1 PROCUREMENT STRATEGY
2 Contents Foreword...1 Executive Summary...2 Background Contributing to Council Strategy & Policy Supporting Economic Development & Regeneration Delivering Smarter Procurement Collaborating to Maximise Benefits Next steps Key Actions Foreword Rhondda Cynon Taf Council recognise that efficient and effective procurement is essential to the delivery of our key services. This strategy outlines our priorities for and shows how procurement will contribute to achieving the aims set out in the Council s Community Plan and strategic outcomes. Rhondda Cynon Taf Council spends over 178m per annum on goods, works and services provided by external organisations, and we have a duty to make sure this spending represents value for money, and at the same time, deliver maximum economic regeneration and employment benefits. The Council also want to ensure that community and service users are consulted and involved in the design or redesign of services through our tenders. This strategy brings together the principles of the Welsh National Procurement Policy Statement, the recommendations of the McClelland report, the Council Commissioning Strategy and the Construction Procurement Strategy in the context of local priorities. The strategy covers four strategic themes and focuses on our priorities of: Delivering the Council s Community and Improvement priorities; Economic regeneration through procurement; Collaboration with internal and external partners; Our internal effectiveness and governance; End to End Electronic Procurement; and Implementation of the principles of the Welsh Public Procurement Policy. Having a strategy does not, by itself, lead to effective procurement. It is the commitment of senior management and Council-wide use of the strategy and commitment to its aims by our supply chains which are important elements in its success. As the Executive Member with responsibility for procurement, I recognise that procurement is at the heart of our aims and that Members and Officers are committed to delivering the strategy. Foreword by Cabinet Member for Procurement. 1
3 Executive Summary The aim of this procurement strategy is to set a clear framework for procurement throughout the Council, which reflects the Council s Community Strategy Vision and improvement priorities. The procurement strategy is also a means through which economic development and regeneration opportunities can be realised, by encouraging local businesses to trade with the Council and maximising employment and training opportunities to the benefit of the local economy. This procurement strategy has been set during a period of financial restraint, with many challenges facing local government. Reduced public spending, an ageing population, rising public expectations and other social changes all increase the demand for services, with high expectations placed on what procurement can deliver. Efficient, effective and innovative procurement will allow the Council to realise savings opportunities, enhance goods and services provision, drive standard and streamlined processes, remove wasteful practices, help provide best value, develop strong and vibrant supply chains as well as the ability to secure wider social, economic and environmental benefits for the County Borough. Delivery of this strategy will require strong corporate leadership and commitment at all levels throughout the Council and with our stakeholders to help ensure good procurement practice is applied consistently throughout Rhondda Cynon Taf. Background Rhondda Cynon Taf spends more than 178m per annum on supplies, services and works with over 2,000 suppliers. Within this supply chain, the Council is required to demonstrate that value for money has been obtained, ensuring that the best possible services have been procured on the most economically advantageous terms and in a way that ensures fullest accountability and compliance with all relevant legislation. Our track record Rhondda Cynon Taf has been at the forefront of public procurement in the delivery of its practices and processes, and has developed procurement expertise by employing best practice techniques and developing flexible, innovative and collaborative approaches to procurement. Supporting local businesses: We continue to support local businesses to develop and grow by providing access to contracts % of our spend (12/13 data) is with local suppliers. Small and Medium Enterprises (SMEs) development: We continue to promote supply chain opportunities and encourage SMEs trading within the County Borough and the South East Wales region to compete and access our contracts % of our overall spend is with SMEs and 73.41% of this spend with Welsh SME suppliers. Economic development: We are a recognised leader in the use of Community Benefits clauses, helping to support the Council s regeneration and economic objectives. This approach has also helped to bring about employment opportunities for local people, with 48 people employed or trained during 11/12 and 12/13 as a result of the implementation of community benefits into major Council contracts. Collaboration: We continue to take the lead on managing and coordinating major collaborative projects on behalf of our collaborative partners and local authorities in Wales. We currently manage a contract portfolio with an estimated value of 1.28bn. Process re-engineering: We continue to implement, support and develop a range of electronic procurement technologies and other techniques to support and streamline the Council s purchasing and procurement activities, assisting our internal Stakeholders and the Council s supply chain to trade in an efficient and effective manner. Supporting Small and Medium Enterprises (SMEs) Case Study Electronic Auctions Integrated Transport Unit During 2011/12, we successfully implemented an E-Auctions facility to enhance the bidding process for transportation contracts. This enhancement - via the Alito System - delivered contract savings for the Council, along with benefits for SMEs involved in this contract area; such as a quick and easy registration process and the development of a simple online bidding experience, allowing suppliers to interact using their desktop PC, smartphone or tablet device. PROCUREMENT STRATEGY Rhondda Cynon Taf County Borough Council 2
4 3 1. Contributing to Council Strategy & Policy The long term vision for Rhondda Cynon Taf is set out in the Community Strategy, titled Promoting Achievement, Tackling Disadvantage. The strategy details some of the things that the Council and its partners will do over the 10 year period to improve the quality of life for residents in the County Borough. It sets out five core improvement themes: Safer Communities Children and Young People Healthier Adults and Communities Environment and Housing Economic Regeneration and Transport Procurement makes an important contribution to the implementation of the Community Plan and Strategy. An effective procurement strategy will help ensure the delivery of the Council s Community and Improvement Priorities by: Focussing on delivering value for money for the Council and delivering efficiency savings through procurement, helping to drive down cost whilst improving the quality of service provision to the residents of RCT; Helping to shape the delivery of services to meet the needs of residents, customers and communities through the use of efficient, effective and innovative procurement techniques; Developing strong and vibrant supply chains which will secure wider social, economic and environmental benefits for the County Borough; Implementing efficient, controlled and streamlined procurement systems and processes to remove wasteful practices and, Providing a strategic and holistic approach to all avenues of Council expenditure and shaping supply markets to ensure resources are committed cost effectively to meet the Council s current and future requirements. The Corporate Procurement Unit has an important role in the delivery of the Council s Improvement Priorities and Outcome Agreement Themes, including: Medium Term Service Planning a financially sound and efficient Council: Supporting the delivery of the Council s Outcome Agreements: Public Services are Efficient & Provide Value for Money. A Strong & Prosperous Economy Helps Reduce Poverty. Achieving efficiencies across the Council s external spend. A Top Quality Education for All Assisting in the delivery of the transformational 21st Century new school provision in the County Borough. A Cleaner, Greener County Borough The use of Sustainable Procurement criteria in all contracts, including the use of Site Waste Management Plans to help minimise wastage in projects and waste sent to landfill; ensuring use of recycled products (where practical) and the extended use of contractual clauses that benefit our communities. Keeping all children and young people safe and improving the life chances of vulnerable children Developing new procurement models and procurement strategies to deliver better quality services for looked after children and enhancing value for money. Supporting adults and older people to live independently Working in partnership with commissioners to improve external provision for supported adults through our contractual arrangements. Regenerating our Communities Providing procurement support for the regeneration of key town centres. The inclusion of social clauses for the employment of the long term unemployed and ensuring tier 1 suppliers source subcontractors and suppliers locally. Key Action Develop procurement processes that continue to support the delivery of the Council s Community and Improvement Priorities, ensuring value for money and quality service provision for the residents and citizens of RCT.
5 2. Supporting Economic Development & Regeneration A Core Improvement Theme of the Council s Community Strategy relates to Economic Regeneration and Transport, with a key priority for improvement identified as Regenerating our communities. The Corporate Procurement Unit has an importing role in meeting these priorities by: Working with our partners in the Council s Regeneration Directorate to develop and enhance opportunities for economic development; Enabling local businesses to access contracts; Providing procurement support for major regeneration projects within the County Borough; and Creating employment opportunities for local people through the use of Community Benefits clauses in our contracts. This approach also supports the Welsh Government priority to maximise economic growth. Economic, Social and Environmental Impact, Community Benefits and Open, accessible competition are all key principles identified in the Wales Procurement Policy Statement, which sets out the procurement practices and the specific actions required of every public sector organisation in Wales these key principles are discussed further at section 4.3 ( Welsh Public Procurement Policy ). 2.1 Community Benefits and the Corporate Procurement Unit The Policy Principles highlighted above are all key areas of procurement activity already widely embedded into our processes and practices. We continually ensure that we employ effective sourcing strategies in tender processes and ensure that these are inclusive of environmental, sustainability and Community Benefits considerations to help realise the economic, social and environmental benefits from our procurement activities. Community Benefit clauses are widely used to bring about employment opportunities and ensure the use of local supply chains where practicable. The Corporate Procurement Unit is already recognised as a leader in this area and we continue to effectively use Community Benefits clauses to support the Council s regeneration and economic objectives. However, we recognise that this is a key area of priority and one which we will need to monitor, develop and adapt to ensure our approaches to procurement continue to contribute and support the delivery of wider social and economic benefits for our communities. Key Actions Ensure regular monitoring and reporting of the impact and benefits achieved from procurement activities that support the delivery of economic development. Enhance procurement processes to support economic growth and the delivery of community benefits. Community Benefits Case Study Project Name: Church Village Bypass (opened in September 2010) A 90m project to provide traffic relief to the heavily congested A473 which passes through the communities of Church Village, Ton-teg and Llantwit Fardre. What this project delivered: 37m of savings through use of innovative value engineering techniques. 73 jobs created for long term economically inactive people employed from the locality. Over 75% of subcontractors and material orders awarded to local companies in South Wales. The establishment of a Business Club and an SME friendly charter to provide expert support to enhance the performance and long term financial viability of SME s. A 3m pedestrian and cycle route linking communities via a safe, sustainable alternative form of transport. The project helped to support over 50 local initiatives with over 20k of funding. Supported school and college initiatives, including the employment of 4 engineers undertaking Civil Engineering courses and week long work shadowing positions provided to 20 construction orientated pupils. Over 10,000 children benefited from safety talks, site visits and construction based school initiatives. Sustainability maximum use of recyclable content in materials (bypass constructed of over 70% recycled aggregate sourced from local suppliers); all site waste re-used in the construction and over 99% of waste generated was diverted from landfill. Key Action Develop and implement effective sourcing strategies that will have a positive impact on the economy and residents of RCT. PROCUREMENT STRATEGY Rhondda Cynon Taf County Borough Council 4
6 3. Delivering Smarter Procurement 3.1 Council Expenditure & Category Management Implementation of a Category Management approach means that the Council manages its buying activities by grouping together related products and services across the whole of the Council to maximise improvements and deliver efficiency opportunities through procurement across all areas of Council spend. There are 31 categories of spend and these are grouped together into 3 overarching categories, each managed by Category Teams - as highlighted below: Figure 1: Category Management areas & Proclass spend categories 11/12 *Includes Utilities spend category ( 9m) Overall Spend 178m (31 categories)* In delivering the Category Management approach, we will need to: Develop strong strategic relationships with both our internal and external stakeholders, ensuring we effectively contribute to their procurement needs and overall Council strategy; Support the Council wide Business Planning process at an early stage of engagement by ensuring we utilise the management information and market intelligence developed from the Category Management techniques applied to effectively contribute to the business needs of the Council; Effectively communicate meaningful and robust information to our internal stakeholders for all categories of spend to help provide strategic direction and help inform decision making; Develop and implement policies and procedures which support the delivery of category management based solutions and which ensure compliance with procurement best practice and legal requirements; Develop and implement category management plans and strategies which deliver effective results. Construction & Environmental People & Staff Services Business Services 6 Subcategories 6 Subcategories 18 Subcategories These categories and all areas of Council expenditure must be managed effectively to ensure the Council is getting the best deal and value for money for the goods, services and works we procure. The Category Management approach presents many opportunities to deliver cashable and non cashable efficiencies for the Council. We aim to use this approach and the various category management techniques to strategically analyse and identify opportunities for delivering efficiencies through effective and innovative procurement, which we will apply to all categories of spend to deliver cost savings and business improvements. Key Actions Develop and enhance Category Management to effectively manage, coordinate and organise procurement activities and spend across the Council. 5 Work with our internal and external partners to develop a strategic approach to procurement and commissioning across all areas of Council expenditure.
7 3.2 Commissioning & Procurement The Council has adopted a commissioning and procurement approach. Commissioning Commissioning is the strategic activity of assessing needs, resources and current services, to develop a strategy to make best use of available resources to meet assessed needs and desired outcomes. Commissioning is the informed design of what we want to deliver as our core business in meeting the Council s priority outcomes and objectives. It is citizen focused, with emphasis on delivering outcomes and meeting the needs of citizens the customer is the citizen. Procurement Procurement is the process of acquiring goods, works and services, covering acquisition from both third parties and in-house providers. The process spans the whole life cycle from identification of needs, through to the end of a works or services contract or the end of the useful life of an asset. It involves options appraisal and the critical make or buy decision. Procurement ensures value for money is sought in how commissioning plans are delivered. Procurement is supply market facing - the customer is internal within the Council. Commissioning and procurement provide the mechanisms which enable local authorities to use their resources and influence to shape the development of services. It is therefore vitally important that commissioners across the Council and the Corporate Procurement Unit continue to work in partnership, drawing upon each other s expertise to help design and deliver services that are citizen centred, needs based and outcome led. The Corporate Procurement Unit will continue to work closely with its commissioning colleagues (including other collaborative partners such as the NHS, Local Health Board, independent, voluntary and third sector organisations etc), to develop an effective approach to commissioning that will add value and impact positively on services delivered. Key Action Work with our commissioning partners to ensure specifications for contracted services are citizen centred, are flexible and responsive to needs of individuals. PROCUREMENT STRATEGY Rhondda Cynon Taf County Borough Council 6
8 3.3 E-Procurement The Welsh Public Procurement Policy and McClelland report identifies the use of e procurement tools as a key enabler to support the drive for efficiencies and savings through the procurement process. There is focussed attention on the need for organisations to embrace these e procurement technologies where they have previously not been implemented and for those where they currently exist - to further enhance the use of such technology. RCT currently utilises a number of e solutions (e.g. Purchase2Pay Solutions, Purchasing Cards, Strategic Procurement Systems) as part of internal and shared external initiatives, including elements of the Welsh Government eps toolkit (e Procurement Service a toolkit of e procurement solutions). This initiative aims to enhance electronic procurement services and the overall e procurement infrastructure across Public Sector Organisations within Wales. It is essential that we continue to engage and implement these developing e procurement solutions and monitor future developments in this area to ensure: E procurement solutions continue to provide an effective and efficient means of transforming the way that the authority manages its supplier relations and transactional arrangements. E procurement solutions already embedded within the Council s financial infrastructure continue to add value and continue to support all procurement activities operating throughout the Council. Any potential impact of a move to shared e procurement working platforms or common systems (via collaborative initiatives) are Simplified assessed to ensure no adverse affect on current procurement Standard Processes operational policy and procedure. procurement processes should be open and transparent and based on standard approaches and use of common systems that appropriately minimise complexity, cost, timescales and requirements for suppliers. Principle 6, Wales Procurement Policy (December 2012) Manual procurement processes (tendering, requisitions, purchase orders, invoices) cost money and take staff time away from front-line services. Organisations that have invested in technology as exemplified by best practice are better equipped for standardisation, collaboration and access intelligent management information. They also operate leaner and smarter procurement activity. Buying Smarter in Tougher Times Report (February 2011) Key Actions Continue to develop, enhance and invest in e-procurement technologies to support all areas of procurement activity. Work with our internal and external stakeholders, ensuring they have the appropriate tools to support efficient and effective procurement and contract management. Maximise the use of e-procurement systems and technologies to streamline purchasing and sourcing activities whilst ensuring consistent and coherent procurement approaches are embedded across the Council. Raise the profile of e-procurement technologies throughout the Council and communicate the benefits that these tools can bring to drive efficiencies. 7
9 4. Collaborating to Maximise Benefits 4.1 Collaboration The Council is an active member of various collaborative procurement groups, including the Welsh Purchasing Consortium (WPC), the All Wales framework contracts managed by Value Wales, Government Procurement Service (GPS) and other members of the Welsh Public Sector. The Unit plays a lead role in managing and coordinating many of these collaborative arrangements and is seen as a professional leader across the public sector in Wales. Collaboration has been identified as a key principle for delivery within the Wales Procurement Policy, placing an expectation on all Local Authorities to address common areas of spend collectively. A collaborative approach helps to ensure: We achieve greater leverage of common areas of spend to drive greater efficiencies. We reduce duplication between buying consortia. We achieve value for money benefits for RCT Council when buying common goods and services. Maximising efficiencies through collaboration remains a key priority for the Corporate Procurement Unit and we will continue to develop and enhance our collaborative processes and techniques to ensure we achieve the optimum efficiencies and benefits that effective collaboration can bring. Key Actions Collaborate with our internal and external partners to ensure the Council benefits from greater economies of scale to drive greater efficiencies. Maximise efficiencies through the delivery of effective collaborative sourcing processes and techniques that contribute positively to Council priorities and objectives. Work with our construction partners to meet the commitments and requirements set out in the Construction Commitment Charter for Wales. Promote and establish a culture of collaboration in all areas of procurement activity. PROCUREMENT STRATEGY Rhondda Cynon Taf County Borough Council 8
10 4.3 Welsh Public Procurement Policy During December 2012, Jane Hutt AM (Minister for Finance and Leader of the House) announced a Wales Procurement Policy Statement. This Policy sets out the principles against which the Welsh Public Sector, namely Local Authorities, the NHS, Education, Fire and Rescue and Welsh Government Sponsored Bodies should carry out procurement and the expectations for the way that they will do so. The 9 Principles of Welsh Public Procurement Policy are detailed below: Table 1: Principles of Welsh Public Procurement Policy Policy Principle Key Actions Ensure the adoption of Welsh Procurement Policy principles into all areas of procurement activity. Implement the Welsh Procurement Fitness Checks programme to continually assess, challenge and improve procurement services within the Council. Develop and enhance procurement systems and processes that support the delivery of the Welsh Procurement Policy and procurement best practice. 1. Strategic - Procurement should be recognised and managed as a strategic corporate function that organises and understands expenditure; influencing early planning and service design and involved in decision making to support delivery of overarching objectives. 4. Community Benefits - Delivery of added value through Community Benefits policy must be an integral consideration in procurement. 7. Collaboration - Areas of common expenditure should be addressed collectively using standardised approaches and specifications to reduce to reduce duplication, to get the best response from the market, to embed best practice; and to share resources and expertise. 2. Professionally resourced - Procurement expenditure should be subject to an appropriate level of professional involvement and influence, adopting the initial benchmark of a minimum of one procurement professional per 10m of expenditure. 5. Open, Accessible Competition - Public bodies should adopt risk based, proportionate approaches to procurement to ensure that contract opportunities are open to all and smaller, local suppliers are not precluded from winning contracts individually, as consortia, or through roles within the supply chain. 8. Supplier Engagement and Innovation - Dialogue with suppliers should be improved to help get the best from the market place, to inform and educate suppliers, and to deliver optimum value for money. 3. Economic, Social and Environmental Impact - Value for money should be considered as the optimum combination of whole-of-life costs in terms of not only generating efficiency savings and good quality outcomes for the organisation, but also benefit to society and the economy, whilst minimising damage to the environment. 6. Simplified Standard Processes Procurement processes should be open and transparent and based on standard approaches and use of common systems that appropriately minimise complexity, cost, timescales and requirement for suppliers. 9. Measurement and Impact - In accordance with good management practice, procurement performance and outcomes should be monitored to support continuous improvement, and examples of good and poor practice openly shared. The Corporate Procurement Unit acknowledges and supports delivery of this Policy and recognises that good procurement can help drive efficiencies and generate local benefits. We also understand both the challenges and opportunities we face in attempting to meet these new objectives, which will require the adoption and implementation of new operating models, use of e-procurement technologies and a cohesive approach to procurement. 9
11 4.4 National Procurement Service During March 2013, the Local Government Minister Carl Sargeant and Finance Minister Jane Hutt announced the establishment of a new National Procurement Service for Wales (NPS), with the aim of generating 25m of savings per year across the public sector and creating new opportunities for Welsh businesses. Hosted within the Welsh Government, the new service will be used to set up and manage contracts for common and repetitive spend across the public sector in Wales and will also be responsible for developing local supply chains to ensure Welsh businesses benefit from public sector spend. The NPS will follow best practice set out in the Wales Procurement Policy. Rhondda Cynon Taf CBC has confirmed its intention to use the NPS for a period of 5 years, embracing an agreed management information approach and fully committing to using contracts created by the Service. The NPS will follow best practice set out in the Wales Procurement Policy; with a remit to gradually take over areas of Common and Repetitive Procurement Spend. We recognise that the creation of the NPS will bring new challenges to the way we operate as a procurement function and that changes to existing structures may be required. As such, we will need to ensure that we incorporate future NPS developments into our own strategy and Category Plans, developing and revising appropriate responses to help ensure we secure maximum benefits from this collaborative approach for RCT Council as they emerge. Key Actions Maximise use of and participation in collaborative initiatives to drive greater efficiencies and value for money for the Council. Monitor impact of NPS initiatives on the delivery of procurement services within RCT and in contributing to the achievement of collaborative efficiencies. The common and repetitive categories of spend to be managed by the NPS account for approximately 15% of our current non external pay expenditure. Participation in the NPS will allow the Council to: Derive value for money benefits in the medium to long term by maximising the aggregated value of the all Wales spend. Redirect procurement effort and resources to the remaining 85% of expenditure to maximise local benefits and deliver other cashable and non cashable savings for the Council. PROCUREMENT STRATEGY Rhondda Cynon Taf County Borough Council 10
12 5. Next Steps Key Actions The following section summarises the key actions identified throughout this strategy. The Corporate Procurement Unit will measure the impact and implementation of these actions which aim to ensure good procurement practice is applied consistently and coherently throughout the Council, whilst also ensuring effective commissioning and procurement practices are adopted to support the delivery of Council objectives and priorities. Table 2: Key Actions Strategic Theme Strategic Area Key Action(s) 11 Contributing to Council Strategy & Policy Supporting Economic Development & Regeneration Delivering Smarter Procurement Collaborating to Maximise Benefits Supporting Council Objectives & Priorities Economic Regeneration through Procurement Category Management Commissioning & Procurement E-Procurement Collaboration Welsh Public Procurement Policy National Procurement Service Develop procurement processes that continue to support the delivery of the Council s Community and Improvement Priorities, ensuring value for money and quality service provision for the residents and citizens of RCT. Develop and implement effective sourcing strategies that will have a positive impact on the economy and residents of RCT. Enhance procurement processes to support economic growth and the delivery community benefits. Ensure regular monitoring and reporting of the impact and benefits achieved from procurement activities that support the delivery of economic development. Develop and enhance Category Management to effectively manage, coordinate and organise procurement activities and spend across the Council. Work with our internal and external partners to develop a strategic approach to procurement and commissioning across all areas of Council expenditure. Work with our commissioning partners to ensure specifications for contracted services are citizen centred, are flexible and responsive to needs of individuals. Continue to develop, enhance and invest in e-procurement technologies to support all areas of procurement activity. Work with our internal and external stakeholders, ensuring they have the appropriate tools to support efficient and effective procurement and contract management. Maximise the use of e-procurement systems and technologies to streamline purchasing and sourcing activities whilst ensuring consistent and coherent procurement approaches are embedded across the Council. Raise the profile of e-procurement technologies throughout the Council and communicate the benefits that these tools can bring to drive efficiencies. Maximise efficiencies through the delivery of effective collaborative sourcing processes and techniques that contribute positively to Council priorities and objectives. Collaborate with our internal and external partners to ensure the Council benefits from greater economies of scale to drive greater efficiencies. Promote and establish a culture of collaboration in all areas of procurement activity. Work with our construction partners to meet the commitments and requirements set out in the Construction Commitment Charter for Wales. Develop and enhance procurement systems and processes that support the delivery of the Welsh Procurement Policy and procurement best practice. Ensure the adoption of Welsh Procurement Policy principles into all areas of procurement activity. Implement the Welsh Procurement Fitness Checks programme to continually assess, challenge and improve procurement services within the Council. Maximise use of and participation in collaborative initiatives to drive greater efficiencies and value for money for the Council. Monitor impact of NPS initiatives on the delivery of procurement services within RCT and in contributing to the achievement of collaborative efficiencies.
13 In an environment of reduced budgets and spending cuts, there will be an ongoing requirement to review the way we operate as a Council. The Corporate Procurement Unit has a vital role in ensuring that commissioning and procurement processes and practices positively contribute to the delivery of Council objectives and efficiencies. Implementation of innovative and effective approaches to commissioning and procurement cannot happen without the commitment and support of our stakeholders at all levels throughout the Council and the support of other collaborative partner organisations and suppliers. Support for and recognition that procurement is a strategic function that can positively contribute to the delivery of Council objectives and efficiencies will be critical to the delivery of this strategy. This Procurement Strategy is informed and guided by: Rhondda Cynon Taf Community Strategy Welsh Public Procurement Policy (December 2012) Maximising the Impact of Welsh Procurement Policy Report, August 2012 (John F McClelland, CBE) Buying Smarter in Tougher Times Report, February 2011 (EIB Procurement Taskforce) Council s Improvement Priorities, Outcome Agreement Themes and Key Performance Indicators PROCUREMENT STRATEGY Rhondda Cynon Taf County Borough Council 12