PROCUREMENT STRATEGY

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1 PROCUREMENT STRATEGY

2 Contents SECTION Page 1. INTRODUCTION 3 2. THE STRATEGY RATIONALE 3 3. STRATEGIC OUTCOMES 5 4. SUPPORTING CORE BUSINESS DELIVERY ENSURING EFFECTIVE PROCUREMENT Responsible procurement Sustainable procurement Environmental procurement Health & safety Equalities, diversities and fairness Market development and community benefits GOVERNANCE

3 1. Introduction The following Procurement Strategy sets out the desired outcomes for the next three years and reflects the shift from a totally devolved service prior to 2006 to the Centralised Procurement Operation outlined in the Designing Better Services Procurement business case. In addition to the work undertaken by the Corporate Procurement team, the continual development of procurement at Moray has also been shaped by the Designing Better Services (DBS) Programme. The DBS Programme is a major modernisation initiative with the aim of generating substantial efficiency savings and improving service delivery. The DBS Procurement Project has accelerated existing plans to improve efficiency and effectiveness in collaborative buying with other public sector bodies (Scotland Excel and Procurement Scotland) and changing the internal purchasing processes. 2. Strategy Rationale Our strategy is to improve continuously. The strategic approach for procurement has been developed to take account of several key business drivers; the contribution to the achievement of our organisational objectives, the successful delivery and achievement of the DBS Procurement Project outcomes and to continually improve our procurement capability. The Moray Council is subject to an annual national Procurement Capability Assessment (PCA) to test how far we have progressed and also to identify areas that require improvement. Key performance attainment benchmarks are embedded into the process: Contracts and collaboration Compliance Specifications and sourcing strategies Systems (e-procurement and information systems) Practices and processes Training Supplier management Performance measurement and benchmarking Each benchmark has been qualified by a series of outcome statements that we will deliver by the end of the three year strategy period. Implementation and delivery will be progressed through a Procurement Team Action Plan that will be developed for each of the nine areas for improvement. The Action Plan will be monitored and reviewed by the Chief Financial Officer - 3 -

4 at determined intervals with issues and risks escalated to the Payments Manager for appropriate remedial intervention and risk management. Strategic targets will be aligned to each financial year and will be reviewed annually to ensure that an efficiency focus is maintained year on year. The results will be reported annually and new targets set for the coming year

5 3. Strategic Outcomes THE MORAY COUNCIL AREA OF IMPROVEMENT (McClelland Attribute) Contracts and Collaboration STRATEGIC PLAN FOR PROCUREMENT STRATEGIC OUTCOME We influence the development of CAT A procurements by participating in the development, providing information on local requirements, departmental service drivers and from market forces. Each completed contract is assessed to ensure best value for Moray is achieved. This assessment involved a review of the impact on the local economy of award to a company out with Moray. We influence the development of CAT B procurements by participating in the development, providing information on local requirements, departmental service drivers and from market forces. Each completed contract is assessed to ensure best value for Moray is achieved. This assessment involved a review of the impact on the local economy of award to a company out with Moray. We develop CAT C + C1 contracts based on local requirements and market forces where appropriate, as an approach to eliminate disaggregation practises and to achieve greater efficiencies and we promote local collaboration where possible. We give consideration to and enter into cross sector local collaborations (Partnerships) where it is deemed beneficial to the achievement of our Single Outcome Agreement objectives and to achieve best value for Moray. We produce written guidance that will provide an aligned single operational standard and process for all externally sourced goods and services. We record and report on the impact of all contracts, including the efficiencies achieved - cash and non cash LINK TO PROCUREMENT CAPABILITY ASSESSMENT FRAMEWORK Section 1 Procurement Leadership and Governance. Section 4 Sourcing Strategies and Collaborative Procurement

6 AREA OF IMPROVEMENT (McClelland Attribute) Contracts and Collaboration (cont) Compliance STRATEGIC OUTCOME We participate in and share training and development information through the Scotland Excel Learning and Development Group and the Scottish Procurement Directorate People and Work Skills Group There is full buy-in from stakeholders to ensure commitment to compliance and there are efficient controls in place across the Council to ensure that regular review and monitoring processes provide an effective measure of positive outcomes. Goods are bought from Moray Council contracts, where they exist, to minimise off contract spend. Moray Council staff adhere to Moray Council procurement procedures, Scottish Regulations and where applicable EU Directives for all purchases made, ensuring that the percentage spend managed by effective procurement processes is high. The Supported Tender Process ensures that we manage spend, integrate strategic procurement activities, minimise the risk of challenge and guarantees achievement of best value where non authorised officers are involved in the procurement of goods and services. We implement retrospective monthly compliance monitoring of invoices / purchases. Results to be exception reported to the relevant department official / committee. The Central Processing Unit staff are effectively trained and have appropriate contract knowledge to enable spend to be managed by effective procurement processes. LINK TO PROCUREMENT CAPABILITY ASSESSMENT FRAMEWORK Section 2 Procurement Strategy and Objectives - 6 -

7 AREA OF IMPROVEMENT (McClelland Attribute) Specifications and Sourcing Strategies Systems e-procurement system and information systems STRATEGIC OBJECTIVE Sourcing strategies take account of supply market intelligence, end user Management Information and are clearly identified and documented through a Business Case that is approved by the relevant Budget Manager. No procurement activity will progress without a Business Case. Where appropriate, User Intelligence Groups pro-actively inform the development of all Specifications. All Procurements are covered by Outcome Based Performance Specifications to encourage suppliers to make a positive contribution to the design of the product/service. Specifications will take account of and include relevant and appropriate sustainable requirements. Specifications will take account of and include relevant and appropriate stock / storage requirements. Specifications will take account of and include relevant and appropriate key performance Indicators. All purchases with a value falling below the formal tender process value threshold are processed electronically using the Quick Quote process on the Public Contracts Scotland portal Electronic Tendering is used for all tenders and quotes. We prefer to contract with suppliers that trade electronically with us and can provide electronic product catalogues, preferably through our market place PLC The Contract Register is fully developed to provide a clear audit trail back to the initial procurement process. Standardised item coding and contract pricing is embedded in our e- procurement system. All of our orders are placed electronically and when possible invoices are received and paid electronically. Collaborative processes are managed and applied to all orders enabling a consolidated ordering process. Purchase Cards are only used where transactional necessity demands purchase card method of payment. LINK TO PROCUREMENT CAPABILITY ASSESSMENT FRAMEWORK Section 3 Specification of Goods and Services Section 4 Sourcing Strategies and Collaborative procurement Section 6 Purchasing Processes and Systems - 7 -

8 AREA OF IMPROVEMENT (McClelland Attribute) Systems e-procurement system and information systems (cont) Practices and Processes STRATEGIC OBJECTIVE Supplier Quality Audits and Vendor Rating management information is collected and stored electronically and available for review by the Corporate Procurement Team. Electronic Information Databases are managed and maintained to ensure current and accurate information. Corporate Procurement Team All internal procedures are documented and stored in a database that is accessible to all staff. Each procedure is used as a tool to direct on the job training activities. Two-way customer feedback on procurement process effectiveness is obtained following each Supported Tender Process conducted by the Corporate Procurement Team and is actioned to produce consistent improvement in the service delivered by the team. Procurement Procedures are documented and maintained annually as a minimum frequency in an easy to use format. All changes are clearly communicated via a certificate of understanding process. Departments The level of input from the Corporate Procurement Team is determined and agreed at the outset of a Supported Tender Process. An agreed and appropriate communication platform is used to disseminate good practise The Corporate Toolbox of guidance, templates and good practise is used to ensure actions are based on the most up to date information. Collaborative Contracts are assessed to prove best Value for Moray through a documented and structured process to provide objectivity and transparency. Departments recognise the roles and responsibilities determined by the Authorisation Policy and develop an appropriate annual Procurement Action Plan for their Department and commodity requirements that meets service needs and makes efficient use of their Authorised Procurer structure. LINK TO PROCUREMENT CAPABILITY ASSESSMENT FRAMEWORK Section 3 Specification of Goods and Services Section 4 Sourcing Strategies and Collaborative procurement Section 5 - Contract and Supplier Management Section 6 Purchasing Processes and Systems

9 AREA OF IMPROVEMENT (McClelland Attribute) Training Supplier Management STRATEGIC OBJECTIVE There are appropriately developed Training Modules, relevant in content to the requirements defined in the Authorisation Policy, for each level of procurer from level 1 to level 6. All staff involved in procurement activities, have participated in formal inhouse certificated training. All staff involved in procurement activities, have followed a self- assessment process to identify their training needs. A timetabled programme of annual training activities is published and communicated to all relevant staff. All Authorised and Qualified Procurers (Levels 3+4) maintain currency of knowledge through twice- yearly Updates. Current individual Training Records are held centrally by the Corporate Procurement Team for all staff involved in procurement activities. Lead Officers ensure that all contracts have a named Contract Manager who produces regular performance reports and an annual scorecard that is copied to the Corporate Procurement Team. Risk and Change Management processes are embedded into all contracts that have a value above 30K and are regularly reviewed. Exit strategy processes are embedded into all contracts that have a value above 30K Our Supplier Management process is compliant with the SPD policy notes and follows the Procurement Journey principles. The supplier database is managed and maintained to provide currency and accuracy of total supplier base. A Contract Register is managed and maintained to provide current and accurate contracted supplier information. Annual Contract Management monitoring updates (scorecards) are provided on request to the Corporate Procurement Team. Updates and progress reports for CAT A and CAT B contracts are regularly communicated to relevant Lead Officers. LINK TO PROCUREMENT CAPABILITY ASSESSMENT FRAMEWORK Section 7 People DBS Milestones Section 5 - Contract and Supplier Management - 9 -

10 AREA OF IMPROVEMENT (McClelland Attribute) Sustainable Procurement Performance Measurement and Benchmarking STRATEGIC OBJECTIVE All Procurers with authorisation levels 2, 3,and 4 have undertaken the specific in-house CSR Training Module. A progressive annual Sustainable Action Plan is communicated to all staff timetabling the implementation stages. We are self assessed at level 3 in all five areas of the flexible framework in the Scottish Sustainable Procurement Action Plan. Corporate Social Responsibility clauses are embedded in all of our contracts where relevant. Regular reports are provided to the Carbon Management Group / Greener Group (Community Planning Partnership Group) to support and promote the capture of positive PR. The Hub and internal payment / procurement data is used to benchmark supply market information in order to assist sourcing strategy decisions. Procurement savings are documented and reported to the Policy and Resources Committee on an annual basis. Performance Information is highly accessible and easy to interpret, remedial decisions are communicated and documented. Detailed Corporate Procurement Action Plan is developed by the Corporate procurement Team to implement and progress strategic objectives. Detailed Department Procurement Action Plan is developed by departments to implement and progress department objectives. The Action Plan are monitored annually and reported to the Chief Financial Officer. Achieved savings from CAT A and CAT B contracts are benchmarked against national and sectoral estimated savings profiles. BPI s are reported annually to P&R Committee. LINK TO PROCUREMENT CAPABILITY ASSESSMENT FRAMEWORK Section 4 Sourcing Strategies and Collaborative procurement Section 2 Procurement Strategy and Objectives Section 3 Specification of Goods and Services Section 4 Sourcing Strategies and Collaborative procurement Section 5 - Contract and Supplier Management Section 6 Purchasing Processes and Systems Section 7 - People Section 8 Performance Measurement

11 4. Supporting Core Business Delivery The strategy outcomes will be driven by a series of Procurement Objectives delivered through the action plan outlined in Section 2. The Corporate Procurement Team will implement actions that will prompt corresponding action by Departments. The Procurement Strategy aligns to all levels of council business objectives to support, influence and enhance outcomes. The hierarchy of the Council s business objectives are shown below giving clear visibility as to how the Procurement Strategy aligns with and supports the core business of the organisation. CORE BUSINESS DELIVERY STRUCTURE Single Outcome Agreement SOA (Partnership Business Objectives) Corporate Plan Objectives (Implementation Objectives) Designing Better Services Objectives DBS Procurement Project Objectives Department Business Objectives Corporate Procurement Objectives (Procurement Strategy) Department Procurement Objectives 5. Ensuring Effective Procurement Supporting these key objectives there are a number of important areas that will have to be taken into account when delivering on the strategic outcomes, namely: 5.1 Responsible procurement 5.2 Sustainable procurement 5.3 Environmental procurement

12 5.4 Health & safety 5.5 Equalities, diversities and fairness 5.6 Market development and community benefits 5.1 Responsible Procurement The Moray Council recognises that its activities have an impact on the community in which we work and live. We acknowledge our corporate social responsibility and will take account of the economic, social and environmental impacts by operating in a way that maximises the benefits and minimises the downsides for all stakeholders. Our actions will, as a minimum, comply with legal requirements, to achieve both value for Moray and address the interests of wider communities And will aim to deliver clear benefits for the population of Moray. 5.2 Sustainable Procurement Residents of Moray have a right to expect that their money be spent both wisely and fairly. It is The Moray Council s policy that value for Moray through competition should be at the heart of public procurement. When we buy goods and services we aim to do so in a way that minimises impact on the environment. Our aspiration is that our suppliers share our commitment to continuous environmental improvement. However in aiming for value for Moray we must also ensure that our procurement practices are sustainable and that we take into consideration: Delivering community benefit Embracing ethical sourcing practices Enabling employee development and advancement through training Promote fair employment practices, including encouraging ethnic workforce diversity Promote workforce welfare Provide for disabled workers where possible Understand and address corporate social responsibility The environmental impact of purchasing decisions Full lifecycle costs, including disposal, must be taken into account We will look to conserve resources Reduce waste Phase out ozone depleting substances Ensure that any products derived from wildlife are from sustainable sources Encourage manufacturers to provide environmentally friendly products Reduction of CO2 emissions The Scottish Government have produced a Sustainable Procurement Action Plan for Scotland and all public sector bodies are expected to take the necessary actions to achieve the objectives detailed in the Plan. The

13 1 Procurement Improvement Programme has taken this Plan one step further and produced a self assessment tool that public sector bodies can assess themselves against. We have used that tool as a basis to develop the Council s Sustainable Procurement Strategy Action Plan. 5.3 Environmental Procurement. The Moray Council s procurement policy places focus on the consideration of the environmental impact of purchasing decisions to minimise adverse impacts through buying products, wherever possible, which have least impact on the environment. Full lifecycle costs, including disposal, must be taken into account and the choice should favour the option which minimises any adverse environmental effect. In addition, Procurers will also encourage suppliers to minimise any adverse environmental effects of their activities. We will ensure that we; Conserve resources Reduce waste Phase out ozone depleting substances Ensure that any products derived from wildlife are from sustainable sources Encourage manufacturers to provide environmentally friendly products Initiating environmental impact assessments 5.4 Health and Safety The Moray Council is committed to ensuring effective health and safety management and performance throughout all Council Services and undertakings, and requires that health and safety matters be given appropriate consideration with equal status to other Service demands. The Council recognises its responsibilities for the health, safety and welfare at work of employees, and the health and safety of others who may be affected by the Council's work activities. In line with the council s Health and Safety policy, all goods and services should be procured with the health, safety and welfare of any staff, contractor s employees, clients, volunteers and members of the public who may be affected in mind. All procurement must ensure that Health &Safety impact is considered (risk assessment), that we minimise Health & Safety impact through buying products and services that reduce risks to the lowest level, and that as a minimum, goods and services meet legal requirements. The Moray Council expects its business partners to comply with all relevant and appropriate legislation. 1 Procurement Improvement programme - a series of national initiatives developed by Local Authorities (via Scotland Excel) in response to the results from the Procurement Capability Assessment

14 5.5 Equality, Diversity and Fairness The Moray Council is committed to review services and policies to remove any discrimination and to ensure that we fulfil our duties in relation to diversity. Procurement processes will reflect this commitment by encouraging relationships with contractors and service providers who are as equally committed to diversity. We recognise that social inclusion and promoting equality of opportunity and good relations between different groups can only be achieved by incorporating equalities into our procurement process. Ethical standards are an important part of this equation and we aim to award business solely on merit and without favouritism. We will ensure that we buy all of our goods and services through open and fair competition by maximising our options for purchasing from a diverse and competitive range of suppliers including minority businesses, voluntary and community sector groups, small firms and social enterprises. Use of the national website, to advertise all forthcoming tenders will ensure that we maintain these standards. A Procurement Equalities Assessment has been carried out and a policy produced that will achieve the following outcomes: ensure regulation and legislation compliance, support and guide the procurement function on rules, sustainability, equalities, value for money, Supplier management/ technical systems support & development, communication, authorise procurement spend ensuring budget availability administer the published procedures. We will take into account, within our tender evaluation and contracting processes, a potential contractor s approach to equalities in terms of its employment practices and service delivery, which will also be monitored and managed during the life of each contract

15 5.6 Market Development and Community Benefits. The Scottish Government leads and promotes local authority /sectoral collaboration and e-procurement. Moray Council endeavours to act responsibly when complying with government expectations and will make every effort to fully inform national and regional Framework Agreement User Intelligence Groups to ensure a fair and competitive representation of the local businesses of Moray. Moray Council is committed to helping small and medium sized enterprises better compete for public sector contracts. We recognise that we can make a significant contribution to sustainable economic growth by reducing barriers to public contracts and making it easier to do business. Where applicable supply chain aspects will be reviewed to ensure that the local economy and social benefits are derived from the council s considerable buying power. We will embrace guidance offered by the Highlands and Islands Enterprise Small Business Unit, the Moray Chamber of Commerce and the Moray Business Gateway to facilitate supplier development activities, encourage diversity and promote innovation. We maintain regular contact with local organisations such as Moray Small Business Club and Moray and Keith branch of the Federation of Small Businesses. 6. Governance Procurement governance for the Moray Council is determined by the Council s Standing orders, Financial Regulations and Procurement procedures. Ultimately the Chief Executive is responsible for all procurement carried out within the Council but through the Chief Financial Officer he has delegated this responsibility to the Payments Manager and ultimately to authorised and qualified procurers. Full details of the training, roles and responsibilities for all officers involved the procurement process can be found in the Procurement Procedures. Progress against this Strategy and proposals for the coming year s targets will be reported annually to Policy & Resources Committee

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