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Value for Public Money

What value for public money means to us

Value for moneyAlong with quality of delivery, we aspire to greater efficiency in public services and in enabling governments to deliver better for less.

 

 

 

 

 

Our policy and commitment

We are committed to enabling governments to achieve the best value for money for the public services we deliver.

Our commitment is defined across our policy framework, principally our Policy Statements on Business Development and Operations as well as supporting standards and related operating procedures.

In summary, we strive to:

  • select and bid for opportunities where we can achieve optimal balance of value creation for our stakeholders;
     
  • manage our business with commercial rigour;
     
  • regularly review our overheads and contract costs;
     
  • establish appropriate benchmarks for services within our sectors;
     
  • utilise our Centres of Excellence (CoEs) to identify cost effective innovation at the contract and corporate level;
     
  • fully utilise our economies of scale and our international, transferable expertise;
     
  • measure, monitor and report on key supplier performance to drive a cost-effective supply chain; and
     
  • maintain our public service ethos that drives us to deliver superb services.

 

Key components in our governance

We have a robust governance process and standardised programme management framework that manages the lifecycle of our business from bid through transition and through the operating period of a contract.

In summary, we:

  • apply principles of good programme and project management to all of our bids, sharing best practice and applying lessons learned;
     
  • fully apply operational expertise to business development decisions;
     
  • follow a governance framework and business development process that manages risk, uses resources effectively and enables transparent, robust and well-informed decision-making whilst maximising value;
     
  • balance innovation and our entrepreneurial spirit with robust risk management at all stages of business development, especially when entering new markets;
     
  • conduct Divisional Performance Reviews and Business Lifecycle Reviews of all contracts, held by Divisional Executive Management Teams;
     
  • oversee and assess all aspects of operational, financial and strategic performance of contracts, held by Business Units within each Division; and
     
  • ensure the transition of contracts is effective, implementing agreed solutions and delivering agreed customer requirements.

Our progress and performance in 2018

We have:

  • launched Communities of Practice (CoPs) which are international fora to develop, enhance and share best practice in specific capability or competencies – including contract efficiency;
     
  • found significant efficiencies for our customers on several next generation contracts including our MELABS contract with the Australian Defence Force in the Middle East and our CMS health insurance eligibility support contract in the US;
     
  • further rolled out formal Operational Excellence training and activities across all our Divisions to help run continuous improvement exercises and improve the efficiency of our operations; and
     
  • reduced our overhead costs thereby enabling us to be more efficient in our delivery to customers.

Our next steps

We will:

  • embed the CoPs and consider extending them to additional competencies;
     
  • continue to review the efficiency of our contract delivery, including through the continued use of Operational Excellence; and
     
  • improve our measurement of the value of outsourced services to the public.