance- a senior individual who can pro-actively check progress of the project to a brief from the Project Board.
As the Project develops the Board will approve the project approach document which amplifies the project brief and furthermore sets down which aspects of the project are to be “bought in” and which aspects are to be made “in house”.
Following the approval of the Project Approach the Board then commission the Project Initiation Document. This incorporates elements of all of the above documents, but in particular includes - Unambiguous roles and responsibilities
- A Gantt chart
- A risk register
- A communications plan
- The project initiation document (PID) is a very good summary of the “why” and “how” for the project.
Following approval of the PID the project manager can than author a stage plan which sets down the work packages for the first stage and the resources necessary to deliver them.
Once this approved the Project Manager has significant headroom to get on and deliver this stage of the project; subject only to routine and exception reporting.
There are many positive aspects from the PRINCE 2 methodology including:-
- Key business benefits identified pre- commencement
- Explicit authorisation of risk and resource and levels
- Formal planning of outputs through stage planning and Gantt charts
Contact details
To discuss your requirements please feel free to contact Vincent on 07970 659846, or e-mail vfhunt@keme.co.uk
Transforming Public Procurement
https://www.gov.uk/government/collections/transforming-public-procurement
Company Details
- Vincent F. Hunt Ltd. is registered at Companies House, Cardiff; under registration number 5120926.
The Company’s registered office is
6 Mayhew Road, Framlingham, IP13 9FF