1 Leeds City Council Procurement Strategy October 2013
2 Contents 1. Introduction 2. Background 3. Our ambition 4. Our strategy 5. Who we will work with 6. What we will achieve and how we will achieve it 7. Implementation 8. Contacting us 9. Change control 10. Appendices 10.1 Procurement documents guide 10.2 Whole council category map 10.3 Wider context and whole lifecycle diagram 10.4 Glossary
3 1 Introduction 1.1 Leeds City Council is seeking to improve outcomes and value for money from the goods, works and services that it buys. 1.2 The council s procurement strategy, set out in this document, is centred on a category management and whole lifecycle approach, with clear accountabilities, openness and transparency. 1.3 The strategy seeks to capture and build upon expertise and examples of best practice which are available within the council, locally and nationally; from the public, private and third sectors; and responds to feedback received through wide ranging consultation and pilot projects. 1.4 It is anticipated that it will take 2 years for the new strategy to be fully implemented across all areas of the council s external expenditure. 1.5 The strategy, and the supporting documents set out in appendix 1, will be refreshed annually to reflect lessons learned and changes in legislation. 1.6 If you have any comments or queries, or suggestions for improvement, please send an to 2 Background 2.1 The council currently spends 800 million externally each year, across both revenue and capital. We use a variety of contracts, from simple purchase orders to long-term partnership agreements. Some contracts are with a single provider, others are frameworks with multiple providers. 2.2 The council procures a very wide range of goods, works and services, including front-line services and back-office support. Examples include foster care, home care, homelessness support, energy, vehicles, seeds, catering products, building works, highways repairs, and IT software. A map of our procurement categories is included at appendix 2. 3 Our ambition 3.1 At the heart of the strategy sits our ambition to deliver the best commissioning, procurement and contracting in the country, where: We achieve value for money for the public We support the delivery of quality outcomes for service users
4 We support the wider ambitions of the council and its partners Providers of all sizes and from all sectors want to deliver for Leeds Procurement professionals want to work for Leeds, and We are recognised nationally as a centre of excellence. 4 Our strategy 4.1 We will adopt a category management approach, where related purchasing is grouped together to take advantage of better intelligence of our buying needs and of what providers have to offer, and to support bulk buying where appropriate, in order to improve quality, savings and efficiency. 4.2 We will adopt a whole lifecycle approach, which starts from assessing needs and analysing options, through preparation and procurement, to mobilisation, contact management and exit, to ensure quality outcomes and value for money are achieved. 4.3 All categories will work to common principles and rules, but outputs will be tailored to meet the needs of the specific category, reflecting the service area, stakeholder needs and the market place, to ensure quality outcomes and value for money are achieved. 4.4 We will demonstrate clear ownership and accountability within our procurement activities, with structured governance, and assurance, to ensure clear, timely and auditable decision making. 4.5 We will build on expertise within directorates and provide appropriate central support and challenge, ensuring lessons are learned and shared, in order to ensure continuous improvement in the council s procurement activities. 4.6 We will be open and transparent, with a visible and accessible contracts register and procurement calendar, robust management information, and clear tender processes and documentation, to ensure a positive and professional relationship between the council and its procurement partners, and confidence in our approach from the people of Leeds. 4.7 We will consult and engage with stakeholders throughout the procurement lifecycle, to ensure our procurements properly reflect need and opportunity, and take account of the wider context, including the council s plans and strategies, locality working and collaboration with others.
5 4.8 We will develop the procurement skills and capacity of our people, to ensure we deliver a world class service. 5 Who we will work with 5.1 The council s refreshed approach to procurement highlights the importance of engagement with elected members, staff, service users and providers throughout the procurement lifecycle. The supporting documents identified in appendix 1 include prompts and tools to support this, and take account of the developing approaches to civic enterprise and locality working. 5.2 Categories will be managed and procurements delivered through a team approach, combining the skills and capacities of directorate commissioners and service managers, with appropriate inputs from procurement, commercial, business and project management staff, alongside other specialists as appropriate. 5.3 The balance of inputs will be flexible to reflect different directorate s needs at different times, and will be proportionate to the value, risk and complexity of the specific category or procurement. 5.4 The council will maintain and continue to develop relationships with commissioning and procurement colleagues from other public bodies at a local, regional and national level, particularly to identify opportunities for collaborative procurement and lessons learned from elsewhere. This will include elements of joint commissioning and shared approaches where this improves outcomes and offers better value for money. 5.5 We will continue to develop relationships with organisations representing the private sector and the third sector, particularly to identify and resolve any continuing barriers to effective partnership working. 6 What we will achieve and how we will achieve it 6.1 In delivering the ambition we will seek to realise a range of benefits and will undertake a range of activities. We will seek improved outcomes, improved value for money and savings, improved governance and assurance, improved engagement and transparency, and improved support for the council s wider ambitions. 6.2 Value for money We will secure best value for money by planning ahead and understanding the required outcomes, the risks and benefits, and the
6 budget, market place, and cost drivers of our categories and procurements Through our budget processes we will set targets for cashable savings, on both a one-year and whole-life basis We will work with our providers to keep existing contracts under review, identifying opportunities for cashable savings and other efficiencies, and to ensure appropriate performance management of our contracts We will also seek non-cashable savings, or opportunities for cost avoidance, where we avoid or minimise a price increase, or where we receive more from a contract without an increase in cost. These savings are not usually cashable from a budget perspective, nevertheless they do improve value for money and are important in supporting the council s overall budget strategy and priority plans We will ensure that off-contract spend, where due to a variety of factors we place orders outside agreed contracts, never exceeds 2.5% of the value of all orders placed. We will also reduce our non-contract spend, where due to a variety of factors we place orders where there is no formally tendered contract in place, to ensure that by April 2016 this figure is reduced to 2.5% of the value of all orders placed In order to have a clear understanding of the council s procurement activity and performance, we will develop and maintain a suite of management information reports. This will help us to benchmark against others, to identify the most appropriate approaches for improving outcomes and savings in a particular category, and to identify and respond to key trends,. This information will include details of contracts awarded, waivers, savings, procurement calendar, off-contract spend, and supplier information. It will be made publically available wherever possible, except where the details are commercially confidential We will consider value for money throughout the procurement lifecycle, and will support resource allocation which is proportionate to the value, risk and complexity of the relevant issue or task. 6.3 Quality outcomes
7 6.3.1 We will secure positive outcomes from the goods, works and services that we procure by clearly identifying those outcomes and including appropriate provisions in improved tender, contract and contract management documents and processes We will undertake appropriate contract and procurement risk management and assurance throughout the procurement lifecycle, to ensure that desired outcomes are achieved, to reduce the probability and impact of challenge, and to ensure that the council is not exposed to unexpected costs or other unintended consequences from a procurement We will communicate, consult and engage as appropriate throughout the procurement lifecycle with all key stakeholders relevant to the category or procurement, including end users, providers and staff. Elected members will have an important role in this respect, as will alignment with developments in locality working We will consider equality and diversity as an integral element of each of our categories and procurements, in line with the council s wider policy on equality and diversity. 6.4 Wider ambitions We will improve the consistency and transparency of the council s requirements for added value from its procurement activity, by supporting clear consideration of the council s wider ambitions when undertaking procurements and including appropriate provisions in improved tender, contract and contract management documents. Supporting economic, social and environmental wellbeing includes, for example, requirements on employment and skills opportunities and other aspects of social value The council s procurement activities will support the council s values, particularly spending money wisely, but also working as a team for Leeds, being open, honest and trusted, working with communities, and treating people fairly This procurement strategy, and the supporting documents set out in appendix 1, is aligned with and supports other council policies including City Priority Plans; Best Council Plan; area and locality working; the concept of civic enterprise developed through the Commission on the Future of Local Government; the emerging best council blueprint reflecting smaller in size, bigger in influence ; current work to secure an enabling corporate centre; and enhanced regional
8 working. It also aligned with and supports other council procedures, particularly with respect to governance, risk management, community engagement, financial procedures and the council s approach to project management. 6.5 Providers of all sizes and from all sectors It is important that the council ensures that the best provider is identified for each contract, including small and medium sized enterprises (SMEs) and third sector providers This procurement strategy, and the supporting documents set out in appendix 1, reflects feedback received from representatives from the third sector and private sector, including SMEs. Where appropriate, consideration will be given to dividing procurements in to lots, supporting prompt payment of sub-contractors, and improved transparency in the council s procurement processes and procurement pipeline We will continue to work with these representatives to identify further options for improvement and will work with regional colleagues to streamline pre-qualification and tender processes and documentation. 6.6 Procurement professionals To deliver a world class procurement service requires appropriately skilled and experienced staff. We will support the training and development of our staff to maintain and raise standards across the profession. This will include informal coaching and training, and more formal training and professional qualification through CIPS (the professional body) and QA (the council s training provider) Procurement and commissioning staff across the council will also continue to share issues, lessons, best practice and innovations Each Directorate is accountable for the procurements that they need, to deliver the services and secure the outcomes that they are responsible for, including in some cases joint procurement with partners such as the health service and including in some cases procurement on behalf of other directorates, for example energy. The Directorate owns the preparation of the specification and the evaluation criteria, and takes all decisions in relation to the procurement including the proportion of the budget to be allocated to the contract, the decision to commence a procurement, and which organisation to award the contract to. The Directorate is then accountable for mobilising, managing, and exiting the contract.
9 6.6.4 The central procurement function will continue to develop as a centre of excellence and is accountable for providing a central source of expertise, advice and support, providing check and challenge as appropriate. At a more detailed level, the central procurement function will work with directorate colleagues through the use of category teams, to ensure consistency of approach and advice and to ensure that procurement staff have appropriate knowledge and experience in respect of the relevant category of spend. Each category team will include specialist staff with high levels of expertise who can provide support to directorates in developing strategic approaches and in delivering highly complex or sensitive procurements, in addition to staff who can support more straightforward procurements. The category teams will have access to specialist in-house commercial expertise (legal, financial and technical) The procurement function will act as a central source of management information for the council with respect to the council s procurement activity and performance, including spend analysis. It will be responsible for maintaining the council s electronic tender system, and for publishing a register of contracts awarded and a calendar of the council s planned procurement activities The central procurement function will continue to develop and maintain the council s Contracts Procedure Rules together with good practice documents and toolkits. It will facilitate cross-council discussions relating to procurement, particularly lessons learned, best practice and innovations, and will facilitate access to appropriate training. 6.7 Recognised nationally A strong national reputation can help the council and its partners to secure further funding and freedoms. The strategy and supporting documents has sought to capture best practice and once fully implemented should see Leeds once again at the forefront in public procurement In light of continued constraints in public funding a range of commercial responses are emerging to look at where contractual risks, and the cost of those risks, is best held, this includes alternative models of delivery and new forms of contracts and funding based on payment by results. The council s procurement strategy will continue to keep these areas under review and will provide advice and guidance on these matters The strategy is outward looking and uses information and intelligence to shape the approach to each category and to individual procurements.
10 6.7.4 The strategy, and the supporting documents listed at appendix 1, provides support to ensure compliance with the complex regulatory framework that public procurement is subject to. 7 Implementation 7.1 The sections above describe the ambition and proposed future shape of the council s procurement activity. There will be a period of transition from current practice to new practice. 7.2 Some of this transition has commenced through the pilot work to date, and it is anticipated that it may take up to two years to achieve a steady state in the council s new approach to procurement, to ensure that the improvements in planning and delivery are embedded in dayto-day working practices, and to ensure the council has the capacity and capability to deliver good procurement and be best in class. 7.3 There will be continued engagement with key stakeholders, and access to appropriate accredited training for relevant staff. 7.4 Independent audit and assurance will be sought to challenge and test on a sample basis both the system as a whole and compliance with it, in order to identify (and correct) any remaining weaknesses. 7.5 This procurement strategy, and the supporting documents identified in appendix 1, will be reviewed annually, to ensure lessons learned and feedback from stakeholders continues to be captured, and to ensure the documents reflect any changes in legislation, guidance and best practice. This will include changes to European Procurement Directives which are proposed to come into force in 2014 through amended UK Public Procurement Regulations. 7.6 The supporting documents identified in appendix 1 are recommended template documents which are intended to be used as tools to assist in developing and delivering category planning and procurements. Their use should be proportionate to the value, complexity and risk of the category or procurement being delivered. Where directorates already have equivalent documents in place, or where the council is undertaking a procurement jointly with other partners such as health, or where the procurement is subject to specific equivalent requirements from funders such as central government, the chief officer accountable for the procurement will take the decision whether to use those alternative documents or the council s recommended documents, or a combination.
11 8 Contacting us 8.1 If you would like to read more about the council s procurement activity, please visit our web-site with us 8.2 If you have any comments or queries, or suggestions for improvement, regarding procurement, please send an to 8.3 If you would like to tender for council contracts, please register at orm 8.4 For any other queries relating to our procurement activities, please telephone us on Change control 9.1 A draft of this document was published on the council s internet site alongside the 24 April 2013 Executive Board report. 9.2 This version updates the appendices and refreshes and adds to the definitions. 10 Appendices 10.1 Procurement documents guide 10.2 Whole council category map 10.3 Wider context and whole lifecycle diagram 10.4 Glossary
12 Procurement Documents Guide APPENDIX 1 Contracts Procedure Rules (the council s procurement rules for any stage in your procurement, including when you are not undertaking a competitive tender Planning Documents (tools to help you consider and record all key issues before you get underway) Category plan Communications and engagement plan Procurement scoping notes Procurement plan Contract management plan Annual review notes Exit plan End of contract report TUPE Union protocol Social Procurement Strategy (the council s procurement policy) Assurance Guide (a guide to help you navigate decision making, documents, consultation and quality assurance at any stage in your procurement) Delivery Documents (tools to help you consider and use appropriate tender and contract documents) Pre-qualification questionnaire (PQQ) Part 1 Tender instructions Part 2 Specification Part 3 Financials Part 4 Contract terms & conditions Tender evaluation guidance Tender evaluation methodology Tender evaluation scoresheet booklet Workshop Packs and Guidance (tools to help you look at some key policy areas at any stage in your procurement) Social Responsibility including community benefits, social value and social capital Ethical & fair-trade Employment & skills Health & wellbeing Equality & diversity Environment Environment Economic Third sector Small and Medium Enterprises (SMEs) Supported businesses Models of delivery Management Communications: stakeholders members involvement staff and trade unions providers Locality working Risk Lessons Benefits Options appraisal Market analysis Contract management Specification Templates and Memos (key templates and memos to be used on your procurement) Contract Award Memo Contract Extension Memo Waiver report template Attachments (tools to help you log and track key issues at any stage on your procurement) Benefits Log Lessons Log Risk Log Action Log Checklists Management Information contracts awarded, procurement calendar, waivers, savings, supplier information (local, SME, third sector, Internal Service Providers), on/off/non-contract spend
13 Whole Council Category Structure APPENDIX 2 Group Level 0 Category Level 1 Examples Category Level 2 Examples Category Level 3 Examples eg. Safeguarding, Specialist and Targeted eg. Children s Social Care eg. Residential Children and Young People eg. Learning, Skills and Universal eg. Young People and Skills eg. IAG eg. Brokerage eg. Advocacy eg. Sector Representation eg. Sector Support Adults and Health eg. Older People eg. Home Care eg. Carers eg. Advice, Info and Support eg. Healthcare services eg. Sexual Health eg. Homelessness eg. Homelessness eg. Sport, Leisure, Culture and Events eg. Sport eg. Sports Equipment eg. Events eg. Event Security Environment and Leisure eg. Environmental Health eg. Food Hygiene eg. Waste Management eg. Recycling eg. Street and Traffic Management eg. Wardens eg. Horticultural and Landscape eg. Grounds Maintenance eg. Open Spaces eg. Construction eg. Highways and Civil Engineering eg. Repairs and Maintenance Construction and Housing eg. Buildings eg. Construction eg. Housing Major Works eg. New Build Schools eg. Housing Repairs and Maintenance eg. Adaptations eg. Surveys, Design and Architecture eg. Architectural Design eg. Housing Management eg. Tenant Management FM and Transport eg. Bundled FM contracts eg. Cleaning eg. Cleaning Materials eg. Catering eg. Services eg. Corporate Catering eg. Utilities eg. Energy eg. Water eg. Property Maintenance eg. Services eg. Lifts eg. Materials eg. Timber eg. Security and Porterage eg. Transport eg. Fuels and Oils eg. Service User Transport Eg. Taxis Business and Professional eg. Professional Services eg. HR eg. CRB Checks eg. Legal eg. Consultancy eg. Finance eg. Technical eg. Communications eg. Marketing eg. Design and Print eg. Temp and Agency Staff eg. Temp and Agency Staff eg. Office Supplies and Services eg. Stationery eg. Furniture eg. Staff Travel and Accomodation eg. Staff Taxis eg. Hotels eg. ICT eg. Hardware/ Software eg. Telecommunications eg. Specialist and Consultancy eg. Disaster Recovery
14 Whole lifecycle and the wider strategic context APPENDIX 3 To achieve best outcomes and optimise value for money, the procurement function needs to be engaged across the whole lifecycle and be alert to the wider strategic context, to ensure that its engagement, support and added value align with the bigger picture and the long term: Locality Working Strategic Context Assess Need Analyse Options Prepare Procure Mobilise Manage Contract Exit Operational Commissioning Transforming Procurement Strategic Commissioning Co-production Collaboration
15 Glossary APPENDIX 4 Best Value overall value, including price and quality considerations and including economic, environmental and social value; the council s duty to make arrangements to secure continuous improvement in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness. Buying placing orders under relevant contracts, use of purchasing cards and purchase-to-pay systems, receipting, making payments and associated transactions. This is also sometimes called purchasing. Demand management challenging what the organisation buys through actions which review an activity to determine whether it meets needs and objectives and which questions the need to spend money in the first place. Category Plan strategic planning of the category, at a category or subcategory level, including review of the current position, constraints and opportunities, desired outcomes, options and actions. Category Management best practice approach to managing and organising procurement spend and resources; a structured framework of activities designed to deliver better procurement outcomes through a holistic approach which focuses on the interrelated needs of buyers and suppliers; managing buying activity by grouping together related goods, works and services across the council and mapping them onto the provider market, to improve quality, savings and efficiency across the council as a whole. Commissioning the entire cycle of assessing the needs of people in a local area, designing and putting into place goods, works and services to meet those needs, and monitoring and evaluating the outcomes. In a commissioning approach, the council seeks to secure the best outcomes for local communities by making use of all available resources, whether the resources are provided in-house, externally or through various forms of partnership. This activity continues throughout the whole lifecycle. Contract Management the tasks and activities which seek to ensure we receive what we have contracted to receive, at the price we contracted to receive it, taking account of agreed change and continuous improvement. Activity is focused from prior to the contract starting though to contract expiry and de-commissioning. It includes supplier relationship management and also ensures that we meet our obligations under the contract.
16 Contract Management Plan practical planning for the contract period for a single contract or group of similar contracts, including milestone dates, and escalation, communication and performance management arrangements. Exit Plan practical planning for the end of the contract period for a single contract or group of similar contracts, including milestone dates and hand-over activities. Goods things that we buy, such as pens and paper, or plants and seeds, or fruit and vegetables. Procurement the tasks and decisions which secure an external provider to provide what we want, at a price that we can afford. Activity is focused on the period from prior to advertising a tender to signing the contract. It includes both competitive tenders and circumstances where we negotiate with a single supplier. Procurement Plan practical planning of the procurement, or group of similar procurements, including approach, resourcing and timetable. Provider any organisation that provides goods, works or services to the council or on behalf of the council. Purchasing placing orders under relevant contracts, use of purchase-to-pay cards and systems, receipting, making payment, and associated transactions. Services services that we buy include specialist support for vulnerable children and adults, and also repairs and maintenance services, financial advice, designs and surveys for new building works. SME or Small and Medium Enterprises firms that employ 9 or fewer staff (micro), and firms that employ 50 or fewer staff (small), and firms that employ 250 or fewer staff (medium). Social Value the additional economic, social and environmental benefits that a contract achieves. Third Sector the group name for a range of organisations including community groups, charities, voluntary organisations, faith groups, social enterprises, community interest companies. Third sector organisations may be registered charities and may be registered companies. They include small, local groups and large multinational operations, and everything in between. Value for Money or VfM buying the right thing at the right price, taking account of price, quality, outcomes and whole life costs; the combination of
17 whole-life costs and benefits to meet the customer s requirement; the relationship between economy, efficiency and effectiveness. Whole lifecycle the whole cycle of assessing needs, analysing options, preparation, procurement, mobilisation, contract management and exit. Works construction works that we buy, including construction of new buildings, or extensions, and also creation and improvements to roads and bridges and open spaces.
Business Continuity Policy and Business Continuity Management System Summary: This policy sets out the structure for ensuring that the PCT has effective Business Continuity Plans in place in order to maintain
Knowledge Summary Outsourcing P&SM professionals should have the knowledge and skills required to manage the outsourcing process and to advise colleagues of the most appropriate solution to obtain best
Page 5 Agenda Item 5 Report to: The Adult Social Services and Health Committee Date: 20 th November 2012 Report of: The Strategic Director of Adult Social Services, Housing and Health Ward Location: All
Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a
Strategy 2014-2017 Strategy 2014-2017 Introduction The Brighton & Hove community is distinctive for its strong international flavour and vibrant diversity of cultures. The make-up of the local population,
MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT CONTENTS Foreword ------------------------------------------------------------------------ 3 Executive Summary ---------------------------------------------------------
CIPS takes the view that the outsourcing of services to specialist providers can often lead to better quality of services and increased value for money. Purchasing and supply management professionals should
Page 97 Agenda Item 7 Report to: Strategy and Resources Committee Date: 16 December 2013 Report of: Executive Head of Asset Planning, Management and Capital Delivery Ward Location: Not applicable Author
0 INTRODUCTION The development of the Merlin Standard has been progressed as a joint exercise between the Department for Work and Pensions (DWP) and its providers operating in the Welfare to Work (W2W)
Page 75 Agenda Item 10 Report to: Strategy and Resources Committee Date: 14 December 2015 Report title: Report from: Ward/Areas affected: Strategic Business Case for sharing HR services with Royal Borough
ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job
Procurement and contract management strategy Approved 2015 by Contents 1 Introduction...3 1.1 Purpose of procurement and contract management strategy 1.2 What is procurement? 1.3 What is contract management?
1. Introduction Background The National e-procurement Project (NePP) and Centre for Procurement Performance (CPP) are working to support and enable schools to meet their e- Government targets and to gain
Information Governance Management Framework Responsible Officer Author Business Planning & Resources Director Governance Manager Date effective from October 2015 Date last amended October 2015 Review date
MARCH 2012 Version 1.10 Strategic Risk Policy Update March 2012 v1.10.doc Document History Current Version Document Name Risk Management Policy Statement and Strategic Framework Last Updated By Alan Till
CONTRACTS STANDING ORDERS (CSOs) 2015 / 2016 CSO 2015-6 1 PART 3G Contracts Standing Orders 2015/16 Definitions Aggregation is the combining together of the total contract value from separate contracts
Asset Management Policy March 2014 In February 2011, we published our current Asset Management Policy. This is the first update incorporating further developments in our thinking on capacity planning and
Benefits realisation Gate 5 The State of Queensland (Queensland Treasury and Trade) 2013. First published by the Queensland Government, Department of Infrastructure and Planning, January 2010. The Queensland
Procurement and Contract Management Strategy 2013-2017 Title Owner Version 1 Distribution Procurement and Contract Management Strategy 2013 2017 Procurement and Performance Manager Corporate Issue date
Interserve and Sheffield Hallam University market research 2012 Page 2 www.commercial.interserve.com How are companies currently changing their facilities management delivery model...? we have a strategy
Standard 1 Governance for Safety and Quality in Health Service Organisations Safety and Quality Improvement Guide 1 1 1October 1 2012 ISBN: Print: 978-1-921983-27-6 Electronic: 978-1-921983-28-3 Suggested
How to do Business with the London Borough of Sutton February 2013 1 About this guide This guide has been developed to assist businesses wishing to sell their goods and services to the Borough. Contents
ROLE PROFILE Human Resources and Organisational Development Role Profile Job Title Head of Business and Technical Architecture Job No. (Office Use) F27 Grade (Office Use) Directorate Transformation and
REGISTERS OF SCOTLAND SUPPLIER GUIDE TO PROCUREMENT 1. PURPOSE The purpose of this Guide is to provide suppliers with information and guidance on Purchasing and the Procurement function at Registers of
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management
IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement
Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership
The Chair Cabinet State Sector Reform and Expenditure Control Committee Office of the Minister for Economic Development Procurement Functional Leadership Progress Report April 2015 to September 2015 Proposal
Competence Criteria for Associate (ACIBSE) FACTSHEET A21 The competence criteria for the Associate grade of CIBSE (ACIBSE) is directly aligned to the Competence Statements issued by the Engineering Council,
strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting
Delivering Customer Focused Outcomes and Value for Money through Commissioning and Procurement Procurement Strategy 2012-2015 V1.0 Please consider the environment if you need to print this document and
Procurement Leadership and Innovation Sustainable Commissioning and Procurement Strategy 2009-13 Foreword The launch of the Council s new Sustainable Commissioning and Procurement Strategy is a good opportunity
CORPORATE PROCUREMENT POLICY AND STRATEGY Revised: April 2011 Next review due: 2014 FOREWORD It is with great pleasure that I am able to provide a foreword for the Corporate Procurement Policy and Strategy.
MAKING YOUR ORGANISATION S INFORMATION ACCESSIBLE FOR ALL IMPLEMENTING THE GUIDELINES FOR ACCESSIBLE INFORMATION project has been funded with support from the European Union. publication reflects the views
Delivering progress towards meeting HMG targets on the SME growth agenda Action Plan Version 1.1 dated 16 th August 2013 Author: Robert Astall, Head of Commercial Profession and Capability Background The
Asset Management Enabling effective estates strategies Enabling effective estates strategies In these challenging times, we help our clients deliver strategies that contribute to the overall performance
Time for change in facilities management Interserve, Sheffield Hallam and i-fm facilities management research CONTENTS 01 02 03 04 About the facilities deal Outsourcing objectives The role of your brand
SUPC Procurement Shared Service (PSS) Procurement Maturity Study : INTERIM Sirius Test - JR SUPC Procurement Shared Service Judith Russell Assessment 2 Completed : November, 2014 DRAFT INTERIM REPORT CONTENTS
Do not remove this if sending to pagerunnerr Page Title The Transport Business Cases January 2013 1 Contents Introduction... 3 1. The Transport Business Case... 4 Phase One preparing the Strategic Business
MAYORAL RECOMMENDATION CITY STATUS - PUBLIC Cabinet Member: Councillor Paul Brant Deputy Mayor and Cabinet Member for Finance and Resources Date of submission: 5th October 2012 F&R/4 Director: Becky Hellard,
DNV Healthcare Safeguarding life, property and the environment DNV Healthcare Contact us More information about our organisation and the services we offer can be found at our website dnv.com/healthcare
Draft National Standards for Safer Better Healthcare Consultation Draft Document National Standards September 2010 for Safer Better Healthcare Consultation Document September 2010 About the Health Information
Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6 Candidate Pack 2 Introduction The Highways Agency is an Executive Agency of the Department for Transport, and
Information Commissioner s Office Information governance strategy 2014-16 Page 1 of 16 Contents 1.0 Executive summary 2.0 Introduction 3.0 ICO s corporate plan 2014-17 4.0 Regulatory environment 5.0 Scope
Brief 21 August 2011 Public Procurement Performance Measurement C O N T E N T S What is the rationale for measuring performance in public procurement? What are the benefits of effective performance management?
DATA LABEL: PUBLIC Appendix 2 West Lothian Council Community Benefits in Procurement Procedure Date: May 2013 CONTENTS 1. Introduction... 1 2. Community Benefits Commitment... 1 3. Identifying Potential
Department of Health PFU & PPP Forum Benchmarking and market testing in NHS PFI projects Code of Best Practice This Code of Best Practice provides guidance and advice on good practice to NHS Trusts, Project
Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council
Business Plan 2016-2017 March 2016 Contents Introduction... 3 About us... 5 Role of Registrar... 5 Objectives for 2016-17... 5 Work programme for 2016/17... 6 Activity 1 Continue to operate an accessible,
Committee and Date Audit Committee 26/06/14 Update on Programme Management Controls & Risks Responsible Officer George Candler Director of Commissioning e-mail: George.Candler@shropshire.gov.uk Tel: 01743
Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You
CITY OF LONDON PROCUREMENT STRATEGY MAY 2009 CONTEXT Definition Procurement is the process of acquiring goods, works and services, covering both acquisitions from third parties and from in house providers.
House of Commons Corporate Governance Framework What is Corporate Governance? 1. Good corporate governance is fundamental to any effective organisation and is the hallmark of any well-managed corporate
Research and information management strategy 2015-18 Using research and managing information to ensure delivery of the Commission s objectives 1 1. Introduction This strategy sets out a range of research
Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?
RDTL MINISTRY OF FINANCE Procurement Service BEST PRACTICE GUIDE 6: ESTABLISHING CONTRACTS 1 RDTL Procurement Guidelines The Procurement Legal Regime Decree Law sets out new procurement processes which
Service Management and ICT Monitoring and Reporting Advisory and Implementation Services G-Cloud Service 1 1. An overview of the G-Cloud Service Arcus can assist you with a review and advice on the effectiveness
JOB DESCRIPTION Job Title: Band: Hours: Location: Accountable to: Lead Manager for Workforce Planning & Resourcing 8a 37.5 per week Tatchbury Mount base and other Southern Health Sites as required Deputy
Procurement policy Working with our suppliers to support strategic growth Mission Statement The Procurement Department is the focal point for commercial relationships with Eversheds supply chains, ensuring
Case Study Best Practice Asset Management An example of an Activity Management Plan, published by the Working Group Case Study AMP 01-2014 The Working Group was established by the Road Efficiency Group
Business Continuity Management Policy Statement and Strategy November 2011 Title Business Continuity Management Policy & Strategy Date of Publication: Cabinet Council Published by Borough Council of King
Appendix 1 Option 1 Continue As Now Deliverability How Much Will It Cost: Over the 10 year period the conditions surveys indicate capital investment of 1.8m will be required to maintain the homes to their
CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment
Business Continuity Policy Summary: This policy sets out the structure for ensuring that the PCT has effective Business Continuity Plans in place in order to maintain its essential business functions during
1. Introduction Background The National e-procurement Project (NePP) and Centre for Procurement Performance (CPP) are working to support and enable schools to meet their e- Government targets and to gain
Scotland s public sector workforce Good practice guide Prepared by Audit Scotland March 2014 Contents Introduction... 4 Purpose of the guide... 4 What s in the guide?... 4 Part 1. Good practice in workforce
The Code of Good Impact Practice June 2013 Inspiring Impact The Code of Good Impact Practice has been developed through a sector-wide public consultation and the input of a working group of 17 organisations
Standard Operations Business Operations process forms the core of all our business activities SMS-GS-O1 Operations December 2014 v1.1 Serco Public Document Details Document Details erence SMS GS-O1: Operations
Guidelines on Environmental Management and Reporting for the Financial Services Sector A practical toolkit Environmental management and reporting involves identifying, understanding, controlling and communicating
Performance Management and Service Improvement Framework Author Marcus Evans, Operational Director - Performance and Customer Insight Date: September 2014 Contents Page 1. Introduction 3 2. Strategic ning
Informatics: The future An organisational summary DH INFORMATION READER BOX Policy HR/Workforce Management Planning/Performance Clinical Document Purpose Commissioner Development Provider Development Improvement
Overview Part A: Strategic assessment Part B1: Business case developing the business case Part B2: Business case procurement options Part B3: Business case funding and financing options Part C: Project
Embedding Digital Continuity in Information Management This guidance relates to: Stage 1: Plan for action Stage 2: Define your digital continuity requirements Stage 3: Assess and manage risks to digital