Procurement Strategy

North West Ambulance Service NHS Trust Procurement Strategy 2015/16-2019/20 REFERENCE: FD.P.001

Document Control/ Changes Recommended By Written By Head of Procurement Approved by Approved Date Version Number 1.2 Review Date June 2020 Responsible Director Director of Finance Responsible Manager (Sponsor) Deputy Director of Finance For use by All Directorates, contracted service providers. Change Record Form Version Date of Change Date of release Changed by Reason for Change 1.0 April 2015 1 st June 2015 A. Stuttard Various updates 1.0 May 2015 1 st June 2015 D. Garvey Various presentation & context updates 1.1 May 2015 1 st June 2015 D. Hopkinson Updated Abbreviation Table 1.2 June 2015 1 st June 2015 D. Garvey Updated Graph in Appendix 1 Abbreviation/Term BCP CIPS CSR CIP CCS FT GS1 IT NWAS NWPD PEPPOL PDP PO P2P SBS SME SFI SRM Description Business Continuity Plan Chartered Institute of Procurement and Supply Corporate Social Responsibility Cost Improvement Plan Crown Commercial Service Foundation Trust Global Standard / universal barcode solution Information Technology North West Ambulance Service North West Procurement Development Pan European Public Procurement Online Personal Development Plan Purchase Order Purchase to Pay Shared Business Service Small, Medium Enterprises Standing Financial Instructions Supplier Relationship Management NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 2 of 18

Table of Contents 1. Introduction... 4 2. Background... 4 3. Context... 6 4. Scope... 6 5. Responsibility... 7 6. Strategic Areas... 9 7. High Level Strategic Objective Development... 12 8. Conclusion... 12 Appendix 1 Non Pay Expenditure 2014-2015... 13 Appendix 2 Equality Impact Assessment Report... 14 NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 3 of 18

1. Introduction 1.1 This document sets out the 5 year Procurement Strategy for the Trust for the period 2015/16 to 2019/20. The strategy defines the Trust s approach to Procurement and builds on the achievements resulting from the two previous strategies 2007/08 2009/10 and 2010/11 2014/15. 1.2 Effective procurement ensures that a fully informed decision making process is followed which enables the Trust to secure the most appropriate goods and services from the most appropriate suppliers in the most efficient and cost effective manner. 1.3 The Procurement Strategy will support the Trusts overall vision, values and objectives and forms an essential part of the business cycle and activities of the Trust. It is central to the delivery of the Trust Financial Strategy and the delivery of ongoing cost reduction plans. 1.4 The Procurement Strategy will ensure the delivery of improvements in the quality and appropriateness of goods and services secured by the Trust. 1.5 The Procurement Strategy will ensure that risks associated with the procurement process are minimised and mitigated where possible. 1.6 The Procurement Strategy outlines and defines individual and collective responsibility of Trust officers and staff with regard to procurement. 1.7 In addition this Strategy seeks to support National procurement initiatives, including the NHS eprocurement Strategy, April 2014. 1.8 The Strategy incorporates a commitment to collaborate with other government bodies and ambulance services where there is a benefit in doing so whilst promoting competition in the market place via fair, open and transparent processes. 2. Background 2.1 The previous Trust Procurement Strategies were established to comply with the Cabinet Office Review, Health Service Circular 1999/143 Review of NHS Procurement, which detailed the actions required of NHS Trusts to improve procurement performance. The guidance still remains relevant. In summary the guidance outlines that Trusts should: Identify a Board member with responsibility for procurement strategy and performance The Director of Finance is the nominated Board member with responsibility for Procurement. There is also a Non- Executive Director with Procurement expertise who provides advice and support. Implement a Board approved procurement strategy The original Procurement Strategy (2007/08 2009/10) was superseded by the strategy (2010/11 2014/15). This strategy (2015/16 2019/20) will replace the previous strategy. Set quantified and dated procurement efficiency targets and report progress quarterly to the Board Quarterly Procurement reports are submitted to the Finance, Investment and Planning Committee showing progress against the Trust s Procurement Strategy and the annual work plan. Aim to deliver annual savings The Procurement Team have supported a number projects which have produced annualised savings and cost avoidance of 1.5M in the financial year 2014/15, which equates to 2.4% of the annual non-pay (revenue and capital) expenditure. Over the 5 years of the previous strategy the total saving and cost avoidance amount to circa 7.5m. Identify key performance indicators for procurement performance A set of indicators has been developed to monitor procurement performance. The table below identifies the performance for 2014/15 and the targets for the duration of this Strategy: NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 4 of 18

Previous Target KPI 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Pareto 80% of spend v 20% of supplier 80% Spend With an average of 12% suppliers per month 80%/20% 80%/20% 80%/20% 80%/20% 80%/20% Non Pay Expenditure 58% 65% 65% 75% 75% 80% matched against a Purchase Order Average Number of 60 60 55 55 50 50 requisitions below 50 per month Average Percentage of Non 58% 60% 60% 65% 65% 70% Pay Expenditure via catalogue/ smart form compared with free text requisitions per month Number of waivers per year 4 <5 <5 <5 <5 <5 2.2 In addition to the above the Trust must also endeavour to: 2.2.1 Procure in a sustainable and responsible manner: This can be demonstrated via various contracting projects including: Vehicle Replacement Business Cases which ensures that the latest vehicle models are procured allowing the Trust to continue to use the latest fuel efficient models. Additionally the latest models support the Trust s carbon efficiency targets. Carbon energy reduction refurbishments to the NWAS estate. During 2014/15 11 sites were refurbished with various sustainable solutions designed (energy efficient boilers/ lighting and energy generating solar panels) to reduce both energy consumption and the Trust s carbon footprint. 2.2.2 Ensure that the procurement department complies with the Trust s Business Continuity obligations. The Procurement department has its own business continuity plan which complies with the Trust s Business Continuity Strategy to meet the Trust s supply chain requirements during periods of major disruption. 2.3 As previously, this version of the Procurement Strategy must take account of the current economic climate and support the Trust to deliver its core operations whilst achieving its annual Cost Improvement Plan (CIP). 2.4 Throughout all procurement activities the Trust is required to adhere with: Statutory and mandatory public procurement regulations. NHS policy and guidance. Trust Standing Orders and Standing Financial Instructions. European Procurement Legislation. Other relevant legislation such as, but not limited to: the Bribery Act 2010, Equality Act 2010 and the Freedom of Information Act 2010. 2.5 In addition, the National profile for Procurement is increasing with various Governmental, Department of Health and NHS initiatives launched. The Trust will consider and where appropriate implement these recommendations to position procurement as a strategic function within the Trust. Recent publications include: NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 5 of 18

NHS Procurement: Raising our game (May 2012). NHS Standards of Procurement (June 2013). Improving procurement in the NHS - Better Procurement, Better Value, Better Care (August 2013). NHS procurement: improving transparency and understanding performance Dashboard (November 2013). NHS Procurement Transparency (March 2014). Inflation Resistance Strategy (March 2014). NHS eprocurement Strategy (May 2014). 2.6 The Trust must also ensure that it is a responsible user of goods and services and consider the impact of procurement decisions under Corporate Social Responsibility (CSR) in areas such as: Small and Medium Sized Enterprises (SME s) Advertise via the Government s Contracts Finder portal and ensure that SME s are not disadvantaged through procurement activity. Sustainable & Environmental procurement achieve value for money on a whole life basis for the Trust, whilst trying to generate benefits to the local community, the economy and minimising the impact to the environment. Ethical trading assessment will be included in relevant commodity areas. Equality & Diversity promote these issues and any initiatives where appropriate to do so within the procurement activity. 2.7 The Procurement Strategy isn t purely about buying less expensive products and services but about strategically planning and procuring the most appropriate goods and services, whilst demonstrating value for money. 3. Context 3.1 Non-pay expenditure in the Trust amounted to 62.2m (revenue and capital) in the Financial Year 2014/15; Appendix 1 provides a high level breakdown of the non-pay spend areas with c 2,500 suppliers across a range of goods and services. In the current economic climate with the challenges which the NHS will face not only in 2015/2016 but for the foreseeable future, it is essential that the Trust ensures that it is achieving best value for money in respect of all goods and services purchased to remain cost effective. 3.2 In order to maximise resources, financial and human, available for the delivery of patient care, it is vital that management and process costs associated with the purchase of goods and services are at the minimum level commensurate with maintaining a high quality and effective supply service. 3.3 This Procurement Strategy sets a challenging agenda regarding how procurement and supply chain management is conducted within the Trust and on how goods and services are purchased across the organisation. It is accepted that any necessary change will be thoroughly planned in partnership with each departmental manager, with Trust Procurement Staff and with its procurement partners. It is also clear that organisational and management development is required to support managers and staff responsible for delivering the strategy aims. 3.4 As a public sector organisation, the Trust is bound by statutory and mandatory public procurement regulations. The Trust reaffirms that all its supply and procurement activities must meet all applicable requirements, and that due process and corporate governance standards must be of the highest order in accordance with both legal requirements and with the Standing Orders and Standing Financial Instructions of the Trust. 4. Scope 4.1 The Trust recognises that the Procurement Strategy incorporates a spectrum of activities which cannot be managed as a single entity but which can be described as part of a total supply chain of the Trust. The Trust therefore, reaffirms that the strategy is applicable across all areas of the organisation and will be adopted by each Directorate regardless of traditional practices. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 6 of 18

4.2 This procurement strategy will provide the framework to ensure that procurement supports the delivery of the Trust objectives, during the 5 year period. However the strategy will also evolve as the national procurement landscape develops. In 2013 the NHS Standards of Procurement were published to provide a clear vision of good procurement and a structure to work within to improve procurement performance. The standards have four key areas, Leadership, Process, Partnership and People, all of which are covered by this strategy to ensure the continuing success of procurement. In 2014 the Procurement department was peered reviewed to Level 1 and will strive to embed the standards further to achieve level 2 and 3. 4.3 The scope of expenditure covered by this Strategy incorporates all non-pay revenue and capital expenditure areas. 4.4 The procurement strategy will support the Directorate strategies and produce an annual work plan, it is vital that Procurement is effectively linked to all Directorates overall planning processes. 4.5 It is recognised that there is an intrinsic link between the strategic sourcing and the transactional elements of the purchase to pay (P2P) procurement process. Work will continue to define the optimum end to end processes working with the accounts payable team to increase purchase order (PO) coverage and promote the practice of no PO no Pay. The further development and use of technology will support the procurement function moving toward the strategic sourcing elements. The diagram below demonstrates the relationship and the activities (the inner circle with blue letterings) required for an optimal Sourcing and Purchase to pay process and the enablers (the outer circle with red letterings). 5. Responsibility 5.1 Board of Directors 5.1.1 Responsible for: The approval of a Strategy with regard to Procurement, the identification of an Executive Director and a Non-Executive Director with responsibility for Procurement and for the monitoring of performance with regard to the Procurement Strategy. The Board of Directors will delegate the monitoring and assurance role for procurement to the Finance, Investment and Planning Committee. 5.2 The Director of Finance 5.2.1 Responsible for: The development of a Procurement Strategy including the identification of annual targets for quality improvement and cost effectiveness. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 7 of 18

The management of the Procurement and materials management function within the Trust. Implementing a procurement & materials management structure that manages supply across the Trust including the leadership and engagement of a directly accountable procurement and supply chain specialist at senior manager level. Evaluating and clearly defining, the role of the Procurement and ensuring that this role is fully understood across the Trust. The formulation of an annual procurement work programme. Establishing clear relationships with external agencies with regard to Supply Chain management and procurement processing. Developing a system of performance management to enable the Board to monitor and assess implementation of the strategy and the resultant outcomes, including formal quarterly reports as a minimum. 5.3 All Executive (and Associate) Directors 5.3.1 Responsible for: Their department s contribution to the development of, and the delivery of, the Trust Procurement Strategy and annual work plans. Ensuring the compliance of their departments. 5.4 Deputy Director of Finance 5.4.1 Responsible for: Operational responsibility for the development of the annual work plans and for the development of policy with regard to procurement matters. Management of procurement activity is an important factor contributing to the efficient operation of the service. 5.5 All Heads of Department (and budget holders) 5.5.1 Responsible for: Delivering targets assigned to their areas of responsibility as identified in the Annual Procurement Work Plan. Ensuring that the selection of goods and services is undertaken with full regard to the aims and objectives of the Trust Procurement Strategy. Focusing on areas such as specification design, product rationalisation and demand management. Ensure that the P2P procurement processes are followed, including raising requisitions for goods or services prior to receiving them and the timely checking and receipting to ensure payments can be made once received. 5.6 Procurement Team 5.6.1 Responsible for: Delivering the Annual Procurement Work Plan. Compliance with all relevant legislation (internal and external) whilst ensuring efficient processes and controls are followed. The strategy and work plan will translate into various projects that can be included in individual team personal development plans (PDP) and objectives. Ensuring that the selection of goods and services is undertaken with full regard to the aims and objectives of the Trust Procurement Strategy. Following the traditional procurement objectives right product, right place, right time, right price, and right quality. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 8 of 18

Stimulate and support innovation within the marketplace that supports value and quality. Seek best value and generate savings and efficiencies that can be used to re-invest in other activities to support the frontline service. Development of the P2P processes Supplier Relationship Management (SRM) 6. Strategic Areas 6.1 The Procurement Strategy continues to build on the success of previous strategies. The implementation of this strategy will be incremental and based on continuous improvement structured around the following areas: Area 1 - Strategic Procurement Area 2 - Operational Procurement Area 3 - E-Procurement Area 4 - Stakeholder Engagement Area 5 - Collaborative Procurement Area 6 - Trust Objectives Area 7 Procurement Staff Development 6.2 Where appropriate, the following key factors will always be considered: Selection choosing the right goods and services. Driving standardisation, aggregation and substitution across all categories. Procurement ensuring that the goods are ordered, received and paid for in the most efficient way. Price achieving the best possible prices for goods and services. Stock ensuring reliable supply while minimising stock levels. Usage using the right amount of goods to ensure that there is no waste. People relating to the optimum skills and ability mix. Collaboration where possible, ensuring the maximum benefits of working with strategic partners and other organisations. Sustainable Procurement ensuring that purchasing activities will support sustainable objectives. Business Continuity to support the Trust s core activities during unique circumstances. 6.3 AREA 1 STRATEGIC PROCUREMENT 6.3.1 Ensure that all non-pay expenditure complies with the appropriate governance and is subject to professional procurement intervention. Gather and use meaningful data to effectively target spend areas. Sourcing options are fully evaluated to enable appropriate make or buy decisions and to encourage innovation. Depending on the contract value and in accordance with the Trusts Standing Financial Instructions final recommendations will be submitted to either the Executive Management Team or the Board of Directors for approval. 6.3.2 This is an enabler to support: Supplier Relationship Management Standardisation/ Rationalisation Develop stakeholder engagement Collaborative Procurement Sustainable Procurement, SME agenda & encourage innovation. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 9 of 18

6.3.3 A new Procurement team structure has been introduced following the Corporate Service Review (CSR) in 2014, however this will be reviewed as the circumstances and opportunities arise. 6.4 AREA 2 OPERATIONAL PROCUREMENT 6.4.2 To demonstrate that value for money has been achieved for all purchases. Ensure that goods and services are ordered, received and paid for in the most efficient way possible. This will support: Compliance with internal governance including Standing Orders, Standing Financial Instructions & the Scheme of Delegation. Compliance with external regulations and laws including EU Procurement Regulations. Development of Trust s P2P solution(s) in conjunction with the NHS eprocurement Strategy, 2014. Maximise non pay expenditure via an appropriate purchase order system. Optimise payment systems to ensure compliance with the Public Sector Payment Policy. Provide visibility of non-pay expenditure. Develop procurement resources & skills to meet the Trust s objectives Develop the Procurement function to comply with level 2 and level 3 of the NHS Standards for Procurement. NWAS will be regarded as a flag ship Trust in all areas of procurement. 6.5 AREA 3 E-PROCUREMENT 6.5.1 E-Procurement is the application of technology to automate the exchange of procurement information throughout the supply chain. The NHS eprocurement Strategy, 2014, outlines the case for this to be fully embedded across the NHS and its suppliers. It is envisaged that the NHS will be able to maximise the benefits of their existing e-procurement systems by focusing on : Implementation of the international standard / universal barcode solution (GS1) and a standard messaging / document transfer solution (PEPPOL Pan-European Public Procurement Online). Greater use of procurement intelligence & sourcing solutions to improve the outcome of contracting activities. Facilitate benchmarking of procurement data to enable NHS organisations to compare prices and increase competition amongst the supplier base. 6.5.2 The Procurement team are early adopters of technology and see the benefits in IT applications. There is a good track record of implementing change having used e-procurement and e-tendering since 2009. The Procurement team will continue to make use of appropriate technology to help deliver value for money, operational efficiency and to reduce risk. The early adoption of the NHS e-procurement Strategy, 2014, will support the Trust to: Develop its P2P systems (end to end processes). Implement the international barcoding standards (GS1) and the document transfer process (PEPPOL). Introduce a modular GS1/ PEPPOL compliant inventory control system. The modular functionality will enable the software to be implemented in a phased approach as opportunities and funding are identified. Ensure greater visibility of unit pricing and support benchmarking. 6.6 AREA 4 STAKEHOLDER ENGAGEMENT 6.6.1 Effective stakeholder engagement at all levels of procurement activities ensure that the correctly specified goods and services are sourced. This also enables NWAS to demonstrate that value for money is achieved as over engineered products are not procured. Effective stakeholder engagement will support: Open and transparent processes, Advertise tender opportunities sufficiently e.g. contracts finder and publish procurement decisions where appropriate. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 10 of 18

User support for the adopted solutions. Cost effective solutions. Encourage innovative solutions. Support Corporate Social Responsibility and the Small, Medium Enterprise agenda, we will ensure suppliers and providers have equal opportunity to compete for our business where appropriate. We will ensure that processes and details required are less bureaucratic and proportionate to the particular requirement. Develop clear links with stakeholder departments. Embed best practice into each department by engaging with budget holders working with finance department colleagues. Procurement representation will sit on appropriate working groups and project groups to lead procurement activities. 6.7 AREA 5 COLLABORATIVE PROCUREMENT 6.7.1 As a general principle, the Trust accepts that the most effective procurement of goods and services in the longer term will be achieved by establishing effective partnerships with all stakeholders in the process and will make commercial judgements as to the relevance of any collaboration opportunities, including: Crown Commercial Service (CCS) to achieve the benefits from National contracts and to promote good practise principles of improved efficiency and shared learning. NHS Shared Business Services (SBS) to achieve the benefits from nationally and regionally negotiated contracts and national and local good practice for goods and services. Collaboration with other NHS Ambulance Services both individually and via the NHS Commercial Alliance who undertake bespoke contracting on behalf of NHS ambulance services. In addition opportunities to collaborate with other emergency services will be explored, as appropriate. North West Procurement Development (NWPD) and other NHS Trusts to share good practice and facilitate savings initiatives. NHS Supply Chain - to achieve the benefits from nationally negotiated contracts and national good practice for fast moving consumer goods. Budget holders, departmental managers and users of goods and services within the Trust. Other non NHS Suppliers with whom the Trust has an ongoing relationship. Note; some of these organisations may change/evolve during the period of the strategy. 6.8 AREA 6 TRUST OBJECTIVES 6.8.1 The procurement function will work closely with all stakeholders to achieve the Directorate objectives which have a procurement element. Examples include: Support patient safety via goods and services procured. Support the Trust to deliver the non-pay expenditure CIP s. Ensure that the Business Continuity Plan (BCP) is up to date. Support the Trust s Foundation Trust (FT) application. 6.9 AREA 7 PROCUREMENT STAFF DEVELOPMENT 6.9.1 NWAS recognises the value of its entire staff and understands how staff are critical to the delivery of the Trust s current and future objective. The Organisational Development Directorate has a vision with 5 themes one of which is to: Investing in learning and development -To support reflective practice and help all our staff to achieve their full potential in line with organisational priorities, standards and objectives. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 11 of 18

6.9.2 The DoH Better Procurement, Better Value, Better Care, 2013, also recognises how improved leadership and capability for procurement across the NHS will support the NHS drive improvements to patient care whilst delivering productivity and efficiency savings to meet the growing demand for services. 6.9.3 NWAS has supported procurement staff development over recent years sponsoring a number of staff to become professionally qualified with the Chartered Institute of Procurement and Supply (CIPS). The procurement function current has 3 fully qualified members of staff with another 2 part qualified or studying towards qualification. The procurement function will continue with this development strategy as well as ensuring that team members knowledge and skills remain current and exemplary by supporting access to appropriate courses and training where possible. 6.9.4 All staff have an annual appraisal and a personal development plan that aligns with the department and trust objectives. 7. High Level Strategic Objective Development 7.1 The key actions and objectives to deliver the strategy can be outlined in the table below: Objective 2015/16 2016/17 2017/18 2018/19 2019/20 Approve Procurement Strategy Review/ Update Procurement Strategy Review Equality & Diversity Impact Assessment Quarterly reporting to Trust Finance, Investment and Planning Committee Review/ Agree annual work plan Introduce inventory control system which will support NHS eprocurement Strategy Complete corporate service review department restructure (staff/ location) Review department corporate service review restructure NHS Standards for Procurement Level 2 Assessment Consider NHS Standards for Procurement Level 3 Assessment Review procurement competencies and agree training and development strategy with regard to procurement. Review department BCM Conduct staff PADR reviews Monitor national procurement landscape development Review Procurement training and develop strategy Implement any internal audit recommendations 8. Conclusion 8.1 The Procurement Strategy 2015/16 2019/20 builds on the successes of the previous strategies. It has been designed to meet the current and future needs of the Trust whilst ensuring that all relevant key regional and national procurement initiative are supported. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 12 of 18

Appendix 1 Non Pay Expenditure 2014-2015 /m Percentage Estates Related Expenditure 7.2 11.58% Fleet Related Expenditure 19.1 30.71% IM&T Related Expenditure 6.1 9.81% Medical Related Expenditure 5.1 8.20% Service Related Expenditure 24.7 39.71% Total 62.2 100.00% Note: Further analysis is underway to establish the element of contracted v influenceable expenditure. This will inform the approach of the Procurement team to supporting the Trust s future plans. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 13 of 18

Appendix 2 Equality Impact Assessment Report Name of Policy, Service or Function Procurement Strategy Equality Impact Assessment carried out by Daren Hopkinson Head of Procurement Date of Equality Impact Assessment 28 April 2010 Equality Impact Assessment Report Step 1: Description and Aims of Policy, Service or Function Overall aims The purpose of this Strategy is to define the responsibilities and accountability for the processes and objectives regarding procurement. The strategy aims to ensure that Value for Money is achieved for all goods and services procured. Key elements of policy, service, process The strategy is written for the Trust to be systematic in its approach to the quality and control of its procurement activities. Who does the policy, service or function affect? All employees of the Trust. Contractors and Suppliers. How do you intend to implement the policy or service change (if applicable) This Strategy requires approval by the Trust Board of Directors. It will be made available by intranet for all internal staff. It will be reviewed and amended to take into account of any future developments. Step 2: Data Gathering Summary of data available and considered All data has been gathered from existing Trust records or Department of Health policies and procedures. Outcomes of data analysis Equality Group Gender Race/Ethnicity Evidence of Impact No impact identified from data. Potential impact on persons who do not have English as their first language. Where ever possible the Trust will use suppliers off National or Regional contracts or frameworks. These suppliers will only be permitted on to the agreement following a rigorous, fair and transparent selection process. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 14 of 18

If a local tender is to be undertaken the Trust will comply with its legal obligations and its corporate social responsibility to ensure that a rigorous, fair and transparent process is undertaken. They will also ensure that minority groups are not discriminated against, so that smaller ethnically diverse local businesses are not excluded from successfully competing for business with the Trust. Appropriate developed and defined specifications, appropriate pre-tender and tender evaluation criteria and contract conditions will be developed to give sufficient prominence to ethnical issues. Disability As part of the selection and management of suppliers in the performance of their contract, they will be assessed against their compliance with current Ethical and Diversity legislation. Potential impact on persons who are visually impaired or persons with learning difficulties. Where ever possible the Trust will use suppliers off National or Regional contracts or frameworks. These suppliers will only be permitted on to the agreement following a rigorous, fair and transparent selection process. If a local tender is to be undertaken the Trust will comply with its legal obligations and its corporate social responsibility to ensure that a rigorous, fair and transparent process is undertaken. Appropriate developed and defined specifications, appropriate pre-tender and tender evaluation criteria and contract conditions will be developed to give sufficient prominence to disability issues. Sexual Orientation Religion or belief Age General (Human Rights) As part of the selection and management of suppliers in the performance of their contract, they will be assessed against their compliance with current Disability legislation. No impact identified from data. No impact identified from data. No impact identified from data. Where ever possible the Trust will use suppliers off National or Regional contracts or frameworks. These suppliers will only be permitted on to the agreement following a rigorous, fair and transparent selection process. If a local tender is to be undertaken the Trust will comply with its legal obligations and its corporate social responsibility to ensure that a rigorous, fair and transparent process is undertaken. Appropriate developed and defined specifications, appropriate pre-tender and tender evaluation criteria and contract conditions will be developed to give sufficient prominence to Human Rights issues. Step 3: Consultation Please note you may want to return to this section following Steps 4 & 5 Summary of consultation methods Internal E+D Co-Coordinator Head of Procurement Outcomes of consultation Equality Group Gender Race/Ethnicity Evidence of Impact No impact identified from data. Potential impact on persons who do not have English as their first language. Where ever possible the Trust will use suppliers off National or Regional contracts or frameworks. These suppliers will only be permitted on to the agreement NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 15 of 18

following a rigorous, fair and transparent selection process. If a local tender is to be undertaken the Trust will comply with its legal obligations and its corporate social responsibility to ensure that rigorous, fair and transparent process is undertaken. Disability Appropriate developed and defined specifications, appropriate pre-tender and tender evaluation criteria and contract conditions will be developed to give sufficient prominence to ethnical issues. Potential impact on persons who are visually impaired or persons with learning difficulties. Where ever possible the Trust will use suppliers off National or Regional contracts or frameworks. These suppliers will only be permitted on to the agreement following a rigorous, fair and transparent selection process. If a local tender is to be undertaken the Trust will comply with its legal obligations and its corporate social responsibility to ensure that rigorous, fair and transparent process is undertaken. Sexual Orientation Religion or belief Age General (Human Rights) Appropriate developed and defined specifications, appropriate pre-tender and tender evaluation criteria and contract conditions will be developed to give sufficient prominence to disability issues. No impact identified from data. No impact identified from data. No impact identified from data. Potential impact on persons who are visually impaired or persons with learning difficulties. Step 4 & 5: Impact Grid Relevant Equality Area Where ever possible the Trust will use suppliers off National or Regional contracts or frameworks. These suppliers will only be permitted on to the agreement following a rigorous, fair and transparent selection process. If a local tender is to be undertaken the Trust will comply with its legal obligations and its corporate social responsibility to ensure that rigorous, fair and transparent process is undertaken. Appropriate developed and defined specifications, appropriate pre-tender and tender evaluation criteria and contract conditions will be developed to give sufficient prominence to human rights issues. Areas of impact identified Is the impact positive or negative? Key issues for action [Will form basis of action plan] Gender No adverse impact Positive None Race/Ethnicity Where possible, use suppliers from pre vetted national and/ or regional framework or contract agreements Positive The use of National/ Regional frameworks or contracts ensures that the Trust has complied with its legal duties If a local tender is to be undertaken ensure that appropriate information is requested at prequalification stage. Ensure that appropriate prequalification questions are adopted Ensure that appropriate specification, evaluation criteria and contract conditions are used. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 16 of 18

Disability Develop appropriate specifications, evaluation criteria and contract conditions. Where possible, use suppliers from pre vetted national and/ or regional framework or contract agreements Positive The use of National/ Regional frameworks or contracts ensures that the Trust has complied with its legal duties If a local tender is to be undertaken ensure that appropriate information is requested at prequalification stage. Develop appropriate specifications, evaluation criteria and contract conditions. Sexual Orientation No adverse impact Positive None Religion or belief No adverse impact Positive None Age No adverse impact Positive None General (Human Rights) Where possible, use suppliers from pre vetted national and/ or regional framework or contract agreements Positive Ensure that appropriate prequalification questions are adopted Ensure that appropriate specification, evaluation criteria and contract conditions are used. The use of National/ Regional frameworks or contracts ensures that the Trust has complied with its legal duties If a local tender is to be undertaken ensure that appropriate information is requested at prequalification stage. Develop appropriate specifications, evaluation criteria and contract conditions. Ensure that appropriate prequalification questions are adopted Ensure that appropriate specification, evaluation criteria and contract conditions are used. NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 17 of 18

Step 6: Action Plan Issue identified and equalities group or communities affected Race/Ethnicity/ SME Disability Human Rights (All) Name of Policy or Service: Procurement Strategy Action to be taken By When Who By Expected outcome Progress The use of National/ Regional frameworks or contracts ensures that the Trust has complied with its legal duties. Ensure that appropriate prequalification questions are adopted. Ensure that appropriate specification, evaluation criteria and contract conditions are used. The use of National/ Regional frameworks or contracts ensures that the Trust has complied with its legal duties. Ensure that appropriate prequalification questions are adopted. Ensure that appropriate specification, evaluation criteria and contract conditions are used. The use of National/ Regional frameworks or contracts ensures that the Trust has complied with its legal duties. Ensure that appropriate prequalification questions are adopted. Ensure that appropriate specification, evaluation criteria and contract conditions are used. As contracting opportunities become available. As contracting opportunities become available As contracting opportunities become available Head of Procurement Head of Procurement Head of Procurement NWAS can evidence that National or Regional frameworks or contracts at used. Where local tenders are undertaken appropriate. Prequalification questionnaires will be used. Where local tenders are undertaken appropriate specifications, evaluation criteria and contract conditions will be developed. NWAS can evidence that National or Regional frameworks or contracts at used. Where local tenders are undertaken appropriate. Prequalification questionnaires will be used. Where local tenders are undertaken appropriate specifications, evaluation criteria and contract conditions will be developed. NWAS can evidence that National or Regional frameworks or contracts at used. Where local tenders are undertaken appropriate. Prequalification questionnaires will be used. Where local tenders are undertaken appropriate specifications, evaluation criteria and contract conditions will be developed. Summary of decisions and recommendations For the Procurement Steering Group to recognise the E&D implications as set out in this EQIA and provide/ agree consideration to a timetable of action, responsibilities and timescales on progress. Recommendations are: Further consultation in this area with appropriate groups and individuals to ensure any potential adverse impact has been mitigated and removed. Step 7: Monitoring arrangements Consultation feedback Timescales to be achieved Step 8: Date of next Equality Impact Assessment End of May 2019 NWAS PROCUREMENT STRATEGY 2015 - V1.2 Page 18 of 18