Managing Complexity In The Public Services
However, the more complex the procurement, the greater the risk to all parties concerned.
With complex contracts, the level of risk will be magnified. For that reason, there will typically be an increase in the amount of uncertainty and the number of unknown factors, particularly at the outset. Additionally, complex procurement contracts often demand a more specialised, more bespoke approach, there are likely to be fewer suppliers able to meet the full requirements and compete for the business.
Managing Complexity In The Public Services by Philip Haynes
Finding, selecting and briefing a supplier can be far more involved. Ensuring you have the maximum amount of competition for your contract can also be a challenge so maintaining a dynamic database of potential suppliers and ensure the are appropriately qualified can be a key part of risk management.
The need for complete transparency and to be seen to be delivering value for money is definitely central to public procurement. Due to the very nature of complex contracts, procuring bodies often find it more difficult to measure accountability and demonstrate value for money within such contracts.
These procurement projects are always large — and frequently long — with high-pressure timeframes and mountains of records and documentation.
This brings a whole new set of headaches and challenges around tracking, reporting, management information and analysis. Whilst making all appropriate information accessible to everyone involved in the project. So where a procurement project is deemed a complex one, with all the associated risks, concerns and considerations, public authorities need to ensure they possess the necessary knowledge, resources and technical support, to properly manage these complexities and deliver successful contracts. If you want to find out more about this report or working with Collaborate, please email Dawn Plimmer.
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Managing complexity in the public services
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