Corporate Procurement Strategy

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1 Worcestershire County Council Corporate Procurement Strategy Find out more online:

2 Foreword The Council adopted a new Corporate Plan in June 2011 with four key areas of focus, Open for Business, Children and Families, The Environment, and Health and Wellbeing. These four areas are all relevant to procurement and will need continued support over the life time of this strategy to ensure the successful delivery of these commitments. In order to ensure that Worcestershire has a strong and diverse economy this strategy will continue to support local companies and organisations to do business with the Council. It is estimated that about 80%, or circa 260m of the Council s third party spend ends up within the local economy and 77% of the Council s suppliers are Small and Medium-sized enterprises. New financial challenges, changing demographics, legislation and the drive for efficiency are transforming the world of public sector procurement at an incredible pace. This strategy builds on the significant improvements we have already made as a result of our Strategy, setting out how we will continue to equip and support the whole of Worcestershire County Council to meet these new challenges and ensure we remain at the forefront of this transformation over the next three years. This strategy will help Worcestershire County Council to continue to deliver more for less, providing better value in a context of demographic cost pressures and reduced Government grant funding. It will help support the delivery of the revised BOLD Programme which is likely to be at least 20m a year through to 2017, not just through lower prices, but via transactional efficiencies, engagement with providers, and seeking new and innovative ways of delivering services. This strategy outlines our ambitions and priorities for With a spend responsibility of over 330m per annum, the Council is likely to be at least 40% smaller by 2017 with a growing percentage spent externally providing greater choice and flexibility, and it is imperative we continue to drive significant change to ensure we obtain value for money for our residents. Underpinning our drive are the following: Supporting the Council s Commissioning model to source the right service from the right provider at the right price. Collaborating with Services, Suppliers and external Partners. Empowering our people to deliver best practice. Encouraging local suppliers to bid for appropriate work. This strategy sets out the framework, policies and actions necessary to enhance the Council s ability to achieve best practice and value for the people of Worcestershire, to support local businesses and to support the Council s Commissioning model for services. Adrian Hardman Leader, Worcestershire County Council 1

3 Executive summary Welcome to the Corporate Procurement Strategy for Worcestershire County Council. This Strategy sets out the framework, policies and actions necessary to achieve best practice and value for the people of Worcestershire, to support local businesses and to support the Council commissioning model for services. Procurement, when strategically managed, can actively contribute to the delivery of the Council s Corporate Plan and release much needed resources to deliver front line services. In recent years this has been recognised by government with a number of drivers advocating the adoption of modern innovative procurement solutions. This raises the profile of procurement and the contribution it can make to improve the delivery of Local Authority services. Summary This Strategy aims to ensure that procurement is a high profile activity that Worcestershire County Council will undertake, as one, in a professional manner, and supports the Council in becoming an excellent commissioning authority. The Leader of the Council has overall responsibility at member level for procurement. The Director of Resources is Strategic Leadership Team s Procurement Champion and the Strategic Procurement Unit undertakes the role of a corporate procurement team. The Strategic Procurement Manager has responsibility to oversee the implementation of this strategy across the Council and lead on its development. Service and Budget Managers have devolved responsibility for service planning, budget management and procurement activities with professional links to the Strategic Procurement Unit. Worcestershire County Council continues to adopt a devolved structure of procurement with each service responsible for leading their own procurement activity to meet their specific needs. All services will be required to provide details of their proposed procurement activity as part of their service planning. Worcestershire County Council proposes to adopt a lead role in promoting localism and opportunities to local small and medium sized enterprises. This also includes the adoption of the West Midlands Procurement Policy Framework for Jobs and Skills in a bid to increase access to jobs and skills opportunities for local people through procurement. Benefits will also be sought on a regional and national basis to secure economies of scale, collaboration, increasing capacity and the targeted use of expertise, which is also one of a number of Tri Council initiatives. This will raise the profile of procurement and avail collaborative opportunities. 2

4 We are committed to A formal approach to Supplier Relationship and more comprehensive use of innovative Contract Management will be adopted to ensure compliance with contracts and that relationships are developed to achieve ongoing value for money, and reduce the risk of poor performance or non-delivery or non-availability. Worcestershire County Council will adopt a commissioning led approach to procurement to ensure that we are sourcing the right service by the right provider at the right price. We will provide challenge and ensure that the needs of the users or business are predominant in the commissioning cycle. This will include a commitment to greater market engagement at the pre-procurement stage. Strategic Procurement has a key role to play at the Design, Source and Review stages of the Commissioning cycle to ensure that we are sourcing the right service by the right provided at the right price. Design Procurement will support the Council in open dialogue with the market at pre tender stage, providing challenge to the feasibility of the requirement and ensure that the needs of the users or business are predominant, and help develop the right service for Worcestershire. Source Procurement will provide guidance in market engagement and shaping activities to develop a more responsive market to meet the Council s future Commissioning requirements. This includes the corporate commitment to ensure we offer opportunities to staff, particularly those under threat of redundancy, to enter the market as providers in their own right as Staff Spin Offs. We will ensure that the market has sufficient time to prepare to meet demand so that the right skills and resources are in place. EU Procurement Directives are specifically designed to allow open competition, but we will ensure that contract opportunities are advertised to local suppliers and where possible allow local suppliers to evidence their added value by the virtue of their local knowledge and expertise. Review Procurement will communicate best practice and learning for innovative contract management. Working with key suppliers to eliminate costs, improve quality and environmental performance, develop new solutions all along the supply chain, and seek continuous improvement during the contract period. EU Procurement Directives are specifically designed to allow open competition which prevents the Council from reserving contracts to local businesses. The Strategy details how we will ensure that appropriate contracting opportunities are available and advertised to local companies, Staff Spin Offs and the 3rd sector. Worcestershire County Council will look to embrace e-procurement where there are efficiency benefits to the Council including the use of e-auctions, e-tendering, e-invoicing solutions and purchasing cards. Sustainable Procurement will be embedded into the procurement process with the adoption of a whole life costing approach to procurement activity. 3

5 1. Introduction 1.1 We recognise that effective procurement arrangements are fundamental to achieving organisational success for the County Council and in delivering our corporate aims and objectives and contributing to the priorities of the Worcestershire Community Strategy. 1.2 For the purpose of clarity in reading and understanding this Procurement Strategy, it is important to distinguish between commissioning and procurement. 1.3 Procurement is defined as the process of acquiring goods, works and services, covering both acquisitions from third parties and from in-house providers. The process spans the whole cycle from identification of needs, through to the end of a services contract or the end of the useful life of an asset. It involves option appraisal and the critical make or buy decision, which may result in the provision of services in-house in appropriate circumstances. 1.4 Commissioning is defined as the process of specifying, securing and monitoring services to meet people s needs, at a strategic level. It is about looking at the total picture of needs across the County, capturing the budget and funding available to meet these needs and developing the best strategic fit for service delivery. Effective commissioning ensures the best possible outcomes for residents. Procurement is an integral part of the Commissioning cycle and essentially is the physical activities involved in sourcing, engaging and managing spend with suppliers and providers. 1.5 This strategy will support the Council s Commissioning approach and process to ensure that we are sourcing the right service from the right provider at the right price. Strategic Procurement has a key role to play at the Design, Sourcing and Review stages of the Commissioning cycle. 1.6 This Strategy has been endorsed by the Strategic Leadership Team (SLT) and the key principles agreed by the Cabinet. We will monitor progress on the key outcomes using the Council s performance management arrangements through the Corporate Procurement Group. 1.7 WCC has led on the buildings construction work stream, transport procurement work stream and children s commissioning work stream on behalf of Improvement and Efficiency West Midlands (IEWM) and continue to look for opportunities and work to support sub regional initiatives. 1.8 This Procurement Strategy continues to represent our ambition, which sets high standards of professionalism for the County Council and is one that will require action by, and commitment from, all County Councillors, managers and staff in all directorates. 1.9 This strategy supports the Local Government Association s Procurement Pledge for Local Government. Local government will use all efforts to use procurement to help: Deliver value for public money; 4

6 Drive local economic growth and regeneration; Provide inclusive services through a diverse supplier base. To this end we pledge to increase our efforts: to promote and implement procurement processes that are proportionate and not perceived as bureaucratic and burdensome; to build our skills, capacity and expertise in procurement; to engage effectively with users, citizens and partners to ensure that the goods and or services being procured meet their needs and where appropriate involve them in the procurement process; to engage effectively with suppliers through market days, pre-procurement dialogue, and provide transparent feedback, making them aware of trading opportunities and securing their input and expertise; to engage with the Chambers of Commerce and Small Business Federation, voluntary sector representatives, and other representative trade & industry bodies; to seek feedback from suppliers and use this learning to further improve procurement processes. 2. Vision and Aims of the Strategy 2.1 In recognition of the wider impact that procurement strategy, policy and practice can have on the outcomes achieved by the County Council, our vision for procurement is: To support the delivery of innovative cost effective and high quality services in fulfilment of the County Council s aims and priorities within its Corporate Plan. 2.2 This strategy will also support the delivery of the Council s new Corporate Plan and 4 key areas of focus: Open for Business Children and Families The Environment Health and Well being 2.3 The aims of this plan are to: Supporting the Council s Commissioning model to source the right service from the right provider at the right price. Support the Council s BOLD programme to ensure procurement is playing its part to deliver the required cash savings. Ensure that procurement policy, planning and practice supports the County Council s Corporate Strategy and its priorities within Worcestershire: Fit for the Future. 5

7 Secure commitment to effective, consistent and co-ordinated procurement from members and officers to achieve the delivery of high quality, innovative and cost-effective services Establish mechanisms to measure procurement performance and promote the continuous improvement of procurement activity across the County Council Develop skills and provide support for staff involved in procurement across the County Council Promote local economic development and ensure that appropriate contracting opportunities are available and advertised to local companies and the 3rd sector. Promote equality of opportunity for a variety of suppliers and avoidance of elimination of unlawful discrimination through the use of robust contract terms and monitoring arrangements. Continue to use and further develop procurement collaboration with other public bodies and partnering arrangements with suppliers Recognise the contribution of procurement to achieving our community, corporate, directorate and service objectives. Raise awareness of the complex regulatory framework in which procurement operates and that it is potentially high risk; with financial, legal and reputation impacts. We are committed to supporting local people in delivering and running local services, own or run community assets such as buildings, parks and green spaces. 3. Scale of Procurement Activity 3.1 We spend in excess of 330 million per annum (both revenue and capital) on external provision of goods, works and services. 3.2 Over 1,000 contracts are currently in place across the County Council and the current contracts register and all tendering opportunities over 5,000 are publicly available and advertised on our Procurement web pages. 6

8 4. Structures and Accountabilities 4.1 Service and Budget Managers are responsible for managing the delivery of the County Council s objectives through their own service plans. They have devolved responsibility for service planning, budget management and procurement activities. Service and budget managers are therefore key to ensuring the effective adoption and delivery of this procurement strategy. 4.2 The Joint Commissioning Unit is responsible for delivering integrated and co-ordinated health and social care with an estimated annual budget of 200 million and will be key to ensuring the effective delivery of this procurement strategy because of the proportion of the Council s spend it is responsible for and the impact this has on the lives of residents. 4.3 Members have a key role to play in aligning procurement decisions with the County Council s corporate objectives and in monitoring procurement performance. 4.4 The Director of Resources is SLT s Procurement Champion and the Strategic Procurement Unit undertakes the role of a corporate procurement team and the Strategic Procurement Manager is responsible for: developing procurement strategies, policies and procedures providing a procurement support and review service to directorates and individual contracts co-ordination and consistency within the procurement process putting in place corporate arrangements for the purchase of common use goods and services (indirect supplies) on behalf of all directorates overseeing the Procurement Gateway Review process identifying appropriate e-procurement solutions fostering collaboration with other public bodies supporting and monitoring the activities of West Mercia Energy providing the link to the Improvement and Efficiency Partnership West Midlands (IEWM), other councils and central government on all procurement related matters 4.5 The Corporate Procurement Group represents all directorates and is responsible for corporate leadership of procurement activity and performance. In particular to: develop procurement practice across all directorates report and improve on performance build more corporate procurement arrangements support knowledge and information sharing 4.6 Specialist Directorate Procurement Teams are responsible for managing specialist procurement arrangements for direct expenditure incurred in the provision of services and for ensuring that these arrangements meet the Corporate Procurement Strategy and the requirements of the Council s Procurement Code, in collaboration with the Strategic Procurement Unit. 7

9 5. Key Procurement Objectives We have set five key procurement objectives to develop further our procurement policy and practice in line with the National Procurement Strategy: supporting the Council to become an excellent commissioning authority providing leadership and building capacity promoting collaboration in commissioning and procurement with other public sector bodies and use of trading powers stimulating markets and achieving community benefits, including efficiencies, sustainability, equality a nd diversity doing business electronically. 5.1 Supporting the Council to become an Excellent Commissioning Authority Principles The Council has made a clear commitment to becoming an excellent commissioning-based authority and is open to who may deliver services, across all providers in the local economy. All service providers, including the private sector, have an increasing role in delivering public services and it is critical that WCC has the commercial skills and knowledge to interact effectively with the private sector. Current Status By 2017 the Council will have an excellent commissioning unit, which excels in all aspects of commissioning, from identifying and assessing the needs of customers to benchmarking and future proofing. We will have innovative and excellent commercial skills as part of this, including the ability to engage with and shape markets, across sectors, involve suppliers in helping design services, shape and drive through innovative contracting and robustly manage supplier performance through intensive contract management. Staff will be equipped with market intelligence that influences at a strategic level, the role we need to play in market shaping, and operationally may identify additional potential providers. These set of skills will permeate through the Council enabling directorates to act in a more commercially astute manner and thereby more consistently and effectively get the right service from the right provider for the right price for the taxpayer. Key Outcomes This outcome will be achieved by ensuring that: Staff are equipped with commercial skills such as negotiating, innovative contracting and market analysis Outcomes are delivered as per agreements with providers Providers are more aware of the commercial opportunities from Worcestershire County Council Payments to providers depend on their performance against agreed outcomes Provision delivering against quality standards and appropriate action taken when needed 8

10 5.2 Providing Leadership and Building Capacity Principles Members and staff actively promote the strategic importance of good procurement practice. We have a clear structure and accountability for procurement strategy, development and practice and we plan to build further on the good foundations already in place to improve our capacity and performance. Current Status We operate a number of policies and practices to promote, develop and deliver best procurement practice, including: regular monitoring and reporting of progress against our procurement action plan and the National Procurement Strategy for Local Government (NPSLG) contract award based on most economically advantageous offer, which is also taking account of whole life costs relevant, up-to-date and accessible Best Practice Procurement Code, Contract Standing Orders and Financial Regulations a procurement competency framework to be used as part of our Individual Performance Planning Scheme for staff a corporately funded suite of procurement training courses is available for staff publishing our contracts register, forthcoming tendering opportunities and Selling to the County Council Guide on our Procurement web pages working closely with the IEWM, building on our work to date where the Council has lead on the buildings work stream, transport procurement work stream, children s commissioning work stream and actively contributing to the other work streams. Key Outcomes Our capacity and performance in procurement will be improved by: Operating effective Corporate and Departmental Gateway Review processes for appropriate projects Using a standard corporate contracts register in all directorates This will help to ensure that we are meeting requirements, assessing performance, consolidating learning and maximising impact in key areas such as: value for money whole life costs sustainability equality and diversity business continuity risk management smaller businesses Third Sector organisations other community benefits 5.3 Promoting Collaboration Principles We recognise the value that appropriate collaboration with our public sector partners has in maximising economies of scale and buying power and we will work actively to exploit the benefits from continued, and new, collaborative opportunities. We will continue to review whether the use of Trading Powers under the Local Government Act 2003 will provide any realisable benefits for the County Council and the people of Worcestershire. 9

11 Current Status We will utilise spend analyses to identify opportunities to deliver cash savings and assess which categories of goods and services present the best opportunity for saving money through aggregating spend with other public sector organisations. We are actively engaged in well-established collaborative procurement arrangements such as Tri Council, West Mercia Energy and the West Midlands Strategic Procurement Group. We are leading the highly collaborative building work stream, the transport procurement work stream and the children s commissioning work stream on behalf of the IEWM and are providing support and advice to other work streams such as Construction. We manage a portfolio of common use framework contracts on behalf of the County Council as a whole (including schools) with a value of over 20m a year. All appropriate framework contracts are available for use by other public bodies in and around Worcestershire and other partners. Key Outcomes Better value for money is achieved through appropriate collaboration. Key collaborative actions include: Successful development of West Mercia Energy and realisation of benefits for WME partners Increase the corporate common use contract portfolio. 5.4 Stimulating Markets and Achieving Community Benefits Principles We are encouraging a Competitive and Varied Supply Market - we are committed to market shaping and engagement working effectively with a wide range of suppliers to stimulating a competitive and varied supply market and supply chain to meet the Council s future Commissioning requirements. This includes the third sector, small and ethnic minority businesses through our support of the Worcestershire Compact and our Small Business Friendly Concordat. Our contracts register, forthcoming tendering opportunities and Selling to the County Council Guide is available on our Procurement web pages. We are committed to improving contracting opportunities for local suppliers. We will support local suppliers by ensuring we advertise contract opportunities and making sure suppliers are aware of our procurement processes so that they have the best opportunity of successfully bidding for contracts. EU Procurement Directives are specifically designed to allow open competition, but we will ensure that contract opportunities are advertised to local suppliers and provide opportunities where ever possible to allow local suppliers to evidence their added value by the virtue of their local knowledge and expertise. To assist this, and working alongside colleagues in Economic Development, the Procurement Team is implementing a number of objectives to help support small local businesses, including: Issuing tenders in plain English 10

12 Ensuring suppliers are aware of opportunities via; - Council s e-tendering portal - Find It In Worcestershire - Local Press - Chamber of Commerce - Federation of Small Businesses - Rural Shops Alliance - Open days and Meet the Commissioner events How to do business guides Reducing information we ask from suppliers Splitting contracts into lots where possible, without adding additional cost Looking for local expertise and knowledge Looking for innovation and market shaping The Council is also taking a number of actions to help various sectors. Support has been provided to the Voluntary and Community Sector through the Changing Futures Fund, which provides targeted support packages in areas like HR, financial planning, marketing and start up advice. The fund will help the VCS sector to become a market that is flexible and best value provider able to respond to our need to deliver a constantly changing pattern of services. Businesses are able to benefit from the Find It In Worcestershire business to business network that promotes trading within the local economy. We will ensure that contract opportunities and Meet the Commissioner events are advertised through this network. Further support is provided to businesses or social enterprises through the Impetus Loan Fund that provides access to finance to enable start up and growth. Identifying Efficiency Savings We will actively seek opportunities for cashable and non-cashable efficiency savings and will maximise the efficient use of our resources through effective procurement arrangements. Annual targets will be discussed with members as part of the annual budget strategy. Sustainable Procurement Strategy We will promote the importance of sustainable procurement practice and whole life costing in both protecting the environment and assisting local suppliers. We are committed to adopting and facilitating the prudent and efficient use of resources and encouraging sustainable consumption and production in our procurement decisions, in particular we will work, throughout our community: to undertake sustainable procurement to actively promote sustainable production and consumption, in particular of eco-labelled, organic, ethical and fair trade products. Promoting Equality and Diversity and Effective Health and Safety We will ensure workforce equality and diversity and effective health and safety mechanisms through our procurement practice, suppliers and contractors. We will ensure compliance with the code of practice on handling workforce matters in contracts. 11

13 Achieving the Community and Corporate Strategies Our vision for procurement clearly recognises that what and how we procure directly contributes to meeting our corporate aims and objectives: Open for Business Children and Families The Environment Health and Well being The above principles will be taken into account, as appropriate, in all stages of the procurement process and in particular: assessing needs options appraisal service design supplier short listing supplier selection assessing supplier performance / contract management We recognise the contribution that procurement makes to our corporate performance, efficiency and effective service delivery. We are supporting the Personalisation Agenda and monitoring the effects on our procurement strategy, particularly within the Directorate of Adult Services and Health, over the next few years. We are working to develop potential individualised purchasing approaches and capacity building in the market. We envisage opportunities for more innovative methods of service delivery and payment mechanisms (building on purchasing cards and further transactional efficiencies), some impact on how providers configure their businesses and the need to encourage further the development of small and third sector businesses. The County Council recognises that school governing bodies are able to determine their own arrangements for the purchase of goods, works and services and therefore this strategy concentrates on meeting the requirements of the County Council s directorates. However, collaborative procurement arrangements through West Mercia Energy for utilities supplies and services are already in place and well supported and schools are able to engage with, and benefit from, our continually improving approach to procurement. Current Status As we work with a large number of suppliers, across a very wide range of goods, services and works, it is difficult to provide a comprehensive summary of current practice. Some initiatives include: working with external trade bodies through seminars, training and road shows holding meet the buyer events and supplier briefings early contractor involvement in large projects promoting use of the West Midlands Framework for Jobs and Skills. guidance issued on workforce matters in contracts standard notes of guidance for suppliers and contract terms and conditions for sustainability, equality 12

14 and diversity and health and safety use and promotion of: - Worcestershire Compact - Local Strategic Partnerships - Small Business Friendly Concordat - Social Value Act Key Outcomes All procurement projects meet identified needs and provide community benefits. Actions to achieve this outcome include: Operating a consistent corporate social responsibility strategy for equality and diversity, fair trade, ethical purchasing and sustainability in procurement as part of the Gateway Review process for major projects Inviting potential suppliers to propose additional community benefits for major contracts Developing consistency (and simplification where appropriate) in procurement documentation for suppliers. This will assist all organisations, and in particular, small and medium sized enterprises and the third sector in working with us Improving contract management procedures 5.5 Doing Business Electronically Principles Doing business electronically within the procurement process is a fundamental element of the improvement and development of the procurement strategy. Current Status We are continually reviewing and developing our e-procurement approaches. In December 2011 the European Commission proposed that electronic means of communication should be made mandatory for electronic notification of tender opportunities and electronic availability of tender documents by mid The Council s etendering Portal has been meeting these requirements for several years. To date we have currently achieved: all purchase orders raised and authorised electronically all invoices matched to purchase orders where appropriate 93% of invoices paid by BACS Over 50,000 invoices are received electronically every year tender documentation available on the web site purchasing cards implemented across the Council we will be creative about leveraging our assets including our SAP systems We have pioneered the use of Electronic Reverse Auctions for transport procurement, with cumulative savings now at 4 million, and have utilised this approach in other categories. 13 Key Outcomes The efficiency of the procurement process is maximised through appropriate use of electronic procurement by: identifying opportunities for the appropriate use of Purchasing Cards for low value purchases Supporting the Systems and Access Self Service Framework implementing online ordering with key suppliers promotion of our e-tendering system expanding the use of e-invoicing of purchase orders and remittance advices identifying further opportunities for cost reductions by the use of reverse auctions.

15 Key Actions The following Key Actions ( ) have been identified as being necessary to give effect to the Council s strategic objectives for procurement. KA1 and KA2 are relevant to the full spectrum of procurement and contract management. KA3 to KA5 relate to high risk/high value strategic procurements, while KA6 to KA9 are aimed primarily at low value/low risk procurement. KA1 Training and development Working alongside the Joint Commissioning Unit and other areas of the Council engaged in Procurement activities to assess training needs across the Council (members and officers) for procurement, contract management and change management, developing competency frameworks, and supporting an appropriate training and development programme; KA2 Efficiencies Support the Council s BOLD programme to achieve the required cash savings. KA3 Standard project management method and gateway reviews Implementing a best practice programme and project management procedure, including early market engagement, risk management, innovative contracting, and gateway reviews (through the Procurement Code); KA4 Options appraisal and business case development Instituting a best practice options appraisal process (through the Procurement Code); KA5 Partnering Adopting partnering as a preferred procurement strategy for major (high risk/high value) procurements (see Procurement Code); KA6 Supplier management Reviewing the number of suppliers and focusing on the management of relationships with key suppliers; working with key suppliers to (a) consolidate invoices, deliveries and payments to reduce processing costs, and (b) eliminate costs, improve quality and environmental performance, and generate new solutions all along the supply chain; KA7 Corporate contracts Optimising the use of corporate contracts and framework agreements to obtain volume discounts and deploying strategies to prevent inappropriate off-contract/framework ( maverick ) purchasing; KA8 Collaborative procurement Exploring opportunities for collaborative procurement. Managing the relationship with West Mercia Energy and developing the County Council s client role. KA9 E-commerce Implementing a modular electronic commerce strategy designed to drive down processing costs and move the organisation towards best practice in e-procurement. 14

16 Appendix to Corporate Procurement Strategy Organisation and Management of Procurement The Cabinet The Cabinet has overall responsibility at member level for procurement. Procurement falls within the remit of the Cabinet member with responsibility for Finance. The Strategic Leadership Team SLT is responsible at the highest level for the management of procurement and fulfils the role of programme board in respect of major projects. Chief Officers The Director of Resources has overall responsibility for the procurement strategy, including the action plans and preparation of the Procurement Plan, and the Director of Resources or his representative chairs the Corporate Procurement Group. All Chief Officers have responsibility for procurement within the remit of their functions as described in the Council s Scheme of Delegation to Officers. Strategic Procurement Unit The Strategic Procurement Manager is the professional head of the procurement function in the Council and has day-to-day management responsibility for this procurement strategy. The Strategic Procurement Unit has lead responsibility for - Implementing this procurement strategy; Implementing the action plans for Key Actions; Leading best value reviews of procurement and contract management and keeping those functions under review; Providing professional advice on the procurement strategy, contract standing orders and the procurement code and reviewing and revising those documents as necessary; Providing professional advice to customers on the specification of requirements; Providing professional procurement advice for best value and other reviews; Identifying and communicating best practices and learning in procurement and contract management; Procuring and managing corporate contracts and framework agreements; Reviewing and managing the Council s relationship with West Mercia Energy, providing support to members representing the Council on the joint committee, and monitoring and reporting on the performance of WME; exploring further opportunities for collaborative procurement; Managing the business of the Corporate Procurement Group and implementing its decisions; Compiling, updating and overseeing the Procurement Plan and providing reports to the Programme Board on the major projects programme; Managing the procurement information on the corporate intranet and the Council s website Ensuring the publication of OJEU notices; Overseeing the gateway review process for major procurement projects; Overseeing the corporate performance management system for procurement and contract management and compiling analyses and statistical returns. 15

17 Corporate Procurement Group The Corporate Procurement Group comprises senior representatives from every directorate of the Council. The tasks of this group include supporting the implementation and development of this procurement strategy across the Council and the action plans for Key Actions and ongoing action planning; advising the Director of Resources and the Strategic Procurement Manager on the operation of Contract Standing Orders and the Procurement Code and on any revisions that may become necessary; sharing market intelligence and learning from procurement activities; advising the Strategic Procurement Manager on procurement matters within Directorates and contributing to the development of procurement plans. All other tasks relating to procurement and the management of contracts are the responsibility of directorates in accordance with the scheme of officer delegation. Directors are responsible for management arrangements in their directorates, including the nomination of approved officers for the purposes of entering into contracts and placing orders. 16

18 You can contact us in the following ways: By telephone: +44 (0) By By post: Worcestershire County Council County Hall, Spetchley Road, Worcester WR5 2NP Copies of this plan can be obtained from: Joe Stock Strategic Procurement Officer County Hall, Spetchley Road Worcester WR5 2NP This plan can also be viewed online and downloaded from our website: This document can be made available in other languages (including British Sign Language) and alternative formats (large print, audio tape, computer disk and Braille) on request from the Consumer Relations Unit on telephone number To the best of our knowledge all information was correct at the time of publication: January Find out more online:

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