Decision details

The Executive Leader and Executive Member (Economic Development and Public Service Reform), Councillor Alistair Bradley, presented the confidential report of the Director of Planning and Property. 

The report requested procurement strategy approval for a statutory compliance, maintenance and minor works framework shared with Chorley Leisure, South Ribble Borough Council and South Ribble Leisure covering the servicing, maintenance and minor works across Chorley and South Ribble’s estates.

It was confirmed that the Social Value portal favoured local companies. 

Resolved (unanimously)

1.         To approve the procurement strategy for a statutory compliance, maintenance and minor works framework with Chorley Leisure, South Ribble Borough Council and South Ribble Leisure appointing three contractors per lot.

2.         To delegate the contract award for the Framework contractors to the Executive Member of Economic Development and Public Service Reform for sign off.

3.         Once framework awarded, to delegate subsequent framework calls off’s <£100k to the Director of Planning and Property, (still subject to usual budget approval process).

Reasons for recommendations

1.         Local Supply Chain: Running an Open Exercise rather than calling off a framework will give us more opportunity to engage with local suppliers.

2.         Compliance and Efficiency: Ensuring statutory compliance and efficient maintenance of council assets is crucial for safety, operational continuity, and legal adherence.

3.         Best Value: A competitive procurement process with three contractors per lot will secure the best value for money, enhancing service quality and cost-efficiency.

4.         Economies of Scale: Procuring a shared framework with South Ribble Borough Council will offer cost savings due to a larger contract value.

5.         Operational Flexibility: Appointing one primary contractor per lot for servicing and two preferred suppliers for higher-value works offers operational flexibility, risk mitigation, and continuity in case of contractor issues.

6.         Market Engagement: This approach promotes healthy market engagement and competition, leading to innovation and improved service delivery.

Other options considered and rejected

1.         Do Nothing: Currently engaging with multiple contractors independently for each service area without a formalised framework. Rejected due to the administrative burden managing multiple contracts individually, inconsistency in quality and potential higher costs as the contracts do not benefit from economies of scale.

2.         Single Contractor Framework for All Services: Engaging a single contractor to provide all statutory compliance and maintenance services across all areas. Rejected due to the risk of service disruption being dependent on a single contractor and limited competition which can result in higher costs.

3.         Single Contractor Per Lot: Establishing a framework with one contractor per lot. Rejected due to limited competition and risk on service resilience.

14. Procure Framework without South Ribble: Discounted due to the Property Services

being shared and the economies of scale that will be received by including both

Council estates.