1 Shetland Islands Council Corporate Services Capital Programme Service Procurement Strategy Document: Procurement Strategy Approved: Author: Procurement Manager Stage: Final Date: February 2012 Version Number: V 2
2 CONTENTS 1. INTRODUCTION Strategic Approach, Procurement Agenda 2. CONTEXT Business Case, Action Plan 3. GOVERNANCE and ACCOUNTABILITY... 5 Procurement Profile, Procurement Network 4. THE PROCUREMENT PROCESS... 6 Best Value, Standardisation, Collaboration 5. E-PROCUREMENT... 7 Technology Role & Review, Implementation and Communications 6. COLLABORATION... 8 Internal, External, Centralised Procurement 7. SAVINGS & BENEFITS... 9 Good Procurement Practice, Benefits Tracking 8. SUSTAINABILITY & TRANSPARENCY Open, Objective & Transparent Agenda, Procurement Checklist, Sustainability 9. TRAINING & COMPETENCE Professional Approach, Training & Staff Development Proposals 10. IMPLEMENTATION OF THE PROCUREMENT STRATEGY Procurement Organisation & Reporting Appendices 1a. Procurement Review Checklist Summary 1b. Procurement Principles 2. Summary of Strategic Objectives and Action Plan
3 1. Introduction BUSINESS APPROACH Shetland Islands Council is committed to a corporate approach to procurement for all works, services and supplies to be carried out in a professional, timely and efficient manner. Good procurement practice can in turn enhance the provision of customerfocused services to be efficient, effective and economic. Council policies will reflect its obligations under EU/UK law, including Best Value, supporting the local economy and encouraging greater collaboration both internally and between other public and private sector organisations. PROCUREMENT STRATEGY AGENDA The provision of an effective and measurable framework for all Procurement Policies, Procedures and Practices. The Procurement Strategy also recognises the Council s objectives in the context of the Scottish Government agenda on Efficient Government, and the McClelland report on Public Procurement. (Published March 2006) This document sets out a revised Procurement Strategy for Shetland Islands Council in accordance with Council procurement policy and the requirements of the current Improvement Plan. This follows the establishment of a Procurement Section in Capital Programme Service and the 2011 budget setting exercise where approval was given to achieve 1 million savings through procurement efficiencies. The strategy sets out good procurement practice which in turn is aimed at delivering: considerable cost savings; greater collaboration at a national, sectoral and local level; support for local contractors, suppliers and service providers; benefits to the local economy; help for local business to compete for Council and other public sector business, where possible. The strategy promotes and develops good procurement practice for the benefit of all concerned. It is vital that the Council complies with the legislative framework that surrounds the procurement of goods, works and services. Challenges to procurement processes and procedures are increasingly common and carry with them the real danger of direct costs and programme implications. In adopting a strategic business approach to procurement activity these risks are substantially reduced. The strategy is not a mechanism to remove existing procurement and related budgetary responsibilities, nor is it a means to create a rather narrow approach to procurement activity. Where appropriate the Procurement Section will put in place purchasing arrangements for goods, works and services, especially where in areas of common spend across the Council. This shall include consideration of centralised procurement for these commodities. These arrangements should be the first consideration when undertaking a procurement exercise and should only be deviated from where a clear business case for doing so can be demonstrated. This strategy does not replace procurement polices and procedures, but reinforces the need for their application and for the review of these policies and procedures, where deemed appropriate. The Strategy replaces the previous strategy approved in 2007 with emphasis on delivering outstanding aspects and incorporating new elements as required. The strategy will establish a corporate procurement structure under which related policies and procedures shall assist in the delivery of procurement activity that can be managed in a collaborative, transparent and efficient manner. The strategy will be underpinned by procurement policies and procedures making these available through a single point of reference. In addition, the Executive Manager Capital Programme in consultation with other relevant staff, will carry out procurement reviews of specific products, services and works.
4 Procurement activity will require to be addressed in directorate Service Plans. Procurement reviews will identify opportunities for ongoing efficiencies and savings. Effective, efficient, innovative and collaborative procurement practice will allow the Council to deliver best value in the provision of goods, works and services. Technological solutions that can improve procurement practices and accessibility in an efficient and economic manner will be progressed where there is a robust business case. Implementation of this Procurement Strategy will require corporate leadership, professionalism and a culture of continuous improvement in all procurement activities. The background to this revised strategy has confirmed that in all but some areas there is still a fragmented approach to procurement across the Council. Although some progress has been made through the Council s membership of Scotland Excel, involvement with various national procurement contracts and the establishment of the Procurement Section, more work is required to take advantage of potential savings and efficiencies whilst being mindful of the quality of the products, works and services required. Standardised procurement processes progressed via the central procurement section with co-ordinated support at a directorate / unit level should develop procurement expertise in terms of: Management Information Strategy and Policy Development Standardised Procurement Processes Staff Skills Collaboration and related efficiencies Legal requirements Learning and continuous improvement
5 2. Context BUSINESS CASE Project Initiation Document (PID) to develop a corporate approach to Procurement to realise: Overall net estimated savings on direct Revenue and Capital costs; Overall savings on overhead and administrative costs; More efficient working practices; Continuity of supply under longer-term corporate contracts benefiting both the Council and those it contracts with; Opportunity to develop and train staff in good procurement practice to meet legislation, policies and procedures applying, in accordance with Best Value. External business drivers including: Local Government in Scotland Act 2003; Supporting the local economy; Use of technology, public sector collaboration and legislative compliance; Review of Public Procurement the McClelland Report - although now six years old, this report still establishes the principles for effective public sector procurement. PROCUREMENT STRATEGIC CONTEXT (2.1) Create and manage a procurement service that addresses the aims of the Council s Improvement Plan, and meets the guidelines and recommendations of the Scottish Government. In 2010 the Council agreed that a corporate procurement approach be adopted with the establishment of a Procurement Section to be managed by the Executive Manager Capital Programme. The remit of the section is to ensure that the regulatory procurement regime is adhered to and to take steps to improve procurement practice in order to realise significant cost savings. This requires action to achieve improvements, which will be effective and sustainable. This Procurement Strategy outlines a plan of action. The action plan offers solutions to address: Corporate priorities Centralised Procurement Procurement principles Procurement leadership Accountability and governance Procurement policies and procedures e-procurement Internal and external collaboration Identification, realisation and capture of savings Accessibility and sustainability Procurement education and competences Promotion of the local economy where appropriate The action plan is underpinned by the Review of Public Procurement in Scotland the McClelland Report, alongside Council s priorities including sustainability in the local economy. The McClelland report addresses issues similar to those in the Action Plan. The alignment of the Council s Procurement Action Plan to Scottish Government and other public sector initiatives in this field should assist in progressing the Council s commitment to the ongoing modernising government agenda. The authority should have a strategy for procurement and the management of contracts and contractors to ensure that it treats procurement as a key component in achieving all it objectives. (Ministerial guidelines - Local Government in Scotland Act 2003) The McClelland Report clearly advocates the importance of procurement activity as a major contributor to the Councils efforts to provide efficient government and genuine budgetary savings. The Scottish Government has already and continues to implement the report recommendations. Shetland Islands Council s Procurement Action Plan supported by this Strategy will provide the means to meet and comply with those recommendations, where appropriate. The McClelland Report includes as a key recommendation, the need to advance procurement practices. This includes the requirement for local government to embrace new technology. With the help of such new technology, it should be possible to harness the combined buying power, where appropriate, to obtain value for money and improve service delivery. This strategy s endorsement of an Action
6 Plan and its recognition of other national aims should achieve better local services and contribute to the effectiveness of procurement in Scotland, as a whole. ACTIONS (See Appendix 2 - Strategic Objective 2.1) Align implementation of the Council s Action Plan under this Strategy, with national initiatives for procurement activity. Review and revise Councils Standing Orders Relating to Tenders and Contracts
7 3. Governance and Accountability Procurement Strategy BUSINESS APPROACH The Scottish Government, having endorsed the McClelland Report, agreed the need for procurement to be given a higher priority both locally and nationally. This has led to a national agenda to raise the profile of procurement within the public sector and that it should play a contributory role in modernising government. Local government must rethink the status of procurement within the structure of the organisation. Procurement professionals will require to be involved at earlier stages of Council plans, providing recognition and status to procurement functions, increasing accessibility thereby obtaining and using more accurate information. PROCUREMENT STRATEGIC OBJECTIVE (2.2) Having established a central procurement function develop communication and provide the means to network. This should disseminate best practice, information and advice to all levels of the Council and its stakeholders, as well as providing a framework for reviewing, learning and sharing of knowledge. Raising the Profile Steps have already been taken to raise the profile of procurement within the Council and this work is ongoing. This mirrors similar work being undertaken both nationally and locally within the public sector. The Scottish Government formally established the Public Procurement Reform Board chaired by the Minister for Finance and Public Sector Reform. The main aim is to ensure that procurement is accountable, not only to the relevant organisation s senior management but also to the wider public. Within the Council this will mean a more direct route to senior management and a greater involvement in the formulation of Council strategy and policy. Additionally it will entail greater communication between dedicated procurement officials, those who have limited procurement duties and of course clients and service users within the Council. In the wider community, better consultation with suppliers, contractors and service providers is needed, especially local Small and Medium sized Enterprises (SME)s, to encourage positive business relationships that can benefit both the Council and the local economy. Public feedback will also form part of the process to ensure that procurement is meeting the community s aspirations for service delivery and, where possible, creating sustainable growth of the local economy, ensuring equality of access, addressing environmental concerns and generally contributing to the quality of life, in accordance with the Council s Corporate Plan. We will work with local businesses to deliver how to sessions in relation to tender preparation, applying for council contracts, wider opportunities through Scotland Excel and the use of Public Contracts Scotland, which provides free access to public sector contracts across Scotland. Every public sector organisation in Scotland has voiced the commitment to collaboration to obtain the maximum benefit for the public pound. Such collaboration will only be feasible by promoting regular and informative communication between procurement professionals across all public sectors. ACTIONS (See Appendix 2 - Strategic Objective 2.2) The Executive Manager Capital Programme will represent the procurement service at senior management level. A strategic team will co-ordinate procurement activities. Web sites, both internal and external, will be developed to provide easy access to procurement activities. Collaboration will be considered and acted upon objectively in all procurement activities.
8 4. The Procurement Process Procurement Strategy BUSINESS APPROACH Shetland Islands Council currently, operates with decentralised procurement functions, underpinned by EU directives, Council Standing Orders, Financial Regulations and various related policies and procedures. The Council now faces a major challenge to align the procurement function to benefit from current proposals and e- business opportunities. There is general recognition at all levels of procurement within Scotland that there is a need to standardise procurement functions. Standardisation is being driven not only to comply with EU legislation, but also by the ongoing widespread introduction of e-technology. It is acknowledged that progress in this area will also support the efficient government initiative. Efficient Government Collaborate Enable Standardise Simplify The decentralised approach has resulted in resource duplication with various units of the Council employing different practices for the same procurement functions. Standards of service, application of related policy and regulatory requirements can, therefore, be inconsistent and jeopardise the Council s obligations to legislative compliance and missed opportunity for savings. The McClelland Report has already led to the adoption of standardised processes for public sector procurement throughout Scotland. Although there is a case to standardise related processes and documentation within the Council, for obvious efficiency and service gains, this will require careful consideration in the local context when comparisons are made with wider national initiatives and system(s) in use. The introduction of e-technology, as a key procurement tool, is essential in identifying the potential for change and effecting such change by virtue of standard software application formats. In adopting standardised processes with standard documentation, the Council will be well placed to adapt to e-business opportunities including future legislative requirements. PROCUREMENT STRATEGIC OBJECTIVE(2.3) Embed good procurement practice across the Council underpinned by good communication and collaboration. ACTIONS (See Appendix 2 - Strategic Objective 2.3) In order to address these issues the Procurement Network will be further developed, covering all services. This will ensure consistency and improved practice across the council.
9 5. E-procurement BUSINESS APPROACH If electronic procurement is to be developed in the future to significantly contribute to the modernising government agenda, the Council must embrace new ways of thinking, with innovative ideas for doing business, extensive collaboration and use of new technology. It will mean providing services which enables staff, provides up to the minute procurement information, ensures contract compliance, increases internal collaboration, enables suppliers and contractors to meet the Council s obligations as Employer. The E-challenge The System Electronic (e)-procurement is not new to Shetland Islands Council. Steps have been taken in the past to progress. These now require to be reviewed in light of the ongoing e-procurement agenda being pursued at a national level. It is recognised that central to an improved procurement function, e- Procurement will have a part to play. The Council s e-procurement Strategy details the business benefits and objectives in relation to Efficient Government. However, it is worth repeating a number of key business drivers below: Support for standardised processes Transparent integration with the Council s Accounting Systems Commitment Accounting Automated catalogues and market places Business Intelligence Improved contract and supplier management Electronic as opposed to paper based processing Improved payment timescales PROCUREMENT STRATEGIC OBJECTIVE(2.3) Review all Procurement processes and functions to develop procurement capacity, ensure compatibility with other Council systems, provide Business Information, improve procurement controls including integration with suppliers and partners, where appropriate. This Strategy recognises the Council s progress to date in the implementation of an integrated suite of Financial Management tools through operation of the Integra System. There is, however, a case to determine if the system(s) available are being utilised in a consistent and efficient manner. E-procurement systems such as PECOS (Professional Electronic Commerce Online System) and the Council s own Financial Management System, Integra, will be evaluated. A review is to be undertaken to establish whether or PECOS would provide functionality beyond what the Council s own systems could do, when fully operational. These systems can support online catalogues and the development of a fully integrated purchase system; streamlining the procurement process and reducing maverick spend. The Procurement Strategy emphasises the business requirement to consolidate and review the lessons of a previous e-procurement pilot. ACTIONS (See Appendix 2 - Strategic Objective 2.4) Present review proposals for procurement system(s) in operation across the Council to CMT. Prepare a detailed Business Case to support the proposals. Prepare a detailed implementation plan where a new approach to e-procurement is recommended.
10 6. Collaboration BUSINESS APPROACH The Council as a member authority of Scotland Excel and participation in other national agreements has already benefitted from collaboration via frameworks/contracts, mainly in supplies. However, for procurement as a whole the approach has been fragmented and inconsistent and has not taken full advantage of other potential savings opportunities. Procurement must embrace, where the case is made, all collaborative opportunities, both internally and externally and consider national frameworks, as recommended by the McClelland Report, in order to gain the benefits from a collective approach to the use of resources and spending power. Key factors to be considered, however, are the local economy, service delivery and logistics. PROCUREMENT STRATEGIC OBJECTIVE (2.4) Establish a collaborative culture within the Council. Promote collaboration as the first factor to be considered, whether internally or externally for all procurement activities. Economies of Scale It is now widely recognised that greater national collaboration with external partners from the public sector will: o Aggregate spend for increased purchasing power o Can better utilise scarce procurement skills and resources o Spread best practice procurement o Simplify dealing with suppliers o Support e-procurement o Reduce administration It is recognised, however, that for Shetland Islands Council, steps to improve internal collaboration will require to be addressed on a greater scale than at present; at the same time as developing further opportunities for external collaboration. The Council in establishing a more corporate approach to procurement recognises that greater opportunities for more internal collaboration exist. These can be progressed in order to make the best use of the procurement expertise available, avoid duplication of effort whilst taking advantage of economies of scale. Increased internal collaboration, although requiring greater scrutiny under EU Procurement Regulations, can reduce administration costs, provide more accurate management information, support e-procurement initiatives, rationalise the supplier base and encourage standardisation of specification in accordance with related policies, such as sustainable procurement. Internal collaboration shall include centralised procurement of goods, works and services where this is deemed appropriate and approved as necessary by the Corporate Management Team. The Council will commit to a more consistent participation in collaborative procurement opportunities internally and at a regional and national level. Procurement collaboration must be considered not only for efficiency gains but also to maintain quality. Collaboration that is well planned and executed will encourage innovation and should produce measurable savings in monetary and efficiency terms. ACTIONS (See Appendix 2 - Strategic Objective 2.5) Identify existing and further internal procurement opportunities and progress options for corporate collaborative solutions. Actively engage in collaborative opportunities with external partners, such as Scotland Excel, Procurement Scotland, NHS Shetland, Trusts and other public sector bodies, where appropriate. Make use of existing knowledge base regarding collaboration, i.e. established frameworks and pilot procurement projects. Identify commonly purchased commodities and progress centralised procurement as appropriate.
11 7. Savings and Benefits BUSINESS APPROACH Shetland Islands Council, as a public sector body, is obliged to provide services to required standards, within the resources available. Increasingly as commitments and expectations rise this can prove difficult, when it is also expected that, Council expenditure should be properly controlled and managed. The Council recognises that efficient procurement can directly benefit the expenditure issue to maintain service delivery, through provision of savings and efficiency benefits which will accrue annually, for the life of the supply or service provision concerned. Good Procurement Benefits Good procurement practice should realise savings in expenditure and time. Such savings can have a positive effect on overall Council expenditure in line with the Council s approved budget strategy that can be easily measured and accounted for. Good procurement practice will also address quality, efficiency gains, equality of opportunity and service level improvement. In the past, these hidden benefits have been considered a bonus, with little attempt to quantify or value these or appreciate their significance to improved service delivery or the effect on Council funds. The Council has approved procurement savings of 1 million for 2011/12 and future years. These savings will be over and above those that may be achieved through service level cuts or significant rises in service level charges. Efficiency measures in procurement should deliver the same (or equivalent) goods or services, but at reduced cost. The comparison must be made between the budgeted cost and the actual cost for any particular commodity. It has become essential to accurately identify and quantify both monetary and efficiency benefits to justify resource requirements in order to meet approved savings targets. It is essential that the Council implement a monitoring system. The system will provide accountability by providing a cost base for savings verification. PROCUREMENT STRATEGIC OBJECTIVE (2.5) The provision of a monitoring system that accurately identifies and values all benefits accruing from revised procurement activities, that can be measured against recognised standards and can be utilised for regular monitoring and management reporting purposes. The Council will review the systems already available. These will be adapted in order to capture all procurement savings. Where appropriate we will consult with other local authorities and public sector bodies in developing this. ACTIONS (See Appendix 2 - Strategic Objective 2.6) Review internal reporting tools to identify Monitoring System, consult with the Scottish Government and other public sector organisations, where necessary, to trial and adopt an appropriate monitoring tool. Engage internally via the Procurement Network to implement and maintain this monitoring tool. Develop a reporting hierarchy for the benefits identified.
12 8. Sustainability and Transparency Procurement Strategy BUSINESS APPROACH The Council is required to carry out its procurement activities in an objective and transparent manner. This approach is legally underpinned by the Treaty of Rome, EU Directives, Standing Orders and Codes of Conduct. The Freedom of Information (Scotland) Act 2002 also reinforces this in addition to Council procurement policy principles. Procurement activities must address sustainability. The community is increasingly aware of the steps being taken regarding environmental sustainability. The Council is also determined to reflect the need for equality of opportunity, social improvement and employment as part of the overall well being of the community. The procurement function can form a key part in these aims. PROCUREMENT STRATEGIC OBJECTIVE (2.6) Establish a Procurement culture that recognises accessibility and sustainability as the norm and promotes the Councils objectives for business and the community. An Open, Objective and Transparent Agenda In local government there is a requirement to actively promote accessibility. This not only applies to physical accessibility under Disability Discrimination legislation, but also better access to services or access to information held under the Freedom of Information (Scotland) Act The Council is aware of its obligations regarding access, and has enhanced its Customer Service operations, via an interactive IT website and continuation of a decentralised approach to service provision. Improved procurement services will contribute to and build upon the work carried out to date. An improved procurement approach will contribute to the Council s objectives to provide business with easily accessible portals in order to engage with the Council. This is especially relevant for local Small and Medium sized Enterprises (SMEs), the voluntary sector, supported businesses, social enterprise organisations and other minority businesses. Procurement will also endeavour to provide greater accessibility to other Council stakeholders, whether internal or in the wider community. The Council is also committed to a sustainable approach in all its activities. As part of this commitment, steps have already been taken under Council policy to minimise the environmental impact of its business practices. Practices range from waste disposal and environmental clean-up to the setting of minimum targets of recyclable material in paper products and construction projects. Procurement is recognised as a major contributor to the sustainable agenda. A comprehensive strategic approach can address local needs and consider wider global responsibilities in the Council s activities. ACTIONS (See Appendix 2 - Strategic Objective 2.7) Provide portals for procurement accessibility via the intranet and the external internet website. Liaise with the Economic Development Unit and other parties, to promote and simplify business accessibility. Promote consideration of a green procurement guide/toolkit Ensure that the Council s procurement exercises reflect our targets on sustainability and recycling wherever possible.
13 9. Training and Competence Procurement Strategy BUSINESS APPROACH The UK public sector business community has acknowledged the importance of procurement activities in order to: provide opportunities for savings; improve service delivery; ensure legislative compliance; utilise technology to modernise government; improve supply chain management and to address environmental issues such as sustainable development. The need to equip those involved in procurement with a recognised standard of skills and abilities to achieve these benefits is now, widely accepted. The Professional Benefit Procurement has traditionally been viewed as a profession that practitioners drifted into, as procurement duties eclipsed their original role. The relevance of good procurement and the contribution it can make to business success is now widely acknowledged, especially in the public sector. Government reports, such as the Byatt and Gershon reports in England and the McClelland Report in Scotland, advocate the need to introduce greater competence through increased skill levels in the procurement function, with adequate professional training and development. The McClelland Report recommends that public sector bodies professionalise procurement functions, increase the status of procurement and its accountability. These reports introduce an agenda to invest in the resources and skills of procurement staff to deliver a procurement function that is recognised and has a high priority within the organisation. The McClelland Report refers to guidelines from Ministers in the Local Government in Scotland Act 2003: The authority should have appropriate procurement expertise, guidance and training to support its procurement activity. There is no quick fix to provide an immediate solution to this requirement. It is generally recognised that there is a shortage of competent and qualified procurement staff. The McClelland Report in 2006 estimated the number of procurement "professionals" in Scotland to be in the region of 250 and considered that at least twice this number was required. PROCUREMENT STRATEGIC OBJECTIVE (2.7) Develop Procurement Staff with skills and competences to the necessary professional level. The Council recognises the need for competent staff with improved training in this field. A structured training approach is deemed necessary. Such an approach will present staff with career progression opportunities and retain existing skills and experience. The Council recognise that work is already progressing nationally; therefore, collaboration with other public sector bodies will be considered, under a training plan. ACTIONS (See Appendix 2 - Strategic Objective 2.8) Identify competences via a skills audit and collate training requirements. Actively engage in collaboration with internal partners, Scotland Excel, Scottish Government and other organisations, to implement a recognised training programme. Implement training programmes for staff which support Personal Development with professional qualifications, where appropriate. Encourage staff developed internally.
14 10. Implementation of the Procurement Strategy BUSINESS APPROACH All strategies need an executive sponsor to ensure service delivery. The role of the Sponsor is to ensure that all elected members and senior officers understand the benefits of efficient, effective procurement for the Council. In addition the Sponsor should lead strategic procurement development and secure commitment from all parties to establish priorities for the Procurement function and the programme of action as high profile. PROCUREMENT STRATEGIC OBJECTIVE (2.8) The provision of a Procurement function that can combine technology and best procurement practice with effective review and learning to facilitate effective business outcomes. The lead role in implementing the Procurement Strategy will be taken by the Executive Manager Capital Programme in conjunction with the Procurement Manager. It will be driven forward in each of the Council s Service areas by an appointed procurement representative. It will be the responsibility of all Directors to ensure that Service plans reflects the priority now accorded to procurement by the Council. It is recognised that in taking the Procurement Strategy forward, there will be increased pressure to effect change, which may require funding to support initiatives as a spend to save measure. The Corporate Management Team (CMT) and Council have endorsed the overall direction of procurement for the next three years. The Procurement Network will drive procurement activities necessary under this Procurement Strategy. Where strategic matters require to be addressed the Executive Manager Capital Programme shall report these to CMT for a decision. The Procurement Network will act as a forum to ensure the strategy is implemented and that key officers undertake procurement reviews. The Executive Manager Capital Programme will recommend procurement reviews. The Procurement Network under the direction of the Procurement Manager will oversee the implementation of the strategy, consider funding when appropriate, assist in prioritising the programme of action and report back to CMT ACTIONS (See Appendix 2 - Strategic Objective 2.9) The Procurement Manager will give direction to the implementation of the Procurement Strategy via the network of Procurement contacts to assist Heads of Service. This group will meet regularly to drive implementation and act as a forum for procurement activities generally. CMT guided by recommendations from the Executive Manager Capital Programme will, as necessary, approve a list of products/services that will be subject to procurement review. The Network will monitor implementation of the strategy and procurement reviews and report to the Procurement Manager The Action Plan will be in the form of a Traffic Light update report.
15 APPENDIX 1a 1 Procurement Review Checklist & Business Justification Managers and relevant officers are asked to note the requirements of the Procurement Strategy when implementing a procurement exercise. The checklist is as follows; Ref Procurement Checklist 1 Is there an existing contract or framework agreement for the goods, work or service in place within your Service? 2 Verified there is a budget/fund available for the procurement and the procurement process. 3 Is there an existing contract or framework agreement for the goods, work or service in place with collaborative partners, e.g. Scotland Excel, Procurement Scotland; Buying Solutions etc? 4 Is there an opportunity, via the Procurement Network, to collaborate, either internally or externally? 5 Is there a requirement to procure according to the EU Procurement Regulations? (Check Procurement Section). If yes, what procurement procedure should be followed? 6 Will the procurement conform to Council Standing Orders Relating to Tenders and Contracts and/or Low Value Contract Procedure? 7 Is there a requirement to conduct an Environmental Impact Assessment and/or acquire land, obtain consents etc? 8 Is there a need to consult other user groups? 9 Will the procurement allow for Racial Equality, Equal Opportunities, Sustainability requirements? 10 Is there a requirement for Tenderer Selection and a Tender Evaluation Model? e.g. Lowest price or Quality/Price. 11 Is there a requirement for a standstill period under EU Procurement Regulations? 12 Is there value in conducting the procurement process electronically by e-tender or e- auction? 13 Will the procurement provide a solution compatible with the SIC e-procurement system? 14 Will the procurement provide a solution compatible with the SIC purchasing card process? Managers and relevant officers are also asked to note, in preparing their Procurement Business Case, the high-level business justification to meet Best Value requirements. The Business Case should be considered subject to the overall cost and/or the overall complexity of the procurement proposed. Ref Business Justification 1 Does the procurement solution improve client and user satisfaction? 2 Does the procurement solution increase service level provision? 3 Does the procurement solution provide measurable benefits in efficiency or cash savings? 4 Does the procurement solution improve the quality of service provision? 5 Does the procurement solution increase accessibility to prospective service providers? 6 Does the procurement solution increase accessibility to service users? 7 Does the procurement solution offer sustainable improvements? 8 Does the procurement solution offer e-business advantages? 9 Does the procurement solution offer the Best Value option?
16 APPENDIX 1a 3. Procurement (Tender) Process Checklist Ref Check Note 1 Checked for an existing contract for the proposed procurement, this should include checking whether this is already included under a centralised procurement function and / or national contract. 2 Verified there is a budget/fund available for the procurement and the procurement process. 3 Is there an existing contract or framework agreement for the goods, work or service in place with collaborative partners, e.g. Scotland Excel, Procurement Scotland; Buying Solutions etc? 4 Evaluated the Council s legislative obligations for the procurement the requirement to meet EU Regulations, especially aggregation rules, and Council Standing Orders 5 Where EU Regulations apply decide upon type of tender process open, restricted, competitive dialogue, negotiated, etc. 6 Identified the need for, and conducted a consultation either a user group consultation or an Environmental Impact Assessment (EIA) consultation and/or acquire land, obtain consents etc? 7 Considered an electronic tender option, either e-tender or e-auction. If not, you should refer the procurement to your line manager, your Service nominated procurement contact or the Procurement Section. If not, you should refer the procurement to your line manager or your Service procurement representative. If not, discuss with your Service procurement contact and the Procurement Section. If not consult the Procurement Section. Consult the Procurement Section. Consult the Capital Programme Service for project management advice. For an EIA consultation you must consult the SIC Planning Department. Potential land acquisition/access must be done in consultation with Legal Services and Asset & Property. Consult Procurement Section 8 Considered Council policy and other legal obligations relating to your tender, for example the level of sustainability, equality of access, Race Equality provision. 9 Arranged for adequate advertising for prospective tenderers via a selection process or use of the Council s approved list. 10 Formed a project team to manage the procurement process 11 Have all associated risks/opportunities within any given procurement process been identified, documented and minimised/maximised, as appropriate? If not, consult your Service procurement representative, the Procurement Section, Waste Management. If not, consult Procurement Section prior to progressing. If not consult your line manager, technical staff, users, your Service procurement representative, and the Procurement Section. If not, consult Procurement Section prior to progressing.
18 APPENDIX 1b Procurement Strategy Procurement Principles 1. Procurement exercises must achieve the statutory requirement of Best Value This includes the objectives of efficiently acquiring and delivering the appropriate goods, works and services (suitable quality) for the best price (economy) in a way that best meets the requirements of the service and the Council (effectiveness). 2. Promotion of a competitive local market in goods, works and services Procurement should not disadvantage the local market. Local businesses should be able to compete in an environment that does not subject them to over onerous procedures or processes. The complexity of the procurement process should be proportionate to the value of the spend. Local businesses should be given the opportunity to collaborate in national frameworks and purchasing agreements. 3. Low overheads Procurement processes should minimise overheads (whether storage facilities or administrative burdens), which implies just-in-time delivery, with the simplest possible internal charging arrangements (probably annual recharging). 4. Measurable savings There is an imperative to identify and capture the level of savings made as a result of corporate procurement that does not compromise service delivery. 5. Environmental sustainability The pursuit of good environmental outcomes should be in line with the Councils carbon reduction strategy with low transport costs, low waste and good recyclability. 6. Collaborative & Volume Purchasing Consideration requires to be given to collaborative and volume purchasing, where appropriate, including procuring centrally on a corporate basis. 7. Simplicity in Operation It is essential that those who will use the procurement methods established find them easy to learn and operate with minimum administrative effort, no duplication and less documentation, whilst maintaining the integrity of the process. 8. Communication Must underpin the whole process throughout, involving all stakeholders with advice of relevant Council officers at key stages. 9. Transparency Must be transparent and comply with all relevant legislation to minimise the Council s exposure to legal challenge.
19 APPENDIX 2- Summary of Strategic Objectives and Action Plan Strategic Objective Rationale Who Action When 2.1 Create and manage a procurement service that addresses the aims of the Council s Improvement Plan, and meets the guidelines and recommendations of the Scottish Government. Implement strategy with high level support Raise visibility and importance of procurement Improve internal communication and collaboration Create a strategic centre for information and advice Ensure suitability of policies and procedures CMT via an executive sponsor Executive Manager Capital Programme Service Procurement Section Procurement Network Executive Manager Governance and Law Align implementation of the Council s Action Plan under this Strategy, with national initiatives for procurement activity. Review and revise Councils Standing Orders Relating to Tenders and Contracts May 2012
20 Strategic Objective Rationale Who Action When 2.2 Having established a central procurement function, develop a communication plan and provide the means to network. This should disseminate best practice, information and advice to all levels of the Council and its stakeholders, as well as providing a framework for reviewing, learning and sharing of knowledge Raise awareness and importance of procurement Improve internal communication and collaboration Improve external Collaboration and communication Executive Manager Capital Programme Service Procurement Manager Procurement Network The Executive Manager Capital Programming will represent the procurement service at senior management level. A strategic team will coordinate procurement activities. Web sites, both internal and external, will be developed to provide easy access to procurement activities. Implemented December 2010 Collaboration will be considered and acted upon objectively in all procurement activities.
21 Strategic Objective Rationale Who Action When 2.3 Embed good procurement practice across the Council underpinned by good communication and collaboration. To eliminate maverick spend Obtain value for money Ensure compliance with council policy and procedures and legislative framework Ensure transparency in all transactions and processes Executive Manager Capital Programme Service Procurement Section Procurement Network Executive Manager Finance Payments Manager In order to address these issues the Procurement Network will be further developed, covering all services. This will ensure consistency and improved practice across the council.
22 Strategic Objective Rationale Who Action When 2.4 Review all Procurement processes and functions to develop procurement capacity, ensure compatibility with other Council systems, provide Business Information, improve procurement controls including integration with suppliers and partners, where appropriate. To automate the Procure to Pay process Reduce costs and introduce greater efficiency in the procurement process ICT Unit Manager Payments Manager e-procurement Project Group Executive Manager EDU Procurement Section Internal Customers Technology Partners External Stakeholders suppliers, service providers Present review proposals for procurement system(s) in operation across the Council to CMT. Prepare a detailed Business Case to support the proposals. Prepare a detailed implementation plan where a new approach to e- procurement is recommended. April 2012 April 2014 April 2012 April 2014 April 2012 April 2014
23 Strategic Objective Rationale Who Action When 2.5 Establish a collaborative culture within the Council. Promote collaboration as the first factor to be considered, whether internally or externally for all procurement activities. To challenge the inefficiencies associated with disparate procurement. To address recommendations of the McClelland Report now being followed by Scottish Government To ensure compliance where aggregation rules apply To obtain Best Value To address audit recommendations regarding corporate tendering. Executive Manager Capital Programme Procurement Manager Procurement Network Procurement Partners Scotland Excel, Scottish Procurement and Commercial Directorate, NHS Shetland, Scottish Water, Trusts, OIC, Buying Solutions, other public sector bodies Identify existing and further internal procurement opportunities and progress options for corporate collaborative solutions. Actively engage in collaborative opportunities with external partners, such as Scotland Excel, Procurement Scotland, NHS Shetland, Trusts and other public sector bodies, where appropriate. Implemented and ongoing Make use of existing knowledge base regarding collaboration, i.e. established frameworks and pilot procurement projects. Identify commonly purchased commodities and progress centralised procurement as appropriate. Implemented and ongoing
24 Strategic Objective Rationale Who Action When 2.6 The provision of a monitoring system that accurately identifies and values all benefits accruing from revised procurement activities, that can be measured against recognised standards and can be utilised for regular monitoring and management reporting purposes. To accurately monitor and report benefits accrued. To adopt a model which allows easy comparison both internally and with other public bodies. Introduce consistency of approach to savings monitoring Create the basis for a benchmarking network Executive Manager Finance ICT Unit Manager Procurement Section Procurement Network Review internal reporting tools to identify Monitoring System, consult with the Scottish Government and other public sector organisations, where necessary, to trial and adopt an appropriate monitoring tool. Engage internally via the Procurement Network to implement and maintain this monitoring tool. March 2012 June 2012 Develop a reporting hierarchy for the benefits identified. June 2012
25 Strategic Objective Rationale Who Action When 2.7 Establish a Procurement culture that recognises accessibility and sustainability as the norm and promotes the Councils objectives for business and the community. To embed the Council s sustainability policy in the procurement process To reflect the Councils commitment to the environment. To fulfil legislative obligations Procurement Manager Procurement Network Others as required e.g. WRAP Executive Manger Waste and Energy Provide portals for procurement accessibility via the intranet and the external internet website. Liaise with the Economic Development Unit and other parties, to promote and simplify business accessibility. April 2014 Promote consideration of a green procurement guide/toolkit Ensure that the Council s procurement exercises reflect our targets on sustainability and recycling wherever possible.
26 Strategic Objective Rationale Who Action When 2.8 Develop Procurement Staff with skills and competences to the necessary professional level. To meet the recommendation of the McClelland Report (as now being progressed by the Scottish Government) To apply improvement to the delivery of procurement services To identify and address skills gap Participate in national initiative to raise procurement standards Motivate and empower staff Reinforce the Council commitment to Personal Development Train Shetland Procurement Manager & Procurement Officer Procurement Network Procurement Partners, Scotland Excel OIC, Trusts, Shetland Enterprise, Scottish Government Identify competences via a skills audit and collate training requirements. Actively engage in collaboration with internal partners, Scotland Excel, Scottish Government and other organisations, to implement a recognised training programme. Implement training programmes for staff, which support Personal Development with professional qualifications, where appropriate. By June 2012 September 2012 December 2014 Encourage staff development internally.
27 Strategic Objective Rationale Who Action When 2.9 The provision of a Procurement function that can combine technology and best procurement practice with effective review and learning to facilitate effective business outcomes. Deliver measurable procurement performance Enhance relationships with suppliers and procurement partners Deliver identifiable savings Executive Manager Capital Programme Service Procurement Section Procurement Network Customers and suppliers The Procurement Manager will give direction to the implementation of the Procurement Strategy via the network of Procurement contacts to assist Executive Managers. This group will meet regularly to drive implementation and act as a forum for procurement activities generally. CMT guided by recommendations from the Executive Manager Capital Programming will approve a list of products/services that will be subject to procurement review. The Network will monitor implementation of the strategy and procurement reviews and report to the Procurement Manager The Action Plan will be in the form of a Traffic Light update report.
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