Procurement Strategy Jan 07 - Mole · PDF fileThe aim of this Procurement Strategy is to set a clear framework for procurement ... Building Capacity ... employment considerations into

Mole Valley District CouncilCorporate Procurement Strategy

Page 1

CorporateProcurementStrategyMarch 2006

MOLE VALLEY DISTRICT PROCUREMENT STRATEGY

1. Introduction

2. Corporate Context

3. Leadership & Responsibilities

4. Procurement Vision and Principles

5. Current Arrangements

6. Performance Management

7. Skills Framework

8. Key Tasks and Priorities for Action

MOLE VALLEY DISTRICT PROCUREMENT STRATEGY

1. INTRODUCTION

Aim

The aim of this Procurement Strategy is to set a clear framework for procurement throughout theauthority to support and enable the delivery of the Council’s Performance Management Plan (PMP),the council’s priority of ensuring “value for money”, the delivery of the Community Strategy and to fulfilthe duty of Best Value.

The strategy is part of a hierarchy of documents, which include:

• Contract Standing Orders

• Financial Regulations

• Best Value Toolkit (Options Appraisal)

• Procurement Code of Practice

• Grants Policy

• Selling to Mole Valley Guide

Definition

• Procurement is the whole process of acquiring goods, works and services from third parties. Theprocess spans the whole life cycle from identification of needs, through to the end of a servicecontract or the end of a useful life of an asset.

• Procurement spend relates to the external purchase of goods, works and services by the Council,and excludes payment of employee related salaries, wages, national insurance andsuperannuation costs, it also excludes transfer payments and payments to individuals forexpenses, insurance settlements, council tax refunds.

Background

The 1999 Local Government Act introduced the duty of Best Value to local authorities. DETR 10/99contained the first guidance on how to meet the requirements of Best Value. The need for allauthorities to have a clear procurement strategy was identified at this stage and procurement wasclearly established as the fundamental element in achieving Best Value. It was also suggested thatContract Standing Orders should be reviewed to reflect the principles of Best Value and the changefrom the lowest price regime of Compulsory Competitive tendering (CCT) to wider whole life andquality considerations of the new legislation.

The Byatt review of Local Government procurement was undertaken to establish the level ofprocurement skills and practice in the light of the new requirements. A series of recommendations onbest practice was introduced to local authorities. At the same time the Egan report on ‘RethinkingConstruction’ firmly established the partnering option for local authorities and further best practiceprinciples for local authority procurement.

The E Government agenda includes e-procurement. E Procurement is the use of an electronic systemto acquire goods, works and services and payments from third parties. It includes BACs payments,procurement cards for ordering and payment, web-based systems such as e-auctions and e-

marketplaces (electronic catalogues of approved suppliers) and complete financial procurementsystems. This Procurement Strategy will have due regard to the guidance and support provided by theNational e-Procurement Project (NePP).

The Local Government Act 2003 gave financial freedoms and flexibilities to local authorities includingthe prudential capital finance system and the freedom to trade. ODPM Circular 03/2003 providedguidance on the new duties, updated the Best Value framework, re-enforced the workforce regulationsrelating to Transfer of Undertakings and Protection of Employment (TUPE) with regard to majoroutsourcing contracts and European contract regulations.

The guidance also clearly linked the requirement to incorporate the duties of the Race Relations(Amendment Act) into procurement activity. Councils have a legal duty to:

a) Eliminate unlawful discriminationb) Promote equality of opportunity and good relations between people of different racialgroups.

This duty applies to procurement and functions delivered by private firms or the voluntary sectorthrough contractual arrangement with a local authority.

In October 2003 the National Procurement Strategy was launched as a response to the Byatt andEgan reports. The Vision for local government procurement by 2006 is that all councils will be:

• Delivering significantly better quality public services that meet the needs of all local citizensthrough sustainable partnerships they have forged with a range of public, private, social enterpriseand voluntary sector organisations.

• Confidently operating a mixed economy of service provision, with ready access to a diverse,competitive range of suppliers providing quality services, including small firms, social enterprises,minority businesses and voluntary and community sector groups.

• Achieving continuous improvement from all categories of procurement expenditure, by putting inplace an appropriate procurement strategy and the necessary resources for implementation.

• Obtaining greater value for money by collaborating with partners at local, regional, national andEuropean levels.

• Realising economic, social and environmental benefits for their communities through theirprocurement activities.

• Demonstrating improvement in equality and opportunity for businesses, service users and councilstaff.

• Stimulating markets and using their buying power creatively to drive innovation in the design,construction and delivery of services.

The Government is supporting the implementation of the National Strategy through the CapacityBuilding Fund. This includes the establishment of Regional Centres of Excellence and nationaltraining and development programmes. There are 22 key milestones in the National Strategy, whichthis Mole Valley District Council Procurement Strategy will seek to achieve.

NATIONAL PROCUREMENT STRATEGY – 22 KEY MILESTONES

Providing Leadership &Building Capacity

Partnering & Collaboration Doing BusinessElectronically

Stimulating Markets &Achieving Community Benefits

From2003

1. Where relevant, all councilsshould consult staff duringprocurement projects and buildemployment considerations intoprocurement processes andcontracts, including compliancewith the Local Government Act2003, Circular 03/2003 and theassociated Code of Practice.

By2004

1.Every council should adopt acorporate procurement strategy,based on a Best Value or otherreview. Members and seniormanagers should own the strategyand its implementation monitoredregularly.

1.Every council’s corporateprocurement strategy should setout the council’s approach topartnering in service deliveryand in construction projects.

2.Every council should publish a‘Selling to the Council’ guide on itscorporate website together withdetails of bidding opportunitiesand contact details for eachcontract.

By2004

2.Every council’ corporateprocurement strategy should setout the council’s approach tocollaboration (includingpurchasing consortia, jointprocurement and commissioningand shared services), and how itintends to use new tradingpowers.

3.All corporate procurementstrategies should address:

• the relationship of procurementto the community plan,workforce issues, diversity andequality & sustainability.

How the council will encourage adiverse and competitive supplymarket, including small firms,social enterprises, ethnic minoritybusinesses and voluntary &community sector supplier.

By 3. Best Value or strategic review 4.Every council should build

2004 of a service should include arobust and challenging appraisalof the different service deliverymodels available.

sustainability into its procurementstrategy, processes and contracts.

By2004

5.Every council should conclude acompact with the local voluntaryand community sector.

By2004

6.Procurement processes forpartnerships should include:

• issuing an informationmemorandum to prospectivebidders setting out thebackground to the project, thecouncil’s objectives and anoutline of the procurementprocess and timetable, withroles & responsibilities madeclear.

• inviting bidders to demonstratetheir track record in achievingvalue for money througheffective use of their supplychain, including the use ofsmall firms, this shouldcontinue to be examined aspart of contract management.

By2005

2.Every single tier and countycouncil should carry out a healthcheck on progress against theNational Strategy and theassociated guidance as part oftheir corporate procurementstrategy

4.The average time taken fromOJEU notice to contract awardin a project of more than oneyear’s duration should bereduced by 10% on the 2003base.

1.Every council shouldhave implemented anappropriate e-procurementsolution as part of its e-Government programme.

7.Every council should include ininvitations to tender/negotiate forpartnerships a requirement onbidders to submit optional, pricedproposals for the delivery ofspecified community benefits,which are relevant to the contract

and add value to the communityplan.

By2005

3.Every council should be involvedwith a regional centre ofexcellence in procurement andproject management

5.Smaller district councilswithout dedicated procurementresources of their own, shouldbe collaborative with others,through the regional centres ofexcellence, to create sharedservices for procurement andproject management.

2.For low value purchases,every council should bemaking appropriate use ofa procurement card, theGovernment ProcurementCard (GPC) or a suitableelectronic method.

By2005

6.Councils should identifyopportunities for collaborationwith neighbouring councils forshared commissioning and/ordelivery of services.

8.Every council should havesigned up to the nationalconcordat for SMEs.

By2006

4.Every district council shouldhave carried out a health check onprogress against this NationalStrategy and the guidanceendorsed as part of their corporatestrategy.

7.The average time taken fromOJEU notice to contract awardin a project of more than oneyear’s duration should bereduced by 25% on the 2003baseline.

v 3.Every council should beusing an appropriate e-Marketplace

The Council has set down how its approach to delivering these key milestones in the action plan contained on pages 19 – 25.

2. STRATEGIC FRAMEWORK

Procurement must be placed within the Council’s strategic context. This is set out below.

The Community Plan

The purpose of the Community Plan is to promote the economic, social and environmental wellbeingof Mole Valley for the next 10 years. The Community Plan sets out the priorities of the residents,businesses and other stakeholders to improve the quality of life in the district. Informed by thecommunity, it is developed by a partnership of key public, private and voluntary organisations calledthe Mole Valley Community Planning Group (Mole Valley’s Local Strategic Partnership (LSP) and isaimed at joint working to deliver services to the local community. The Community Plan has beenreviewed during 2005/06 and has been re-launched in April 2007.

The broad vision is:

The needs of those who live and work in the District are met, the environment, prosperity anddistinctive character if Mole Valley are sustained, and problems which reduce the quality of life are

tackled.

The Local Development Framework (which replaces the Local Plan), is currently being developed.This provides the spatial expression of the Community Strategy.

• The key concerns identified by the community are:

• Affordable Housing

♦ Transport

• Young People

• Waste & Recycling

• Health & Social Care

• Developing Stronger Communities

The community’s priorities are supplemented by a priority on Health, which is a cross cutting issue.

Community development, particularly locally based community planning is part of the Safer & StrongerCommunities priority.

The Council’s Goals

The Council has identified 11 Goals for the period 2002 to 2007. If each of these Goals is achieved,then the Council’s Vision will be delivered. These Goals are:

A Mole Valley is a safe and healthy place, and fear of crime is reduced.B The character and distinctiveness of Mole Valley’s countryside, towns and villages are

safeguardedC The Council supports the local business community in achieving a successful and resilient

local economy with vibrant towns and villagesD The supply of affordable housing for key workers and residents to rent or buy in the district is

significantly improvedE Local people have access to the services they need regardless of where they live in the District

F Extra help is provided to those individuals and communities with identified needs ordisadvantages

G The Council finds out what people want and are prepared to pay forH Local people are aware of the part the Council pays in their daily livesJ The Council makes best use of its human resources and is a good employerK The Council makes best use of its property and financesL The Council’s statutory obligations are met

The Council’s Values

The Council has identified the Values that it requires its elected members and staff to demonstrate inall the work they do. The Values are:

• Integrity

• Communication

• Good value

• Equality of opportunity

• Courtesy and fairness

• Joint working

• Responsiveness

• Practising sustainability

• Reliability

The Council’s Priorities

The Council has set seven priorities for the period 2006 to 2009. The Community Strategy informedthese priorities. The seven priorities are:

� To increase the supply of affordable housing� To improve waste management and increase recycling� To improve support for young people� To support and develop safer and stronger neighbourhoods and to take the lead in

addressing their concerns� To ensure the Council delivers value for money through improved financial

management and efficiency, thus reducing pressure on the Mole Valley element of thecouncil tax

How the Council will achieve its Vision, goals and priorities is set out in the 5 year PerformanceManagement Plan. All procurement decisions must advance the Performance Management Plan.

3. LEADERSHIP AND RESPONSIBILITY

Leadership

• The Policy Committee has responsibility for the development of a corporate procurementstrategy and overseeing its implementation. (Prior to May 2006 this was the responsibility of the Strategy

Committee)

• TBC is member champion for value for money.

• Corporate Management Team appointed Director of Resources as lead officer forprocurement.

• A Procurement Board has been established to oversee strategic procurement and is made upof the member champion, Director of Resources who managesand representing the threedirectorates.

Policy Committee

Sets overarching strategy and procurement framework

Member Champion

Joint Officer/Member Procurement Board

Considers strategic procurement “make or buy” decisions, business case, Project InitiationDocuments, major gateway reviews and post project completion evaluation

Heads of Department

Implement procurement approach in line with decision of the Procurement Board, establish jointmember/officer project team as appropriate, utilise project management system for strategic

procurement

Policy and Audit Committee

Oversee appropriate procurement projects.

Responsibility

• The Procurement Board is responsible for developing this procurement strategy and monitoringcompliance with the National Local Government Procurement framework.

• The Procurement Board is responsible for recommending procurement procedures and standardsand for providing advice and guidance to officers and members to ensure that the Council deliversBest Value through this Procurement Strategy.

• The Heads of Department are budget holders and purchase goods, let and manage service/workscontracts in line with the suite of corporate procurement documents such as; Contract StandingOrders, Financial Regulations and the Procurement Code of Practice.

• Policy committees are responsible for the implementation of the corporate procurement strategyinsofar as their own procurement projects are concerned.

• The Procurement Board is in place to exchange best practice and co-ordinate procurementactivity.

The Strategic Procurement Cycle

This strategy will further refine strategic procurement through the application of the procurement pathmatrix. Strategic procurement will relate to items of a defined monetary value or those identified ascritical to operational need.

1. Identify Need

2. Develop Business Case

3. Define procurement approach

4. Supplier Appraisal

5. Tender Evaluation

6. Award Contract

7. Manage implementation of contract

8. Closure/review need

9. Disposal

4. PROCUREMENT VISION AND PRINCIPLES

Procurement Vision

To obtain Best Value through the effective procurement of all goods and services required by theCouncil.

Procurement Principles

Procurement principles have been established that aim to support the Council’s PerformanceManagement Plan and achieve this vision.These are listed below:

• Adopt the life cycle approach to assets or contracts (maximum of 25 years) through addressingaffordability issues such as ongoing revenue implications and replacement value in the businesscase. (Goal K ,Value = Good Value).

• Establish tender evaluation models based on selecting the bid that offers the optimum combinationof whole life costs and benefits to meet the customer’s requirements through an agreed range ofcriteria. (Goal K, Value = Good Value)

• Amend Contract Standing Orders to update the focus from lowest initial price and to reflect theduty of Best Value. (Goal K, Value = Good Value).

• Seek to continue to operate a mixed economy of service provision and continue to engage withthird sector through the Grants Policy (Goal K ,Value = Good Value).

• Ensure full compliance with European procurement regulations (Goal L, Value = Integrity)

• Ensure statutory compliance in all phases of the procurement cycle. (Goal L)

• Place safety of employees, contractors and the public as the highest priority in undertakingbusiness for and with the Council (Goal A)

• Encourage a partnering approach by identifying the right contractors or partners for a long termfuture (Goal K, Value = joint working)

• Provide all potential contractors with the Council’s core adopted policies that must be adhered to inundertaking business concerned. (Goal K)

• Seek to put measures in place to make it easier for local businesses and small and mediumenterprises (SMEs) to tender competitively for council business such as a Selling to Mole ValleyGuide, ongoing engagement and consultation. (Goal C, Value = Equality of Opportunity)

• Maximise the benefits of linking into the opportunities for cost savings, efficiency gains andexpertise provided by the regional Centre for Excellence. (Goal K, Value = Good Value).

• Utilise opportunities available through the Surrey Procurement Forum, other networks andconsortia to achieve economy and efficiency in identified high volume/low risk items. (Goal K,Value = Good Value).

• Ensure that the Council fully complies with its duty under the Race Relations Amendment Act in allof its procurement activity. (Goal L, Value = Equality of Opportunity)

• Maintain an awareness of ethical considerations and issues such as ‘Fair Trade’ in procurementactivity in line with Council’s resolution on Fair Trade. (Value = Integrity and PractisingSustainability)

• Implement appropriate E-procurement solutions as part of the Council’s E Government Strategy inorder to reduce transaction costs after a robust business case has been developed. (Goal K, Value= Good Value)

• Develop corporate rules for procurement and standard processes and documentation across theauthority, which will be set out in the Procurement Code of Practice and reflected in amendedFinancial Regulations. (Goal K, Value = Good Value).

• Ensure all risks associated with procurement are assessed and minimised according to theCouncil’s Risk Management Protocol. (Goal K )

• Promote the Anti- Fraud and Corruption Policy and Codes of Conduct at the tendering stage in linewith the Code of Corporate Governance. (Goal L, Value = Integrity)

• Approve guidelines within standing orders for the disposal of assets that have reached the end oftheir useful life. (Goal K)

• Ensure that any procurement that potentially involves the transfer of staff currently employed bythe Council protects the future terms and conditions of employment as the law allows. (Goal L)

• Seek to promote good employment practices with contractors and partners In line with theprinciples of the Code of Corporate Governance. (Goal J)

• Staff engaged in procurement and contract management will receive appropriate training to reachthe competency level as defined by the Procurement Skills Framework. (Goal J)

• Aim to meet the requirements of the National Procurement Strategy through this corporateprocurement strategy, including an annual review of progress. (Goal K, Value = Good Value,Equality of Opportunity, Joint Working and Practising Sustainability)

Procurement Path

As part of its Procurement Strategy the Council will undertake to fully identify its procurement portfolioand undertake a mapping exercise using the matrix below.

3 4High

StrategicImportanceto theCouncil

Low

1 2

Opportunity to achieve better value Low High

This result of this mapping exercise will determine the appropriate procurement path:

High Opportunity/Low Strategic Importance (Box 2)

For these routine items the Council will seek to enter authority wide contracts for the supply of goodsor services where there are economic and efficiency benefits. Consideration will be given to both:

• Potential for consortia or partnering arrangements

• Value for money and competition that small local firms can offer

High Opportunity/High Strategic Importance (Box 4)

Strategic procurement decisions are triggered through the following means:

• Annually through the service and budget planning process

• In preparation for the expiry of a contract

• Any new opportunities that arise

• Following a Best Value or other review

• As a matter of urgency if a contract or service is failing or costs are rising

The are 3 essential steps to consider:

• Delivery of the Council’s Performance Management Plan

• The market

• Council’s Option Appraisal process (see Best Value Toolkit)

The Procurement Board will advise the Head of Department of the appropriate procurement approach.Major strategic procurement will utilise the Council’s project management process and will includeappropriate gateway reviews and post-completion evaluation.

5. CURRENT ARRANGEMENTS

What is Spent?

The Council’s external revenue spend on goods and services (including the spend from the HousingRevenue Account) is £12,943,000 (2004/05). This procurement spend is 34% of the Revenue Budget(including HRA).

The areas of major procurement spend within the Revenue Budget are illustrated in thechart below:

Employees

(including

superannuation)

29%

Benefit

payments

31%

Procured items

34%

Miscellaneous

other items

6%

R even u e b u dg e t - P ro cu rem en t S p end

£12 ,9 4 3 ,0 0 0

2 4 %

9 %

3 9 %

5 %

1 9 %

2 %

2 %

Th ird P a rtyP a ym e n ts(c o n tra c ts )

E q u ipm e n t &S u p p lie s

P re m ise s &g ro u nd sm a in te n an ce

W a te r

S e rv ic e s

C a r le a s in g

V e h ic le s

Services and Misc.Expenses

£691,250

20%

46%

34%

Advertising

Postages &telephones

Services (legal

fees, consultantsfees)

Equipment & Supplies

- £1,195,400

1%

31%

39%

22%

3%

4%

Uniform/clothing/laundry

ComputerEquipment

Furniture/equip/materials

Stationery/ Printing

Provisions

Publications

Third Party payments - main areas of spend

£3,089,050

Waste Management

Street Cleaning

Recycling

LLC -DSO

Further analysis of these areas of spend are illustrated below:The Major Council contracts are:

Contract Value

Waste Management £1,893,900

Street Cleaning £629,300

Grounds maintenance/LLC DSO £120,100

Sheltered accommodation cleaning 78,500

Central offices cleaning 44,000

Dorking Hall cleaning 32,000

The Council currently operates a devolved purchasing structure. The adoption of this ProcurementStrategy will necessitate a more corporate approach.

6. PERFORMANCE MANAGEMENT

The Council will utilise the Audit Commission/IDEA Key Performance Indicators (KPIs) for

procurement as appropriate to the local context in order to measure and benchmark performance. These

KPIs will be developed as part of the ongoing development of this strategy and will be reported

annually to the Procurement Board and the Strategy Committee.

7. SKILLS FRAMEWORK

The Council has a high level awareness of the Government’s procurement agenda and the benefits ofits application to Mole Valley through engagement with the 4Ps training modules.

The Council has invested in specialist procurement expertise and has established a ProcurementBoard to support members and officers with procurement activity.

The Council will utilise the IDEA Procurement Skills matrix to map competencies and identify skillsgaps for staff and members at all levels of procurement activity. A training needs analysis will bedeveloped from this exercise and link to the corporate training plan.

Some members of the Procurement Board have been through this training programme and are able toprovide internal challenge to the developing policies and processes. In addition, the Head of facilitiesManagement (a member of Procurement Board) is completing the South East and South WestCentres of Excellence developing supply strategy course. The council did recruit and Best Value andProcurement Officer for a short time in 2004 but was subsequently unable to fill that vacancy when theofficer left. The council is now pursuing shared options with its East Surrey Improvement Partnershippartners.

8. KEY TASKS AND PRIORITIES FOR ACTION

The action plan on the following pages to deliver this strategy, has been developed from 3 sources:

• In response to the IDEA Fitness Check June 2003

• From the 4Ps procurement workshops January and March 2004

• In response to the National Procurement Strategy

The workload involved in delivering this strategy is significant. Actions have therefore been prioritised

over the next 3 years. The action plan will require further development to address all milestones within

the National Strategy.

9. KEY TASKS AND PRIORITIES FOR ACTION

KEY TASK PMPRef.

PRIORITY1. 2004/052. 2005/063. 2006/07

RESPONSIBLE OFFICER

TARGETDATE

CROSS-REFERENCE TONATIONAL

PROCUREMENTSTRATEGY

RESOURCEIMPLICATION

How Measured

eadership

mbed a strategic procurementanagement approachcluding clarifying further thespective roles &sponsibilities of electedembers & officers in theocurement process throughe Procurement Board

K4.7 1 - 3. Director ofResources

2004 - 07 Providing Leadershipand building capacity 1.– by 2004

Staff time Regular reportsto ProcurementBoard

olicy & Strategy

Establish, implement andcontinue to develop thiscomprehensive corporateprocurement strategy.

K4.7 1 - 3. Director ofResources

2004/07Completedbut reviewongoing

ProvidingLeadership andbuilding capacity 1.– by 2004


Establish the Council’sprocurement profile.

K4.7 1. Head ofFinance



Map procurement expenditureusing a “portfolio” approach(risk/value matrix) anddevelop appropriatestrategies. This will identifyareas where procurementresources can have mostimpact, the appropriate skillsand techniques for each typeof procurement, theappropriate level of officerand member involvement,and the preferredprocurement approach.

K4.7 1. ProcurementBoard


Partnering andcollaboration 2 –by 2004

Member andStaff time

Regular reportsto ProcurementBoard

Review & update the ContractStanding Orders & Scheme ofDelegation in order toimplement this strategy eg.

facilitate the award of contracts on a mixof quality & whole-life cost, e-procurement, use of consortia &partnering approach

K4.7 1. Head of Legal

COMPLETED

Establish a business case fore procurement (including

procurement cards), undertakingfull option appraisals utilisingthe Surrey ProcurementForum & Centre forExcellence

K1.1K4.7

1. Procurementand BestValueOfficer/Headof IT/ Head ofFinance

COMPLETED

Further revise the Best ValueToolkit eg. to include a strategic

approach to sustainability in optionsappraisal, develop collaborative optionsmore fully & staff consultation protocol.

K4.7L2.3

1 - 2 ProcurementBoard

2004/06 Stimulating Markets& AchievingCommunityBenefits 1&3 by 04Partnering andCollaboration 2&3 –by 04 & 6 – by 06

Staff time Regular reportsto theProcurementBoard

Establish and refresh policyrelating to sustainable,environmental & ethicalprocurement


2005/06 Stimulating Markets& AchievingCommunityBenefits 4 by 2004


Further develop the GrantsPolicy

K4.7F2.2

1 - 2 Director ofResources/Head ofcommunityServices

2004/06 Stimulating Markets& AchievingCommunityBenefits 3 & 5 by2004

Consult with local businessrepresentatives on eprocurement issues

K4.7 3 DoR / DorkingBusinessRetention Mgr

2005/05 Doing BusinessElectronically 1 & 2– by 2005

IEG funding Report to EGovernmentBoard

Develop an e-procurementimplementation plan

K4.7E3.3

2. Head of IT 2005/06 Doing BusinessElectronically 1 & 2– by 2005

IEG funding2005/06 budgetprocess

Report to EGovernmentBoard

Develop a procurement planto support the IEG plan.

K1.2E3.3

2. Head of IT

COMPL

ETED

Doing BusinessElectronically 1 – by2005


Establish a partneringapproach through engagingwith suppliers in a regularsuppliers day & through theCentre for Excellence

K4.7 2 Procurement& Best ValueOfficer/Headsof Dept.

DEFERR

ED

Partnering andCollaboration 1 - by2004


Incorporate procurement‘know-how’ throughout BestValue Reviews, includingoptions appraisal; e.g. further

consideration of qualitative andquantitative factors, risks, costs &benefits.

L2.3 1 - 3 Procurementand BestValue Officer

2004/07 Partnering andCollaboration 3 – by2004


Review the use of Councilstores and establish a policy

K8.7 1 Director ofServices

2005/06 Staff time Report toEnvironmentCtte

eople

Utilise the IDEA procurementskills framework to identify thecompetencies of identifiedofficers & members involvedin procurement processes.

J1.6J1.9

2. ESIP 2005/06 Staff time Workforce 2008

Develop a procurementtraining plan to deliver the setdown competencies

J1.6J1.9

2. ESIP 2005/06 Staff timeInclusion inCorporateTraining Planand MemberTraining Plan

CorporateTraining Plan

Develop & establish a staffconsultation protocol toenable full compliance withTUPE & CRE guidance

L1.3L3.2

2 Head ofPersonnel

COMPL

ETED

Stimulating Markets& AchievingCommunityBenefits 1 & 3 by 04


ocesses

Revise the Councils ApprovedSuppliers Lists in Housing,Property & Leisure as priorityareas




Co-ordinate procurementarrangements across theCouncil introducingstandardised documentation,systems & corporateprocesses

K4.7 1 - 2 Procurement& Best ValueOfficer

2004/06 Staff time Regular reportsto theProcurementBoard

Clearly set down the rulesgoverning procurement in aProcurement Code of Practice

K4.7 1 - 2 Procurement& Best ValueOfficer


Identify opportunities forcollaborative procurementthrough accessing existingpublic sector frameworks.

K4.7 1 - 3. Procurement& Best ValueOfficer

2004/07 Partnering andCollaboration 2 –By 2004Partnering andCollaboration 6-By 2005


Utilise the opportunities andexpertise provided by theSurrey Procurement Network& Centre for Excellence

K4.7 1 - 3. Procurement& Best ValueOfficer

2004/07 Partnering andCollaboration 5-By 2005

Leadership andBuilding Capacity 3-By 2005


To be able to demonstratecompliance with EU, internaland statutory regulations.

L1.3 1. PrincipalSolicitor

2004/05 Staff time Records inContractManagementfiles

Develop a web based ‘Sellingto Mole Valley Guide’ incollaboration with SurreyProcurement Forum

K4.7 1. Procurement& Best ValueOfficer/BusinessRetentionManager C

OMPLETE

D

Stimulating Marketsand AchievingCommunityBenefits 2 –By 2004

Staff time Website

Develop local SMEs capacityto gain council businessthrough stating in tenderdocumentation the evaluationcriteria & through theprovision of constructivedebriefing.

K4.7C1.3

2. PrincipalSolicitor/ProcurementProjectManagers

2005/06 Stimulating Marketsand AchievingCommunityBenefits 3 –By 2004


Engage with Surrey BusinessLink

C1.3C1.4

1 - 3 BusinessRetentionManager

2004/06 Stimulating Marketsand AchievingCommunityBenefits 3 –By 2004 and8 – By 2005


Establish a comprehensivecontracts register andpublicise details of itsprocedures & forthcomingcontracts on the website.

K4.7 1. PrincipalSolicitor /Director’sAssistant


Stimulating Marketsand AchievingCommunityBenefits 2 –By 2004

Staff time Website

Apply the knowledge ofRethinking Constructionthroughout the Council, inparticular to critically reviewthe existing short-termapproach to the award ofmaintenance contracts &consider developing atendering strategy for suchcontracts aimed at givingsuppliers an incentive toimprove performance & buildlonger-term relationships.

K4.7 1 - 2 Head ofProperty/HousingSurveyor/Procurement& Best ValueOfficer

COMPLETED

Partnering andCollaboration 1-By 2004


Introduce the award ofcontracts on the basis of MostEconomically AdvantageousTender criteria e.g. use of

quality/cost evaluation matrices andpublishing award criteria in Tenderdocumentation.

K4.7 2. PrincipalSolicitor/ProcurementProjectManagers

COMPLETE

D

Staff time Tenderdocuments

Establish Council policy fordisposal of assets which hasreached the end of theiruseful life.

K4.7 3 Director ofResources


Results

Develop the performancemanagement system toinclude more detail onprocurement & to target areasfor improvement.

L2.5 2. Policy &PerformanceManager /DoR

2005/06 Staff time KPIsRegular reportsto theProcurementBoard

Collect baseline data onprocurement.

K4.7 1 ESIP 2004/05 Staff time Regular reportsto theProcurementBoard

easure Progress againstational Strategy throughporting to Strategy Committee


2005/06 All Staff time Strategy Ctteagenda

Revisit Procurement FitnessCheck with IDEA to identifyprogress & areas for furtherimprovement

K4.7 3. Director ofResources/Head of Policy &Partnerships

2006/07 ProvidingLeadership andbuilding capacity –4By 2006


Undertake supplier &structured ‘internal customer’perception surveys to targetareas for improvement.

K4.7 3. ESIP 2006/07 Staff time Regular reportsto theProcurementBoard

Promote shared learningthrough post contractevaluation

