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Melbourne Health Procurement Transformation Plan 6 th August 2015 Jim Kirkup Director Procurement & Supply Bruno DaSilva Non Clinical Procurement Manager Debra Birznieks Clinical Procurement Manager Britte Kent Procurement

  1. Melbourne Health Procurement Transformation Plan 6 th August 2015 Jim Kirkup – Director Procurement & Supply Bruno DaSilva – Non Clinical Procurement Manager Debra Birznieks – Clinical Procurement Manager Britte Kent – Procurement Service Delivery Manager

  2. Introduction • Melbourne Health is one of Australia’s leading public healthcare providers. Our mission is simple – to provide world-class healthcare for our community by embracing discovery and learning, building collaborative relationships, and engaging patients in their care. – Our services are delivered through The Royal Melbourne Hospital, one of Australia‟s preeminent hospitals, NorthWestern Mental Health, the largest mental health provider in Victoria, and the internationally renowned Victorian Infectious Diseases Reference Laboratory (VIDRL). – Melbourne Health is built on a tradition of providing the best possible care for our patients, excellent teaching and training for staff and future health professionals, and a commitment to clinical research to improve outcomes for everyone in the community. – Serving a population base of more than one million Melburnians, as well as regional and rural Victorians and interstate patients, Melbourne Health is driven by its vision, „First in Care Research and Learning‟ and is committed to its values, underpinning all behaviour and practice. • Melbourne Health at a glance: – The Royal Melbourne Hospital is Victoria‟s first hospital – established 1848 – More than 8,000 staff employed across 32 sites – Approximately 1,400 beds across hospital and community settings – 86,926 people discharged from the RMH in 2014/15 – 173,516 outpatient appointments in 2014/15 – 66,155 people presented to the RMH emergency department in 2014/15 • Procurement at a glance: – Management of 600+ pricing agreements – Coordination of 400+ contract executions per year – 140,000 Purchase Orders raised per year – $300M addressable spend – 15/16 Procurement Activity Plan to review $100M+ of spend

  3. Transformation - Principles Where are we now? VISION SWOT GOALS

  4. Transformation - Vision & Purpose VISION “By end 2016, Melbourne Health will be recognised as Victoria’s leading public health organisation in providing Procurement services.” PURPOSE “We will transform to grow and deliver value- creating Procurement outcomes.”

  5. Transformation - SWOT Analysis STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

  6. Transformation - Goals PROCUREMENT OBJECTIVES “Implement Category • Develop the right people and their PEOPLE skills to solve problems and create Management service and value mindset” “Introduce new Category • Introduce processes that deliver PROCESS consistent, value-adding Management processes to outcomes for both stakeholders & deliver value & consistency” suppliers “Implement systems and • Implement tools, templates and SYSTEMS systems that support stakeholders toolbox to support Category & suppliers Management”

  7. Transformation – 3yr Plan 2014 2015 2016 Implement Build Credibility and Become a Trusted Develop Capability Business Partner the Basics Build Procurement Activity Plan Expand the scope of categories Complete spend analysis (PAP) under management Develop quick wins for our Increase collaboration with Restructure Procurement team stakeholders partner health agencies Integrate with annual Business Audit and fix key processes Develop training plan Planning process Collocate all Procurement staff Implement Contracts Compliance to Government to Parkville Management System (CMS) Procurement Reform Policies Understand staff capabilities Introduce Supplier Performance Transition to Supplier and skill gaps Management (SPM) Relationship Management (SRM) Refocus resources to reduce Roadshow and improve Deliver more innovation recurring costs stakeholder engagement

  8. People Goal Where we were • Unmotivated, satisfied with status quo, risk averse • Skills gap What we did • Introduced informal team training • Committed to formal training (AHSPO and CIPSA) • Restructure (created and recruited new job roles) Where we are going • Introduced category management • Encouraging dynamic, pragmatic thinking

  9. Skills Gap Analysis Opportunity Strategy Analysis Development Market Analysis Contract Implementation Market Negotiation Engagement Strategy Refresh Supplier Relationship Management

  10. Master Class The Iron Phases of Triangle Negotiation PESTLE SWOT BCG Matrix Porter‟s Five Forces Kraljic‟s Matrix Conflict Mode Instrument

  11. Employer of Choice Casual Loop Training and development contributes to staff development Staff adds value Recruitment to Procurement function Melbourne Health High calibre Procurement candidates want builds a to join “great reputation for place to work” developing great people Staff become “Great place to work” Ambassadors

  12. Process Goal Where we were • Unmapped noise • State of confusion, delays missed opportunities, friction • Lack of accountability and ownership • Disconnect between our core business and how procurement can add value What we did • Established a strategy • Mapped present state processes (visibility) • Mapped to-be state with stakeholders as required stripped out non value added processes automated where possible • Walked through changes Where we are going • Further process alignment to support procurement and business • Taking people along for the journey (don‟t miss the boat)

  13. Building Blocks Trusted Partner Tell the story Complexity Automated tools intranet Tool New innovation PRC TOR Recall Process introduction New Product Product feedback Delegations manual Introduction Process Procurement Procurement Policy Procurement Strategy Procedure MH Roadmap MH Strategy MH Vision

  14. Winning the Hearts and Minds of the Business Procurement is the new Black  Vision and Governance  Process to support  Tools to empower Helistop  People to partner with the H 2nd floor business to support core functions OP operating theatre ICU 1st floor (intensive care unit) Single bed room Hospital reception

  15. Systems Goal Where we were • Manual and/or paper processes • Contract management lifecycle disconnect • Inconsistent monitoring of supplier performance • Loss of data capture/Lack of Investment What we did • Established working teams to capture all specifications for inclusion • Create automated forms • Automation of Oracle system through templates • Catalogue filter implementation Where we are going • Contract Management System • Procurement Assessment Tool

  16. Procurement Assessment Tool Procurement & Supply Procurement Assessment Tool Instructions: Fill in all fields Based on results of XXXX Question Answers What is the product classified as? Equipment. Have you used this vendor before? Yes Do you intend to purchase these items/goods/services again over the next 24 No months? What is the Total Cost of the Item/Goods/Services? $10,000.00 - $24,999.99 When purchasing equipment, have the associated maintenance or other additional costs been Yes factored in the Total cost of the purchase? Process Classification Actions Self Managed - Refer to steps below Basic 2 Quotes Needed & Application for New Spend Approval (ANSA) Form 16

  17. Transformation – Progress against Plan 2014 2015 2016 Implement Build Credibility and Become a Trusted Develop Capability Business Partner the Basics Build Procurement Activity Plan Expand the scope of categories Complete spend analysis (PAP) under management Develop quick wins for our Increase collaboration with Restructure Procurement team stakeholders partner health agencies Integrate with annual Business Audit and fix key processes Develop training plan Planning process Collocate all Procurement staff Implement Contracts Compliance to Government to Parkville Management System (CMS) Procurement Reform Policies Understand staff capabilities Introduce Supplier Performance Transition to Supplier and skill gaps Management (SPM) Relationship Management (SRM) Refocus resources to reduce Roadshow and improve Deliver more innovation recurring costs stakeholder engagement

  18. Transformation Summary

  19. Tips / Advice Consult Change Communicate

  20. Jim Kirkup Director Procurement & Supply Chain Tel. (03) 9342 3945 Email jim.kirkup@mh.org.au Bruno DaSilva Non Clinical Procurement Manager Tel. (03) 9342 3948 Email bruno.dasilva@mh.org.au Debra Birznieks Clinical Procurement Manager Tel. (03) 9342 3932 Email debra.birznieks@mh.org.au Britte Kent Procurement Service Delivery Manager Tel. (03) 9342 3949 Email britte.kent@mh.org.au

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