PROCUREMENT COMPETENCE CAREER PATH FRAMEWORK

Transcription

1 PROCUREMENT COMPETENCE CAREER PATH FRAMEWORK FOR THE NORTHERN IRELAND PUBLIC SECTOR

2 COMMITMENT TO A CAREER PATH FOR PROCUREMENT PROFESSIONALS ACROSS THE NORTHERN IRELAND PUBLIC SECTOR As a result of the Review of Public Procurement, a Project Team was established to take forward Recommendations 42 and 43, which related to the need to introduce an effective public sector career path structure which would facilitate an increase in the proportion of staff with procurement skills appropriate to their level of responsibility. The Project Team consisted of representatives from all Centres of Procurement Expertise (CoPEs), (Water Service, Roads Service, Regional Supplies Service, Health Estates, Northern Ireland Housing Executive, Education and Library Boards and the Central Procurement Directorate). The Project Team has developed a Procurement Competence Framework for the Northern Ireland Public Sector to provide the link between individual development needs and training. This framework can be used across the sector and all types of procurement roles to allow the structured development of skills. The Public Sector in Northern Ireland needs to fully embrace the value of professional procurement. This framework provides a career path for individuals and organisations to properly plan, manage and resource the continuous development of procurement skills that will equip individuals for more senior/other procurement positions. The benefits of the application of the framework will include: Improved procurement performance through identification and rectification of skills gaps; Greater consistency of approach across the Public Sector resulting in better Partnership Working and improved equality of opportunity for staff to training and development; A positive impact on staff motivation and retention in the Public Sector; Improved career development opportunities and strategies; Improved succession planning to ensure that there are a sufficient number of individuals with the appropriate skills and competencies ready to step into vacancies when required; Easier staff movement reduced new staff training costs and greater access to skilled procurement professionals; and A greater proportion of procurement being influenced by professional staff which will help to deliver efficiencies and VFM gains. 2

3 We are fully committed to ensuring that each CoPE in Northern Ireland adopts this Procurement Competence Career Path Framework and that it is incorporated into organisational policy. PROCUREMENT CAREER PATH PROJECT BOARD Ian Bell Roy Bell Mary Cunningham Hugh Curley Fergus Devitt Teresa Molloy Gary McCandless Ron McMurray Trevor Neill Stanley Simpson Ronnie Wilson DHSS Health Estates Central Procurement Directorate Central Procurement Directorate DRD Water Service Central Procurement Directorate (SRO) Regional Supplies, Central Services Agency Central Procurement Directorate Education and Library Boards Northern Ireland Housing Executive Central Procurement Directorate DRD Roads Service 3

4 PROCUREMENT COMPETENCE CAREER PATH FRAMEWORK 1. Purpose 1.1 The purpose of this document is to: Provide guidance on the range of procurement competencies required by those engaged in significant procurement activities to enable a CoPE to achieve satisfactory standards in procurement performance. Definitions of a procurement officer and a procurement professional are outlined at Annex 1; Illustrate the way in which the Competence Framework and Competence Assessment Schedule can be used as part of a CoPEs' Personal Development Planning process to ensure that procurement skill levels are raised to a satisfactory level across the CoPEs in the Northern Ireland Public Sector; Identify routes available to academic and professional procurement qualifications for procurement staff in the Northern Ireland Public Sector. These routes are included at Annex 2; and Introduce a Procurement Exchange Programme as a development tool to improve the acquisition and application of procurement knowledge and skills across the public sector. 2. The Competency Framework 2.1 The Framework embraces the complete set of technical skills and professional knowledge required for procurement professionals along with management skills and personal attributes that relate specifically to the management of the procurement function. This Competence Framework does not address general management and technical skills required in a wider CoPE context. It should be viewed as a component of a CoPE s overall performance and staff development planning processes and not as a stand alone element which can be applied to those engaged in procurement activity. Each CoPE must decide how to incorporate this guidance within its corporate performance management process. 2.2 The Procurement Competence Framework for the Northern Ireland Public Sector is attached at Annex 3. This describes the procurement and personal competencies required. The Competence Framework should form the basis of job specifications for those with significant involvement in procurement activity. 4

5 3 Personal Development Planning 3.1 An overview of the generic Personal Development Planning (PDP) process is illustrated below: Appraisal Programme Linked to Organisation wide process Preparation Manager and appraisee, independently, form an initial view of development need and potential development activity by comparing perceived actual competence to the appropriate word picture in the competency matrix. Arrange PDP Interviews When and where? Timescale for appraisee self assessment The PDP Interview Manager and appraisee share perceptions of competence culminating in agreement of : Current actual competence Career Aspiration Desired competence level and development objective Associated prioritised development actions Review process and timescales In the event of disagreement, resolution of the issue is escalated to the next management tier. PDP Implementation Arrange development activity Schedule review meetings Behavioural change is measured by comparison with the competency matrix word pictures Results are measured in line with the benefits methodology adopted by the Organisation Degree of achievement of planned improvement should be linked to career development planning Actual observed competence and performance is compared to each of the appropriate competence areas in the Competence Framework through dialogue between manager and appraisee. The manager and appraisee can then use the Competence Assessment Schedule at Annex 4, to identify the extent of the competence gap (if any). Using the Personal Development Planning process identified above, the manager and appraisee then agree development required in relation to the current role or desired future role. 5

6 4. Procurement Career Path Training and Development Network 4.1 A Procurement Career Path Training and Development Network consisting of representatives from all the CoPEs was established in June 2005 to improve the professionalism and skills of staff across the NI Public Sector involved in procurement. The Terms of Reference for the Procurement Career Path Training and Development Network are: - To share knowledge of best training and development practice across the public sector for procurement professionals; Central co ordination of procurement training and development activities to ensure common needs are met in a cost effective, timely and consistent manner across the public sector; To promote innovation in development of procurement professionals including job rotation, attachments, secondments and mentoring; To maintain pressure to increase the proportion of staff with procurement skills appropriate to their levels of responsibility; To identify and resolve common issues in relation to procurement training and development; and Benchmark with current best practice for the development of procurement professionals across both Great Britain and the Republic of Ireland. 4.2 Contact details for members of the Procurement Career Path Training and Development Network team are: - NAME BUSINESS AREA TELEPHONE Frank Carlin Central Procurement Directorate Frank.carlin@dfpni.gov.uk JJ Cavanagh Education and Library Boards JJ_Cavanagh@welbni.org Gilbert Cromie Health Estates gilbert.cromie@dhsspsni.gov.uk Hugh Curley Water Service hugh.curley@waterni.gov.uk Harvey Hamilton Roads Service harvey.hamilton@drdni.gov.uk Anne Martin Central Services Agency anne.martin@rss.n-i.nhs.uk Joanne Morrow Central Procurement Directorate Joanne.morrow@dfpni.gov.uk Sinead McCune Central Procurement Directorate Sinead.mccune@dfpni.gov.uk Geraldine McGuigan NI Housing Executive geraldine.mcguigan@nihe.gov.uk Carmel McLarnon Central Procurement Directorate carmel.mclarnon@dfpni.gov.uk 4.3 These contact details will be kept updated on the accompanying Procurement Career Path website: 6

7 5 Procurement Exchange Programme Background 5.1 Recommendation 42 of the Review of Public Procurement identified the need to provide procurement staff with information on opportunities to transfer to posts in other organisations either on secondment or on a permanent basis with a view to promoting opportunities for secondment as a critical element of an effective public sector procurement career path. 5.2 In order to meet the recommendation, the Procurement Career Path Training and Development Network has developed a Procurement Exchange Programme based on the NICS Interchange Programme. 5.3 Transfers on a permanent basis will be facilitated under the normal recruitment/career development processes. Purpose of Programme 5.4 The Programme is a collaborative initiative, facilitated by the Procurement Career Path Training and Development Network which represents all CoPEs. It is designed to promote and encourage the exchange of personnel and good practice between procurement departments across the public sector in Northern Ireland and the private sector. 5.5 It is essentially a business opportunity to facilitate the acquisition and application of new procurement knowledge and skills with a view to improving mutual understanding and enhancing the effectiveness of both the organisations and individuals taking part in the exchange activity, consistent with business needs. 5.6 It is important to recognise that CoPEs are businesses with objectives and targets to be met and any exchanges have to be in the context of ensuring existing and future workloads can be managed. However, workloads must not become a barrier to not implementing any exchanges. CoPEs must attain a balance between offering opportunities and meeting targets. Outward and inward Development Exchange 5.7 Development Exchange is by definition a two-way process consistent with the Government s Modernisation agenda. Outward and inward development exchange promotes better understanding between CoPEs. 5.8 Outward development exchange provides a practical and effective form of job specific and personal/career development through the exchange of ideas and best practice. It gives staff first hand experience of different work environments, cultures, issues and challenges. Staff have an opportunity to learn new skills, new ways of working, and new ways of dealing with problems which on their return will enable their CoPE to meet its targets and objectives more effectively and innovatively. Inward development exchange provides an opportunity for the CoPE to import 7

8 people with different experience, expertise and fresh ideas to do a specific job or contribute to delivering a project. Types of Development Exchange 5.9 There are various types of development exchange mechanisms, both outward and inward: Attachments: last less than 3 months and are generally used by individuals and organisations to carry out specific short-term projects. This can be facilitated through the Procurement Career Path Training and Development Network (e.g. one day per week or a block period of one month in order to help draft a policy or procedure); Groups: ad hoc or established groups, meeting regularly to discuss issues of common Interest; Joint Training: seminars and longer training programmes involving other organisations and individuals; Mentoring: regular contact/feedback for developmental purposes from a more senior person in one CoPE to a more junior person in another organisation; Secondments: these will generally last between 3 months and 3 years and do not affect terms and conditions of service. A secondment can represent a (temporary) promotion or sideways move and can be filled by way of an expression of interest circular between participating organisations and subject to appropriate selection procedures. The individual will return to their own CoPE at their original grade and pay point; Shadowing: accompanying someone throughout his or her working day or week; and Twinning: regular meetings with a representative at a similar level in different organisations for mutual benefit and support. Benefits 5.10 The Procurement Development Exchange Programme provides benefits for the individual, line manager, organisation and host. The individual Acquires new skills in a new environment; Gains a broader outlook a spread of experience across a range of work cultures; Gains an appreciation of the context within which they work and understands better the impact on customers of the policies they develop and the services they provide; Develops flexibility; and 8

9 Learns to adapt to new challenges and situations. The line manager Gains another staff development tool; Sees objectives met more effectively as staff apply what they have learned; Gets back a member of staff with new ideas, who will be more enthusiastic and creative; and Is given the opportunity to bring someone from another organisation into the team, who can share his or her knowledge and skills within a work-based context. The organisation Is given the opportunity to develop staff knowledge, skills and attitudes that can plug gaps within the organisation; Is given the means of more effectively and innovatively meeting business targets and objectives; Can demonstrate real investment in people; Can promote networking with other organisations; Has a more outward looking and diversely skilled staff; Obtains new skills and knowledge that enable staff to progress through the organisation; Is in a better position to manage change; and Has the opportunity to enhance diversity. The host Gains a fresh perspective on the operation of parts of the organisation; Identifies contacts that could be useful sources of advice in the future; and Benefits from the knowledge, skills and experience of the individual in the Development Exchange. Who is it for? 5.11 The Procurement Exchange Programme is open to Procurement Officers at all levels, as a method of meeting training and development needs. How will it work? 5.12 CoPE members can engage in one of two ways - Initiating or Responding; Initiating e.g. identifying an exchange opportunity as available to another organisation; and 9

10 Responding to a request for an exchange opportunity through facilitating an application from an officer from another organisation. It is proposed that the Procurement Exchange Programme should be managed as follows: An exchange opportunity is identified; Approval to fill the opportunity through the Procurement Exchange Programme will be sought from the Head of Procurement (or designated grade within the CoPE); The exchange opportunity will be notified to the Procurement Career Path Training and Development Network who will advise their respective Head of Procurement (or designated grade within the CoPE); Where the Head of Procurement (or designated grade within the CoPE) agrees, the exchange will be advertised within their CoPE as appropriate; Where an officer expresses an interest in the exchange opportunity and this is supported by their line manager, contact should be made through their Personnel Department to the host organisation; Timescales and selection criteria will operate within the host organisations appointments and promotions policy; Whilst on any development exchange officers must observe the Terms and Conditions of their parent organisation; and What will it cost? 5.13 The Procurement Exchange Programme is considered as a cost-effective business development opportunity. Many activities such as job-shadowing, short-term attachments and mentoring are unlikely to incur any direct costs except perhaps for travel and subsistence. It is important, however, that the issue of costs including liability is considered by the individual s business area at the planning stage of the exchange. How will the success of the Procurement Exchange Programme be measured? 5.14 The Procurement Career Path Training and Development Network will monitor and evaluate the success of the Procurement Exchange Programme in terms of its effectiveness and uptake. Success will be measured by using a mixture of quantitative and qualitative output measures: The level of uptake of opportunities; The positive impact at individual and CoPE organisational levels; Value-added by inward placements at CoPE organisational levels; 10

11 Confirmation that the experience was enjoyable as well as instructive and was well managed in terms of meeting equal opportunities, equality and health and safety requirements; Value for money; and The creation of networks for the continuing exchange of ideas. 6 Professionalism in Procurement 6.1 One of the agreed criteria for recognition as a CoPE is procurement expertise evidenced by the qualifications, training and development of staff. The PX committee as part of the Comprehensive Spending Review (1998) recommended that by 2000, most procurement staff in key posts will have a professional qualification. One of the key themes of Fit for Purpose (October 2004) is building capability through increasing professionalism. Fit for Purpose makes specific reference to procurement skills as one of the key skills to support reform and enhance professionalism across the Northern Ireland Civil Service. 6.2 It is for each CoPE to determine, based on the requirements of the procurement post, which professional qualification is the most appropriate. 6.3 For business areas involved in the procurement of supplies and services, Membership of CIPS or the Irish Institute of Purchasing and Materials Management (IIPMM) provides individuals and organisations with professional recognition of procurement ability. 6.4 This document has sought to provide information on all potential routes to CIPS Membership. However, it is for each CoPE to identify the most appropriate route for individual staff in order to meet the business needs of that organisation. 6.5 Routes to membership of CIPS and IIPMM are illustrated in Annex 2. Academic qualifications leading to corporate membership of CIPS (MCIPS) are available at the University of Ulster (UUJ) and in the Belfast Institute of Further and Higher Education (BIFHE) and some local colleges. 6.6 For business areas involved in the procurement of works, chartered or registered membership of one of the main construction related professions would normally be the most appropriate. Each profession has its own designated route(s) to qualification. 6.7 The Procurement Career Path Training and Development Network will establish a process for the central co-ordination of procurement training and development activities to supplement the procurement activities not available by way of study/nvq and to meet the needs of procurement staff who qualify and require continuing professional development (CPD). 11

12 ANNEX 1 DEFINITIONS OF A PROCUREMENT OFFICER AND A PROCUREMENT PROFESSIONAL PROCUREMENT OFFICER A Procurement Officer is an officer who spends 50%, or greater, of their time on procurement activities and who is on a career path to develop their procurement competencies and experience, with the objective of becoming a procurement professional. In support of this he/she will also be in the process of obtaining the competencies/ qualifications appropriate to a Procurement Professional. PROCUREMENT PROFESSIONAL A Procurement Professional is an officer who: Has in-depth knowledge of their specialist area of responsibility and broad knowledge and experience of the practical application of current best practice and the tools and techniques used in supply chain management and be professionally competent in applying them. Will possess the expertise, competencies and relevant professional qualifications appropriate to their level of procurement responsibilities. In order for a procurement officer to be recognised as a procurement professional, his/her knowledge and experience must be underpinned by a procurement qualification. 12

13 PROCUREMENT QUALIFICATIONS AND MEMBERSHIP OF THE CHARTERED INSTITUTE OF PURCHASING AND SUPPLY (CIPS), IIPMM OR EQUIVALENT IIPMM Course can be carried out by Attendance at relevant colleges or by a Distance Learning Programme Higher Education Student with Degree acceptable to UUJ UUJ ROUTES Student without a Degree ANNEX 2 Diploma Part 1 Certificate (1 Year) Diploma Part 2 Advanced Certificate (1 Year) MSc /MBAs Procurement (E) Hons Degree (2ii) or above in a Business Discipline dependant on content MAY lead to MPA Master of Public Administration (Procurement Options) 3 year course can be completed in 2 years if summer modules are undertaken BSc (Hons) Public Policy and Management (Purchasing and Supply) 18 module course 4 years. Diploma Part 3 Diploma Awarded Standard Tailored (Public Sector) On completion students are eligible for MCIPS but must apply to CIPS IIPMM may be used CIPS recognises this award as equivalent to MCIPS MSc Professional Stage Note: CIPS does NOT recognise an IIPMM qualification obtained through the Personal Development Plan Route MCIPS Continuing Professional Development MSc With MCIPS, complete mandatory modules (100 credits) Without MCIPS, additional elective modules must be completed (180 credits) Other dispensations are available subject to assessment Short course Programme supports all routes and is the core of the Graduate Diploma Fast Track and Corporate Awards routes E Examination Based A Assignment Based WE Work Experience Based PE Peer Evaluation Based 13

14 PROCUREMENT QUALIFICATIONS AND MEMBERSHIP OF THE CHARTERED INSTITUTE OF PURCHASING AND SUPPLY (CIPS) OR EQUIVALENT CIPS Sponsored Routes NVQ Route Professional Experience Entry Level Age 21 + yrs or 2 A Levels + 3 GCSEs or equivalent Age under 21 No qualifications at A level standard Nominated by Company Responsible Procurement Role Senior Procurement Manager Graduated Diploma Route (E) Corporate Award programme in Company A NVQ All levels (WE) Personal Development Plan (PE) Local College Fast Track NVQ Level 3 Self Study Distance Learning Foundation Stage Professional Stage Tutorials Part-Time Cert in Purchasing and Supply Advanced Cert in Purchasing and Supply Foundation Stage Professional Stage NVQ Level 4 & 3+ yrs in responsible position Meets Targets Specified Development Activity MCIPS Note: CIPS does NOT recognise an IIPMM qualification obtained through the Personal Development Plan Route Continuing Professional Development MSc With MCIPS, complete mandatory modules (100 credits) Without MCIPS, additional elective modules must be completed (180 credits) Other dispensations are available subject to assessment Short course Programme supports all routes and is the core of the Graduate Diploma Fast Track and Corporate Awards routes E Examination Based A Assignment Based WE Work Experience Based PE Peer Evaluation Based 14

15 PROCUREMENT QUALIFICATIONS AND MEMBERSHIP OF THE CHARTERED INSTITUTE OF PURCHASING AND SUPPLY (CIPS) OR EQUIVALENT Membership of CIPS or equivalent Method Providers Comments Corporate Member of the Chartered Institute of Purchasing and Supply (MCIPS) Whilst it is not obligatory to have the foundation element of the Diploma completed in one year the Diploma must be completed within 3 years. Graduate Diploma in Purchasing and Supply Year 1 Foundation or qualification accepted as equivalent (eg, CMP). Years 2 and 3 Graduate Diploma Belfast Institute of Further and Higher Education (BIFHE) and some local Colleges This is normally a 3-year course but the Certificate in Management Practice Purchasing and Supply (CMP) gives exemption from foundation year. Attendance at College one afternoon and evening leading to examinations. BSc (Hon) Public Policy and Management (Purchasing and Supply) University of Ulster (UUJ) This is normally a 4-year course but exemptions can reduce number of modules to be undertaken. Attendance at UUJ is normally afternoon and evening depending on number of modules being undertaken. MPA Master of Public Administration with (purchasing options) UUJ This is a 3-year course (can be reduced to 2 years if 2 modules are taken each year in summer semester). Method of attendance half day afternoon and evening. At UUJ discretion exemptions can be given for some modules. NVQ Level 4 CIPS approved provider Course taken at student s own pace but generally it takes 1-2 years depending on previous experience qualifications. 15

16 Membership of CIPS or equivalent Method Providers Comments Personal Development Programme CIPS The applicant (normally someone in a senior position with many years procurement experience) can apply for full corporate membership without undertaking the Diploma course. The individual completes the CIPS application form and provides a knowledge and competence based profile. This profile is benchmarked against a typical MCIPS. If there are any gaps CIPS advises how these can be filled to enable the individual to gain MCIPS. Distance Learning Cheltenham Tutorial College or COPS Tutor support is provided for 2 years. Examination is arranged through CIPS direct and not through the College. Modular training CIPS This is an intensive 3, 4 or 5 day workshop closely followed by an examination. Modules can be selected individually or together to form a complete course of learning. It is available for both the foundation and professional stages of the CIPS Diploma. Member of the Irish Institute of Purchasing and Materials (MIIPMM) Note: CIPS does NOT recognise an IIPMM qualification obtained through the Personal Development Plan Route Diploma in Purchasing and Materials Management IIPMM This is a 3-year course Year 1 Part 1 Year 2 Part 2 Year 3 Part 3 Exemptions are offered to University graduates and holders of other academic or professional qualifications on a subject for subject basis. Distance Learning IIPMM The Institute provides and delivers a Distance Learning Programme as an alternative to attending a College. 16

17 ANNEX 3 PROCUREMENT COMPETENCE FRAMEWORK FOR THE NORTHERN IRELAND PUBLIC SECTOR 17

18 COMPETENCE AREAS Level 0 Level 1 Level 2 Level 3 Level 4 PROCUREMENT REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT 1. Northern Ireland Public Procurement Context Government Procurement Policy Government Accounting Rules EC Procurement Directives Sustainable Development Environmental issues Social Issues Role of Office of Government Commerce (OGC), OGD s Policies/procedures Freedom of Information Awareness Limited awareness of public procurement policy and associated implications and requirements. Compliance with administrative and procedural needs through adherence to pre-defined rules/procedures, under close supervision. Awareness of public procurement policy and associated implications. Compliance with predetermined rules, accompanied by an understanding of the risk of non-compliance. Through experience has the knowledge and understanding of when to seek advice. Understands public procurement policy, able to comply with rules through knowledge and experience. Understands risks of noncompliance. Able to review compliance options and challenge, and to recommend the preferred approach. Has the knowledge and ability to provide sound advice. Understands public procurement policy, and the rationale that underpins it. Totally familiar with compliance rules, is seen as a valued source of advice on compliance options/risk of non-compliance. In co-operation with OGC/ OGD s, has the ability to contribute to the further development of policy in this area. 2. Strategic Procurement Risk management Benefits Analysis Business cases Contracting strategies Cross Functional Teams Supplier Management Project Planning Supply chain management Procurement Excellence Model Limited awareness of strategic issues. Involvement in supporting or administrative capacity only, under close supervision. Awareness of strategic issues, and ability to identify circumstances where value and risk require a strategic approach to be taken. Enough experience of strategic procurement to know when to seek advice. Experience of operating on strategic projects as part of cross-functional teams. Able to draw up business cases and project plans, able to manage risk. Able to identify differing contracting strategies and to recommend preferred option. Some experience of supplier management. Thorough knowledge and skills is able to play a leading role in cross-functional teams handling strategic procurements. Able to manage all aspects of projects from business case through to delivery. Able to identify and implement appropriate contracting strategies. Actively manages relationships with key suppliers. 3. Markets Market knowledge Product knowledge Commercial focus Commodity knowledge Awareness of markets as a source of supply, but no detailed market/product knowledge, with limited commercial focus. Limited commodity knowledge. Administrative/supporting involvement only under close supervision. Basic knowledge of markets, commodity and products, with ability to apply basic procurement processes in search of best value. Some commercial focus, with enough experience to know when to seek advice. Thorough experience and knowledge of specific markets, and commodities with the ability to exploit them through application of well developed procurement skills. Commercially aware and credible externally. Skilled and experienced in market exploitation. Able to identify appropriate tactics dependent on supplier position in the market. Complex commodity knowledge. Very focussed commercially, very credible externally. 18

19 COMPETENCE AREAS Level 0 Level 1 Level 2 Level 3 Level 4 PROCUREMENT REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT 4. Tendering Processes Tendering Procedures Specifications Invitations to Tender Terms & Conditions, law Bid evaluation Negotiation Award of Contracts De-briefing Limited awareness of procurement processes. Involvement in supporting/administrative capacity, in line with predetermined rules and under close supervision. Able to apply basic procurement processes to routine procurement situations. Understanding of the tendering procedures (Open, Restricted and Competitive Dialogue). Some experience of negotiation but requires support. Experienced enough to know when to seek help or advice. Familiar and comfortable with all aspects of procurement processes/tendering procedures. Able to provide advice on specifications, and to take the lead on procurement aspects as part of a cross-functional team. Experienced in negotiating high value contracts, commanding credibility and respect externally. Totally familiar with all aspects of procurement processes, through experience and knowledge. Able to apply judgement to determine how best to apply processes to secure best value in any particular set of circumstances. Able to direct and coach others, able to command credibility with OGC/OGD s and suppliers. 5. Contract Management Performance indicators Performance Review Problem resolution Limited awareness/appreciation of contract management issues. Involvement in supporting/administrative capacity, under close supervision. Able to monitor contractor performance against predetermined milestones, and to identify when corrective action needed. Requires assistance to negotiate improvements. Understands when contractor performance requires corrective action, and is able to identify the appropriate action to be taken. Experienced in negotiating to achieve and maintain the necessary level of improvement. Experienced in identifying and negotiating contractor performance milestones, and in monitoring performance. Ability to resolve difficulties through negotiation, leading to improvement. Knowledge of how to terminate contracts appropriately and legally where necessary. 6. Inventory Management Receipts Storage Stock Control Distribution Disposal Awareness of the fact that stocks are held at local level, but no detailed understanding of inventory management. Involved in administrative/supporting capacity, under close supervision. Appreciation/familiarity with basic stock control. Able to operate stock control systems in line with predetermined criteria e.g. reorder levels. Able to recognise where advice is required. Basic skills and experience in all aspects of inventory management. Able to manage the balance between the need to provide high levels of customer service, and the need to minimise money tied up in stock. Experienced in design, implementation and management of inventory control systems, so that money tied up in stock is minimised whilst optimum levels of customer service are maintained. 19

20 COMPETENCE AREAS Level 0 Level 1 Level 2 Level 3 Level 4 PROCUREMENT REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT 7. Marketing/Customer/Supplier Management Promotion, selling procurement Customer awareness Customer relationships Customer care Understanding business needs Identifying stakeholders Limited awareness /understanding of a customer focused approach. Supportive/administrative involvement only, under close supervision. Understands the business requirements of internal customers. Identifies and clearly documents business needs for all significant purchases. Understands and commits to a positive, helpful customer focussed approach. Knows when to seek support. Through establishing effective communication and working relationships with internal customers and stakeholders is able to identify real business needs. Uses the identified business needs to develop supplier evaluation criteria and drive the development of the procurement strategy. Experienced and skilled in dealing with customers at all levels, so that they feel both valued and satisfied. Commands customer respect and creates confidence that excellent service will occur Through establishing effective communication and working relationships with internal customers and stakeholders is able to identify, agree and document real business needs. Uses the identified business needs to develop forward plans and priorities for self and team. Experienced and skilled in all aspects of pro-active management of customer relationships. Effective in promoting procurement influence. Through establishing effective communications and working relationships with internal customers and key stakeholders, is able to identify, prioritise, agree and document real business needs. Uses the identified business needs to develop forward plans, priorities and deliverables. 8. Procurement Strategies PFI/PPP and Others and attendant processes Competition processes Service pricing mechanisms Benchmarking techniques Strategic Partnering Collaboration with other Public Bodies Basic knowledge of PFI/PPP policy and practice. Administrative/supporting involvement in PFI/PPP processes under close supervision Basic knowledge of PFI/PPP policy and practice. Able to follow pre-determined procedures. Understands risks of non-compliance. Sufficiently knowledgeable to recognise when to seek advice and other support Understands PFFI/PPP policy and practice. Awareness of attendant risks and able to contribute to their management. Commercial awareness and experience of high value contract negotiation in this arena Understands PFI/PPP policy and practice, and arguments for and against. Thorough knowledge and practical experience. Has proper understanding of commercial partnering and able to play a leading role in it. Able to contribute to continuous improvement in PFI/PPP policy and practice 20