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Corporate Procurement Strategy

Our Corporate Procurement Strategy sets out the Vision and Strategic Aims which direct and govern our procurement activities. It outlines the Policies, Toolkits and Processes that we use to deliver the Strategy. It also contains an action plan setting out our overall “direction of travel” and specific actions to achieve our Strategic Aims. Our Corporate Procurement Strategy has been approved by Council and is reviewed on an annual basis. Date of last updating: June 2010

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Contents

Contents Page 2 Contacting Us Page 3 Part 1 Introduction Page 5 Part 2 Vision Page 13 Part 3 Strategic Aims Page 14 Part 4 Delivery of the Corporate Procurement Strategy Page 25 Part 5 Action Plan Page 35 Appendices – See Separate Document Appendix 1 Our Strategic Planning Framework Appendix 2 Our Governance Arrangements Appendix 3 Procurement Law and the Regulatory Framework Appendix 4 Financial Regulations Appendix 5 Equality and Diversity Appendix 6 Sustainable Procurement Policies, Processes and Toolkits: Appendix 7 Procurement Policy Appendix 8 Procurement Review Programme and Service Transformation

& Efficiency Programme (STEP)

Appendix 9 Corporate Procurement Process Appendix 10 Options Appraisal Toolkit Appendix 11 Framework Agreement Guidance Appendix 12 Establishing Ethics Walls Appendix 13 Setting Evaluation Criteria Appendix 14 Soft Market Testing Appendix 15 E-Procurement Policy Appendix 16 Risk Management Process Appendix 17 Fair Employment Policy Appendix 18 Fair Employment – Staff Engagement Policy Appendix 19 Policy for User and Community Engagement Appendix 20 Anti Fraud & Corruption Policy Appendix 21 Managing Contract Performance and Learning Lessons Policy Appendix 22 Supporting Bidders – Allowing Adequate Time to Prepare and

Submit Bids Policy

Appendix 23 Targeted Recruitment &Training in Procurement Practice Policy Appendix 24 Animal Cruelty Free Food Procurement Policy Appendix 25 Sustainable Procurement Policy Appendix 26 Sustainable Timber Procurement Policy Appendix 27 Glossary of Terms

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Contacting Us

Please contact us if you have any questions or comments about our Corporate Procurement Strategy: Telephone: 0191 2328520 Christine Herriot Head of Efficiency & Procurement Rhonda Eagle Procurement Team Manager Write to: Corporate Procurement Team Chief Executive’s Office Civic Centre Newcastle upon Tyne NE99 2BN Fax to: 0191 2777662 Email to: [email protected] [email protected] Website: www.newcastle.gov.uk

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Other useful websites: Office of Government Commerce

www.ogc.gov.uk

North Eastern Purchasing Organisation

www.nepoportal.org

North East Improvement & Efficiency Partnership

www.northeastcouncils.gov.uk/improvement

Audit Commission www.audit-commission.gov.uk Communities & Local Government

www.communities.gov.uk

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Part 1 Introduction

1.1 Procurement

1.1.1 What is Procurement?

Procurement is the process by which we obtain goods, services and works. Procurement is more than just purchasing. The procurement process covers a full lifecycle of activities starting with the identification of needs, through to evaluation, purchasing and contract management. Procurement can range from the day to day purchasing of commodities to purchasing key strategic items (such as large capital assets), commissioning a service or buying an entire service. Goods and services can be provided by internal or external providers and there are a number of different models for provision of services, such as private finance initiatives and public private partnerships.

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1.1.2 Why is Procurement important?

All of our Council services involve procurement. There is a direct link between good procurement and the delivery of high quality and cost effective services to our customers. The importance of getting procurement right is reflected in various national strategies:

• The HM Treasury 2010 Spending Review scheduled for autumn 2010 is anticipated to set out a long-term vision for public services and implement a programme of key reforms. It is likely that there will be a step change in the drive for efficiency and value for money in the public sector and this may include driving down the cost of operational delivery as well as simply cutting out waste and lower priorities. From a procurement perspective local Council’s will be required to deliver savings in specific areas, including renegotiating contracts, maximising collective buying power and using benchmarking to improve performance.

• The findings of the Government’s Operational Efficiency Programme (OEP), a year-long programme examining operational spending in the public sector, were published April 2009 show scope for £15 billion of efficiency savings.

• The Roots Review of Local Government Procurement Efficiency published in February 2009 found that although there had been some improvement in procurement practices in recent years, there is a great deal of scope for getting better value for money and cutting still further the spend on external contracts. The review identified strengthened Regional Improvement and Efficiency Partnerships as a key way to improve practical procurement advice and the 'best buy' information available. Other recommendations include removing the tendering barriers for smaller suppliers and encouraging the private sector to offer solutions to known issues, not just await tendering processes before responding.

• In November 2008 the Glover Report made 12 key recommendations for what the Government could do to make it easier for Small and Medium Sized Enterprises (SMEs) to supply to the public sector. These included making opportunities as open and transparent as possible, making the procurement process equitable and simple and managing procurement strategically to encourage innovation, procurer capability and ensuring a fair deal for SMEs that participate in the supply chain.

• The Government’s Comprehensive Spending Review 2007 (CSR07) set out the government’s funding plans for the 3 year period 2008-2011. This assessed what past increases in public spending have achieved and prepared for the five factors of change set out by the chancellor: technological, economic, environmental, demographic and social. It examined how spending can go further and where efficiency gains can be made.

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1.2 Procurement in Newcastle City Council

1.2.1 Our Vision and Values

Our vision for Newcastle is to “create a vibrant, inclusive, safe, sustainable and modern European city”. The strategic objectives below explain how we will achieve this vision:

• provide services that are accessible and of consistently good quality, with an emphasis on their effective and efficient delivery, and on value for money, while keeping council tax as low as possible.

• improve educational attainment and support all citizens to fulfil their aspirations and potential, encourage everyone to learn, develop skills and build self-esteem.

• build and support safe and clean neighbourhoods and communities while managing the environment effectively and sustainably

• create an improved quality of life by working with people and partners, devolving decision-making and empowering individuals and communities to contribute and influence services.

• encourage enterprise, investment, innovation and jobs through a welcoming, forward looking and can-do approach and by building a positive relationship with business and with Europe.

• create an attractive city for people today and tomorrow, with a welcoming natural and built environment and an accessible transport system.

• work to improve all housing, health and well-being across the city and promote inclusion and equality, and seek to help those individuals and communities most in need.

As part of the Corporate Procurement Strategy we are committed to:

• Community Involvement – Listening and talking to communities about what they want

• Service Quality – Doing all we can to improve the quality of our services

• Easy access – Making services open and available for all

• Equality – Recognising the importance of equality throughout the procurement process

• Value for Money – Providing the best services at the best possible cost

• Sustainable Procurement – Recognising the economic, social and environmental impacts resulting from our procurement behaviour

• Business Partnership – Working closely with companies to achieve the best for Newcastle

• Valuing staff – City Council staff are a key resource and should be valued and respected

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1.2.2 Our Strategic Planning Framework

Our Council’s Corporate Priorities are drawn from the city’s Sustainable Community Strategy (SCS) and Local Area Agreement (LAA). This was developed and agreed by the Council and Newcastle Partnership in April 2008 and updated in April 2010. It sets out a vision for developing and regenerating the city over the next twenty years. The LAA forms the basis for a three year partnership delivery plan, setting out our priority improvement targets until 2010/11. These are being delivered by the Newcastle Partnership, with the Council playing a lead role. All of the outcomes from the Sustainable Community Strategy and Local Area Agreement targets are included in the Council’s Corporate Plan and related Portfolio Plans. All of the priority objectives in the Corporate Plan flow down into the relevant Directorate Service and Workforce Plans for each division across the Council, and subsequently into team work plans and individual appraisals. A detailed diagram can be found in Appendix 1.

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1.2.3 Governance and Leadership

We have established governance arrangements to provide leadership and clear direction to all of our procurement activities. Programmes, Projects and Action Plans are closely monitored. Appendix 2 sets out reporting arrangements. The key groups and individuals are outlined below:

• Procurement Committee o We have established a Committee of Executive to deal with procurement

issues. The Procurement Committee has full delegated power for the development and implementation of this Strategy and governance of major procurement projects. The remit for Procurement Committee is set out in the Council’s Financial Regulations.

• BMG (Business Management Group) o Is responsible for the day to day business management of the Council. It

oversees the operation and development of key business processes and systems and ensures that the Council’s policies and objectives are effectively and consistently implemented.

• Programme Boards o The delivery of procurement projects and action plans are monitored

through programme board arrangements, these include the Chief Executives Programme Board and the Corporate Transformation Programme Board.

• Head of Efficiency & Procurement o Is responsible for ensuring the effective delivery of the Corporate Procurement

function, leading and delivering the Council’s procurement and efficiency programmes to meet the Council’s future objectives and priorities, developing and maintaining regional approaches to maximise procurement opportunities, realising potential efficiency savings and supporting the local economy.

• Corporate Procurement Team o The Head of Efficiency & Procurement has responsibility for the Corporate

Procurement Team who fulfils the important procurement ‘gatekeeping’ role.

• Head of Programmes & Major Projects o The Head of Programmes & Major Projects is responsible for providing

commercial guidance and support to directorates, through the various stages of major project delivery, from inception, scoping, structure and development through to delivery of the Council’s major projects.

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1.3 About our Corporate Procurement Strategy

1.3.1 Purpose of this document

The purpose of the Corporate Procurement Strategy (CPS) is to set out the vision and strategic aims which direct and govern our procurement activities. This document outlines the policies, toolkits and processes that we use to deliver the strategy. It also contains an action plan setting out our overall “direction of travel” and specific actions to achieve our strategic aims. The CPS has been developed to ensure that an effective and consistent approach to procurement is taken across the Council. The Strategy has been informed and influenced by a number of factors including:

• Council’s Corporate Transformation Programme The Council is good at transformation and change. In the last four years we have delivered savings of over £84.8m. In the same period the level of council tax rises have been kept low and performance has improved. Local people say that we provide good services and offer real value for money and government auditors agree. Last year we began a corporate transformation programme to make sure that our organisation is fit for purpose to deliver those big priorities which are most important to Newcastle’s future. That exercise has delivered savings of £29.8m in 2009/10 and 2010/11. Projects have delivered both new ways of working and made efficiency savings. One of the extensive areas of work being undertaken is within procurement where we are analysing the Council’s third party spend with suppliers, considering existing supply chain, procurement and commissioning arrangements then identifying short, medium and long term opportunities. As well as working with the Corporate Procurement Team, each directorate is being engaged to undertake an opportunity assessment that will summarise the current state of their procurement and compare it to good practice.

• North East Regional Collaborative Procurement Programme The Regional Collaborative Procurement Programme, which is part of the North East Improvement and Efficiency Programme, aims to enable a better deal for citizens and communities, exercising leverage over the £1.5 billion identified annual spend on bought in goods, works and services, with a view to releasing a substantial (£100m) cashable discount and transactional efficiencies in the context of a value for money approach.

• CAA Use of Resources Assessment 2009

• Audit Commission Survey 2008 (Corporate Procurement Strategy)

• Audit Commission Survey 2007 (Financial Regulation 8) and Supporting Rules (and Guidance) in relation to Procurement and Contracts

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1.3.2 Structure of this document

Our Corporate Procurement Strategy was approved by the Council in 2010. This document is the most recent revision as at April 2010. This document has five parts which are described below: Part 1 Introduction This section defines procurement and sets the

context for procurement in Newcastle City Council. It also explains the purpose of the Corporate Procurement Strategy and outlines how it will be delivered and reviewed.

Part 2 Vision This section sets out our vision for how

procurement will contribute to achievement of the Council’s overall vision and objectives.

Part 3 Strategic Aims This section explains how we will achieve the

vision set out in Part 2. It identifies sixteen specific strategic aims (divided into four themes).

Part 4 Delivery of the Corporate

Procurement Strategy This section sets out how we will deliver the Corporate Procurement Strategy using a collection of policies, processes and toolkits. These are briefly summarised in this section with reference to the Appendices.

Part 5 Action Plan The action plan sets out activities to support our

general “direction of travel” together with specific actions to achieve our stated strategic aims.

Appendices Further detail is contained in the Appendices. Appendix 27 contains a glossary of terms and abbreviations.

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1.3.3 How we will deliver our Corporate Procurement Strategy

The Corporate Procurement Strategy (CPS) will be delivered in the wider context of the Strategic Planning Framework outlined in section 1.2.2 above. The CPS is a key part of our commitment to ensure that we provide accessible and responsive services which are cost effective. We will ensure that each service obtains the goods and services it needs to operate effectively from the most appropriate and economically advantageous source. We will deliver against our Corporate Procurement Strategy by using and developing the policies, processes and toolkits set out in Part 4 of this document. We will achieve our strategic aims for procurement by progressing the activities contained in the Action Plan in Part 5 of this document.

1.3.4 How we review our Corporate Procurement Strategy

The Head of Efficiency & Procurement reviews progress against the targets and timescales set out in Action Plan on a continual basis. A detailed report is presented to Procurement Committee each year providing an update on progress and outcomes achieved in the previous financial year and setting out the action plan and targets for the year ahead.

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Part 2 Vision for Procurement Our Vision is to ensure that procurement:

• Community Involvement – Listening and talking to communities about what they want

• Service Quality – Doing all we can to improve the quality of our services

• Easy access – Making services open and available for all

• Equality – Recognising the importance of equality throughout the procurement process

• Value for Money – Providing the best services at the best possible cost

• Sustainable Procurement – Recognising the economic, social and environmental impacts resulting from our procurement behaviour

• Business Partnership – Working closely with companies to achieve the best for Newcastle

• Valuing staff – City Council staff are a key resource and should be valued and respected

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Part 3 Our Strategic Aims

3.1 Overview of our Strategic Aims

We have identified sixteen procurement aims and will explain in the rest of Part 3 of this document how each aim will help us to achieve our vision. The sixteen aims have been divided into four themes: Theme Strategic Aims Efficiency and Effectiveness Efficiency and value for money Doing business electronically Effective governance and democratic accountability Standards and controls Risk management Performance management Training and development Social Responsibility Sustainability (social, economic and environmental) Equality and diversity Fair Trade Fair employment Community Focused Focus on service needs Community and customer engagement Regeneration Partnering and Collaboration Constructive partnerships Innovative collaboration

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3.2 Efficiency and Effectiveness

3.2.1 Efficiency and Value for Money

We will use the “four Cs” - challenge, compare, compete and consult - to deliver best value across all of our services. We will ensure that efficiency and value for money is delivered across all aspects of procurement in the Council. We will focus on identifying efficiencies and delivering value for money throughout the procurement process. For example, options appraisal is the stage of the process that requires the most detailed work and innovative thought about service provision. It is critical that the appraisal is based on firm foundations of service definition and market intelligence. We will ensure that external consultants will only be used when necessary and in accordance with our guidelines and Financial Regulations.

3.2.2 Doing Business Electronically

We are committed to e-procurement - doing business electronically. We will use information and communications technology to improve accessibility and the efficiency and effectiveness of our activities. We will also encourage our partners and suppliers to do business electronically to reduce costs and improve communication. Please refer to Appendix 15 for our e-procurement policy.

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3.2.3 Effective Governance and Democratic Accountability

We will establish strong and effective governance. The Procurement Committee fulfils a key role in implementing, developing and monitoring the Corporate Procurement Strategy and all related policies. Our governance arrangements are illustrated and explained in Appendix 2. We will regularly report on progress and evaluate the effectiveness of this Strategy. This will contribute to continual improvement in all aspects of our procurement practices. Our policies on communication and engagement with all stakeholders (service users, customers, communities, trade unions, staff and suppliers) will contribute to the transparency and accountability of the procurement process. These policies are attached at Appendix 18 and Appendix 19. We recognise the importance of managing risks in relation to fraud and corruption. A breach of the Council’s Procurement Procedures Rules may result in major consequences for the individual as outlined in Appendix 20.

3.2.4 Standards and Controls

We will ensure that all of our procurements comply with legal requirements and regulations. Our procurement practices must also meet the Council’s corporate values and high standards of ethics and good stewardship. Some of the key standards and controls which are relevant to procurement are summarised below: Procurement law and the regulatory framework

• Procurement is governed by a number of legislative and regulatory sources. The Head of Corporate Law and Head of Commercial Law provide guidance to Procurement Committee as necessary on appropriate legislation and legislative processes.

• Please refer to Appendix 3 for a list of currently applicable legislation. Financial regulations

• The Council is governed by Financial Regulations. Financial Regulation 8 governs ‘Procurement and Contracts’. This regulation has recently been updated, together with the accompanying Corporate Procurement Process.

• A summary of Financial Regulation 8 is attached at Appendix 4 together with two key diagrams and a pre procurement checklist providing guidance on the process, financial thresholds and documentation requirements. A full copy of the Financial Regulations is available on request.

Whistleblowing

• We are committed to the highest possible standards of openness, probity and accountability. We encourage and expect employees and other people we deal with who have concerns about any aspect of our work to come forward.

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• Our Whistleblowing Policy has been put in place to encourage the raising of concerns without fear of victimisation, subsequent discrimination or disadvantage.

• The policy applies to all employees and those contractors working for us, for example agency staff, builders and drivers. It also covers suppliers and those providing service under a contract with us in their own premises, for example homes.

• Whistleblowing Policy is reflected where appropriate in our Procurement documentation.

• A copy of our Whistleblowing Policy can be located at www.newcastle.gov.uk. Health and Safety

• We are committed to providing a safe and healthy work place and work environment for all of our employees, contractors and suppliers. This commitment forms part of our corporate health and safety policies but we will also consider health and safety issues when qualifying contractors and suppliers with whom we may do business. Relevant health and safety issues will form part of the contract documentation.

3.2.5 Risk Management

We are committed to a risk-based approach to all aspects of the procurement of goods, works and services. One aspect of risk management is evaluating and determining the capabilities of suppliers and contractors with whom we may do business. We will achieve this by:

• Building pre-qualification into the procurement process for contracts in accordance with our Financial Regulations; and

• Pre-qualifying all contractors and suppliers with whom we have framework arrangements or who form part of any standing list we may operate.

• Monitoring performance / key outcomes of contractors Risk management is built into our procurement processes from Options Appraisal through to procurement and contract management. Please refer to Appendix 16 for further details of our risk management approach.

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3.2.6 Performance Management

We will establish and develop a culture of performance management. This will incorporate mechanisms for monitoring and reporting progress, and a drive for continuous improvement. Evaluation of the options appraisal and procurement processes is important to draw on the lessons learnt and to feed these into future appraisal and procurement best practice. Performance management will include:

• Regular reporting to the Head of Efficiency & Procurement.

• Regular reporting to Procurement Committee.

• A “challenge” evaluation of each options appraisal and procurement process will be carried out jointly and the findings will be shared. Staff or their representatives will be consulted during the evaluation process where appropriate.

• Evaluation findings will be reported to the Corporate Joint Consultative Committee so that the City Council trade unions have the opportunity of making a corporate response to best practice.

• Performance Indicators as a driver for procurements.

• All contracts and Service Improvement Plans will be subject to the City Council performance management and monitoring regimes.

Performance standards will be built into all contracts as appropriate. Failing contracts will be identified as early as possible and a range of actions will be considered. The policy in relation to failing contracts can be found in Section 4.2.11.

• It is vitally important that all contracts awarded by the Council, irrespective of value, are managed whilst in operation. This is to ensure that the contract is working well in practice and is delivering the planned benefits. Please refer to Appendix 21 for details of our approach to managing contract performance.

Quality assurance will be carried out through the Gateway Review Process. The Office of Government and Commerce (OGC) developed the Gateway Process for Government Departments to provide a method of ‘managing’ a project at critical stages in its lifecycle to provide assurance (with supporting evidence) that the project can proceed to the next stage.

3.2.7 Training and Development

We will take a structured and co-ordinated approach to education, training and development for all officers with procurement responsibilities across the Council. Relevant policies, toolkits and guidelines will be easily accessible for all members of staff. This information will be maintained and updated as necessary.

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3.3 Social Responsibility

3.3.1 Sustainability (social, economic and environmental)

We are committed to sustainable procurement by ensuring that social, economic and environmental issues are considered during all stages of a procurement process and as part of the whole life cost of a contract. We will achieve this by ensuring that sustainability considerations are embedded within our procurement processes and by promoting good practices with those with whom we do business. We are committed to improving community well-being, in both the local and regional economies by encouraging local purchasing of goods and services, increasing opportunities for black and minority ethnic enterprises and creating local employment and training opportunities. We are committed to ensuring that our procurement activities and those of our suppliers do not have a detrimental effect on the environment and have a positive influence on whether the Council achieves its sustainable and environmental aims. We will reduce the negative effect on the environment of the products and services that we buy, by considering the effect of our decisions and by working with suppliers where appropriate, to ensure they have a similar commitment. Our Animal Cruelty Free Food Procurement policy outlines our commitment to ensure that the Council’s current food contracts positively adhere to the Five Freedoms Assessment. The Corporate Procurement Team will ensure that appropriate assurance schemes are incorporated into future food contracts as a workable way of ensuring animal welfare throughout the supply chain. The Council’s sustainable procurement performance is being assessed using the Government’s Sustainable Procurement Taskforce ‘Flexible Framework’ which sets out expectations of an organisation on 5 levels. The Sustainable Procurement Policy can be found in Appendix 25.

3.3.2 Equality and Diversity

We strongly support equal opportunity, equal access and positive outcomes for all sections of the community when procuring goods, works and services. We aim to ensure that organisations which provide these on our behalf comply with equality legislation and promote equality. We will achieve this by considering equality issues at the outset of all procurements and, where relevant, including specific equality requirements in our contract specification, evaluation criteria and our contract management arrangements.

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We are working towards the Equality Framework for Local Government (EFLG) which is a performance improvement and benchmarking tool. It builds on and develops the work we have done in relation to the Equality Standard for Local Government (ESLG).

Further information on our commitment to equality and diversity can be found in Appendix 5.

3.3.3 Fair Trade

Products from developing countries are often sold at prices that do not afford their producers a decent standard of living. ‘Fair Trade’ aims to alleviate poverty and "humanises" the trade process by making the producer-consumer chain as short as possible so that consumers become aware of the culture, identity and conditions in which producers live. Newcastle has been a “Fair Trade City” since February 2003. We are committed to increasing the awareness of Fair Trade throughout Newcastle and (where appropriate) to explore the scope for procuring Fair Trade products.

3.3.4 Fair Employment

A skilled and competitive workforce is a vital component of the Council’s ability to respond to the rapidly changing public sector environment. We value our staff and give training and development a high priority within Service Improvement Plans. We recognise that Service Reviews and Major Project procurements may result in a change in the way services are supplied – for example, a private public partnership or a form of outsourcing. This could result in staff transferring to another employer (in line with Government policy). We will seek to minimise the negative impact of the procurement process by proper and systematic consultation. This should also minimise unexpected decisions. We will consider applying all aspects of the Government’s Code of Practice on Workforce Matters in Local Authority Service Contracts subject to the possible effect on value for money, core objectives or service procurement. Our commitments relating to fair employment are set out in Appendix 17.

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3.4 Community focused

3.4.1 Focus on Service Needs

It is important that the needs of service users are fully analysed and considered during any procurement process. This analysis must take account of the current level of met and unmet needs and how this may change in the future. The needs of socially excluded groups and groups that face discrimination on the grounds of age, disability, ethnicity, gender, sexual orientation, religion or belief must be considered at the outset of all procurements and taken into account where relevant. It may be necessary to carry out an Equality Impact and Needs Assessment.

3.4.2 Community and Customer Engagement

We are committed to listening and talking to our communities and customers about what they want. Our values and overall strategy are set out in the Council’s Engagement Strategy. The views of customer and community representatives should be sought as appropriate during procurements. This may take place through a Citizens Panel or other research. Service users and community organisations will play a key role in options appraisals in connection with key services and regeneration projects where their involvement is an essential part of the public policy making process. Service users, community organisations and trade union representatives will be consulted if any ‘deconstruction’ of a service is under examination for outsourcing or market testing purposes in order to assess the detailed implications. Our policies in relation to stakeholder engagement are set out in Appendix 19.

3.4.3 Regeneration

The contribution to service provision made by small and medium-sized enterprises (SMEs), social enterprises (SEs), voluntary and community-sector suppliers, black minority ethnic groups (BMEs) is highly valued by the Council. We are committed to working with a diverse range of suppliers to ensure that they are given every opportunity to understand the Council’s requirements and gear themselves up for procurement opportunities.

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To ensure that contract opportunities are advertised as widely as possible, we advertise electronically, through the North East Purchasing Organisation (NEPO) portal or where appropriate, through the European Journal and local press. Our procurement website includes a ‘how to do business guide’ that will assist businesses in determining whether they wish to apply for any forthcoming contracts and provides clear and concise instructions of how to do business with us. Wherever possible we seek to obtain at least one North East quote for all contracts not requiring a formal tender process. We are using the ‘harmonised’ procurement documentation developed by the Regional Improvement and Efficiency Partnership (RIEP) so that our tendering processes are more streamlined and consistent with other local authorities in the region. We will periodically run events for suppliers to help them to do business with us. This will include providing support in terms of completing the pre procurement qualification questionnaire and understanding our detailed requirements. The Council is committed to improving community well-being both in the local and regional economies by encouraging local purchasing of goods and services and creating local employment and training opportunities. This supports our Sustainable Community Strategy. Community benefit requirements can be included in contracts that are below EU Public Procurement Thresholds and can be a factor in the selection and award of the contract provided that non-local contractors are not disadvantaged and these contracts comply with the Government’s procurement policy. Where procurements are above the EU Public Procurement Thresholds, community benefits can be included and can be used in the selection and award procedures provided that each of the following tests are met:

• they are related to the subject of the contract;

• they are mentioned in contract notices;

• they do not disadvantage non-local contractors;

• they are supported by the powers and policies of the Council; and

• they provide a ‘measurable benefit’ to the Council.

It is also important that, whatever the size of the procurement, that the timetable gives bidders enough time to properly prepare and submit their bids. If sufficient time to prepare is not taken into consideration, it could have an adverse effect on the Council’s procurement opportunities. Full detailed reasoning can be found in Appendix 22.

We will seek to bring in new jobs through Targeted Recruitment and Training (TR&T) by including TR&T clauses in our procurement process. Through investment in public and private companies, we will use our powers to give local people a better standard of life through employment and training opportunities. Our commitment to Target Recruitment and Training can be found on Appendix 23.

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3.5 Partnering and Collaboration

3.5.1 Constructive Partnerships

We recognise the importance of joint working through partnerships as a way of delivering:

• more efficient ways of working;

• more cost effective ways of working; and/or

• new and better models of delivery.

A number of partnerships already exist within the Council. We are committed to challenging and improving these whilst also exploring new opportunities with other local authorities and public sector bodies, private and voluntary sector organisations and with central government.

3.5.2 Innovative Collaboration

North Eastern Purchasing Organisation (NEPO) We are part of a purchasing consortium, the North East Purchasing Organisation (NEPO) which sets contracts for common purchases on behalf of its constituent Authorities:

• Gateshead • Sunderland • North Tyneside • South Tyneside • Hartlepool • Stockton • Northumberland • Middlesbrough • Redcar and Cleveland • Durham County • Darlington

The contracts set by NEPO are fully compliant with the appropriate Financial Regulations and EU Legislation; the value of such contracts is estimated at £177 million. Constituent Authorities benefit by pooling the resources of a group of professional purchasing officers situated in the North East and from their general knowledge and expertise in purchasing matters. The Consortium is currently investigating potential savings that can be achieved within the wide variety of market places.

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North East Improvement & Efficiency Partnership

The North East Improvement & Efficiency Partnership is 1 of 9 Regional Improvement & Efficiency Partnerships (RIEPs) in England. The RIEP is made up of all 12 North East councils and 4 Fire & Rescue authorities and was launched in April 2008 building on expertise of the former Improvement Partnership, the North East Centre of Excellence and North East Connects. Between now and 2011, the RIEP will tackle a number of priority areas identified in the Regional Improvement and Efficiency Strategy, developed in partnership with all North East local authorities in 2008.

One of the RIEP Programmes is Collaborative Procurement and Commissioning. This Programme aims to enable 'transformational procurement' to support delivery of the very highest standard of public services. It will support authorities in delivering efficiency, quality, innovation and excellence to service users, contributing to the economic, social and environmental prosperity of the North East. North East local authorities spend in excess of £1.5 billion per year annually on bought in goods and services. Whilst procurement collaboration in the North East has a good track record, there is a significant opportunity to deliver more financial, operational and efficiency benefits as well as economic remuneration for the local community.

Office of Government Commerce (OGC) OGC is an independent office of the Treasury. Together with its executive agency OGCbuying.solutions, it works with public sector organisations to gain the best possible value for money from procurement. It deploys expertise in support of the Government's target of £21.5 billion efficiency gains a year by 2007/08, which includes the achievement of £8 billion savings through efficient public procurement. It support initiatives that encourage better supplier relations, sustainable procurement, the benefits of utilising smaller suppliers and the potential of eProcurement. It represents the UK at the European Union (EU), helping the public sector apply EU procurement rules here in Britain. OGC also supports major programme and project management, which involves complex procurement. The Council seeks to utilise pre-determined OGC contracts where ever they deliver value for money.

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Part 4 Delivery of the Corporate Procurement Strategy

4.1 Overview

This section sets out how we deliver the Corporate Procurement Strategy using a range of policies, processes and toolkits. These are briefly summarised in this section with reference to the relevant Appendix (where applicable) containing the full document. Going forward, we will improve our delivery of the Corporate Procurement Strategy by undertaking the activities contained in the Action Plan in Part 5 of this document.

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4.2 Policies, Processes and Toolkits

This section summarises our key policies, processes and toolkits. These will be revised, added to and updated regularly. Please contact us if you need the most up to date information (see page 3 for contact details). Section Title Appendix reference 4.2.1 Procurement Policy Appendix 7 4.2.2 Service Transformation & Efficiency Programme Appendix 8 4.2.3 Corporate Procurement Process Appendix 9 4.2.4 Options Appraisal Toolkit Appendix 10 4.2.5 Framework Agreement Guidance Appendix 11 4.2.6 Establishing Ethics Walls Appendix 12 4.2.7 Setting Evaluation Criteria Appendix 13 4.2.8 Soft Market Testing Appendix 14 4.2.9 E-procurement Policy Appendix 15 4.2.10 Major Projects N/A 4.2.11 Failing Contracts N/A 4.2.12 Risk Management Process Appendix 16 4.2.13 Gateway Review Process N/A 4.2.14 Use of External Professional Services N/A 4.2.15 Fair Employment Commitment Appendix 17 4.2.16 Fair Employment – Staff Engagement Appendix 18 4.2.17 User and Community Engagement Appendix 19 4.2.18 Anti Fraud & Corruption Appendix 20 4.2.19 Managing Contract Performance and Learning

Lessons Policy Appendix 21

4.2.20 Supporting Bidders by Allowing Time to Prepare and submit Bids

Appendix 22

4.2.21 Targeted Recruitment and Training Appendix 23 4.2.22 4.2.23 4.2.24

Animal Cruelty Free Food Procurement Sustainable Procurement Policy Sustainable Procurement Timber Policy

Appendix 24 Appendix 25 Appendix 26

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4.2.1 Procurement Policy

Please refer to Appendix 7 for the full policy. All Councils have a duty to provide “Value for Money”. We must continually improve our services in terms of quality, effectiveness and efficiency. This policy sets out the approach that we take to achieving “Value for Money” across our services. This may be through indirect competition (benchmarking) or direct competition (a procurement exercise). It sets out the conditions under which the Council is committed to using in-house services and works. All of our services continually strive to improve “Value for Money”. We are building on this in the next step in our transformation with the establishment of the Service Transformation & Efficiency Programme (STEP). Over the next two years every service area will find new ways to do things better and more cost effectively. Please refer to section 4.2.2 below for more information. 4.2.2 Service Transformation & Efficiency Programme (STEP)

Please refer to Appendix 8. The Council’s next step in its transformation and efficiency programme is to take a fundamental look at the way in which all of our services are provided. We have established the Service Transformation & Efficiency Programme (STEP) to challenge how we provide all of our services over the next two years. We want to be creative and innovative about challenging the way services have been traditionally delivered to find new ways to do things better and more cost effective. We will continue to focus on Newcastle’s economic recovery and regeneration, working with partners and consulting with members and service users and engaging the trade unions and staff to contribute to and shape our workforce for the future. We are confident that we can build on the transformation activity we have already started to continue to deliver value for money and keep the Council’s ambitious plans for the city on track in the current financial climate. 4.2.3 Corporate Procurement Process

Please refer to Appendix 9 for the full process. This process sets out all the steps to be undertaken in a procurement from preparing a business case through preparation of procurement documentation, advertisement of procurement, tender process to contract finalisation and contract monitoring. This process sets out when the “Competitive Dialogue” procedure applies and explains when Framework Arrangements are appropriate. It outlines the process to be followed in relation to an In-House Option including the establishment of Ethics Walls. It also contains a flowchart outlining the Corporate Contract Management process and a practical guide for officers.

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4.2.4 Options Appraisal Toolkit

Please refer to Appendix 10 for further details of the toolkit. Options Appraisal is the stage of the procurement process that requires the most detailed work and innovative thought about the provision of the service. The Options Appraisal Toolkit helps to inform this process by providing guidance on market research and how to identify potential options. It then sets out the methodology for appraising the different options in order to make a recommendation. 4.2.5 Framework Agreement Guidance Please refer to Appendix 11 for the full guidance note. This guidance note explains what a Framework Agreement is and how it is used. It provides guidance on the establishment on a Framework Agreement, awarding call offs and the management and monitoring of Framework Agreements. 4.2.6 Establishing Ethics Walls Please refer to Appendix 12 for the full policy. If a procurement exercise involves a bid from an internal part of the Council (in competition with external bidders), ethics walls need to be considered and set up at an early stage of planning. This guidance note explains why ethics walls are necessary and how they should be established and documented. 4.2.7 Setting Evaluation Criteria Please refer to Appendix 13 for the full policy. This guidance note assists in setting the evaluation criteria to be used in assessing bids. It gives examples of criteria and explains the use of evaluation matrices and clarification questions. 4.2.8 Soft Market Testing Please refer to Appendix 14 for the full policy.

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This guidance note defines “soft” market testing and explains how it should be undertaken. It provides guidance on how to engage the market and sets out guiding principles.

4.2.9 E-Procurement Policy

Please refer to Appendix 15 for the full policy. This policy sets out our commitment to e-procurement. It provides details of our Purchase Order Processing System (POPS), internal market place, e-tendering, e-ordering, purchase cards and e-auctions. 4.2.10 Major Projects

Our definition of a Major Project is set out below. All Major Projects will follow the Corporate Procurement Process. A major project is a non-routine project, either capital or revenue funded, which: • Delivers both assets and services or has the potential to result in Council

services being delivered by other organisations. This does not include routine construction or highways projects that are simply high value but with no other unusual features.

AND • Has a life cycle (period from project approval to contract completion) in

excess of say 1 year, and/or • Will result in a contractual commitment longer than say 2 years, and/or

Is of a value that exceeds European Union Procurement Directive limits, and/or

• Involves a multi-disciplinary approach across the Council and delivery will require significant time, effort and resources

OR • Includes sensitive dependencies, and/or • is identified for monitoring via a risk assessment, and/or • is defined as such by Procurement Committee (to accommodate shorter-term

politically sensitive projects of relatively low financial value). For example, major projects will include: • All Private Finance Initiatives / Public Private Partnerships • All projects undertaken in partnership with other organisations or in

association with external bodies having a right of monitoring or approval over the project

• All significant regeneration/redevelopment projects

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Key Point: If in doubt as to whether a project is covered by this definition, guidance should be sought from the Head of Programmes and Major Projects and/or the Head of Efficiency & Procurement.

4.2.11 Failing Contracts

This policy sets out the actions to be taken in the event of a provider failing to deliver to the agreed contract performance standards. Where following the letting of any contract, or implementation of a Service Improvement Plan, providers fail to achieve the agreed performance standards on a consistent basis then the following may be considered:

• Additional and/or more intensive monitoring arrangements;

• Meetings with the provider to discuss the scope and cause of problems;

• Additional technical support to the provider, financed by the provider;

• Issue of warning notices when triggered by level of defaults;

• Process of contract termination and selection of alternative provider. Conditions and a procedure will be established for the removal of a service provider/contractor from any approved list as a consequence of poor performance. The City Council acknowledges the right of service users, community organisations and staff and/or their representatives to make representations about the removal of failing or poorly performing service providers or contractors. Every service provider contract or Service Improvement Plan will include details of the City Council’s Authorised Representative whose role is to monitor the service provider and is subject to the City Council performance management and monitoring regimes. This officer is the first contact for any form of representation. Appropriate action will be taken by the City Council under the terms of the contract or Service Improvement Plan.

4.2.12 Risk Management Process

Please refer to Appendix 16 for further details of our approach to risk management. This process sets out how risk management is built into our procurement processes from Options Appraisal through to procurement and contract management. It explains the relationship between risk management and procurement. A risk matrix is provided to identify the main risks at all stages of the procurement process.

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4.2.13 Gateway Review Process

Information about the Gateway Review Process is set out below. Origins The Office of Government and Commerce (OGC) developed the Gateway Process for Government Departments to provide a method of ‘managing’ a project at critical stages in its lifecycle to provide assurance (with supporting evidence) that the project can proceed to the next stage. How it Operates Within the process are review/hold points known as Gates. These allow an independent assessment of the progress and robustness of the project, measured against the required outcomes. The process ensures control of expenditure and assists with resource planning, financial planning and financial forecasting. It allows for identification and management of risk during the life of a project. Gateway is designed for projects that procure services, construction, property, IT-enabled business changing projects and procurements utilising framework contracts.

What it Does The Gateway process assists in the achievement of the strategy for project delivery by ensuring that:

• All relevant stakeholders fully understand the project status and issues involved.

• The best available skills and experience are deployed on the project.

• The project is ‘on target’ with regard to cost, risk management and programme dependencies.

Gateway and Local Government The 4Ps have developed a Gateway Review Process for local government and are rolling out the process as an aid to local authorities. Local authorities will achieve project assurance through this process. We have initiated the 4Ps Gateway Reviews for our Major Projects and will continue to do so. Our Gateway Process We have embraced the 4Ps principles for Gateway reviews and have also developed our own model which retains the overall principle of the OGC/4Ps processes but provides a ‘fit for purpose’ solution which focuses on the areas and issues of contract review/management which align with the Corporate Procurement Strategy. This Internal Gateway process is called the Project Assurance Review Process (PARP).

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4.2.14 Use of External Professional Services

The Council’s procurement and reporting arrangements incorporate both consultants and the providers of hired professional services, in effect the procurement of all External Professional Services (EPS). External professional services will only be used when necessary and in accordance with our financial regulations and guidelines issued to staff. The reason for this is to support delivery of procurement savings for the Corporate Transformation Programme and to ensure that where EPS have to be procured, this will provide value for money and is the most efficient and effective means of achieving the Council’s objectives. All contractual arrangements for employing external consultants must be approved by the Legal Services Procurement Team, and must comply with the Financial Regulations.

4.2.15 Fair Employment Commitment

Please refer to Appendix 17 for the full policy. Some Major Project procurements may result in a change in the way services are supplied – for example, a private public partnership or a form of outsourcing. This could result in staff transferring to another employer (in line with government policy). This policy sets out the ways in which we will seek to minimise the negative impact at all stages of the procurement process by proper and systematic consultation. It explains how we will consider applying all aspects of the government’s Code of Practice on Workforce Matters in Local Authority Service Contracts (subject to the possible effect on value for money, core objectives or service procurement).

4.2.16 Fair Employment – Staff Engagement

Please refer to Appendix 18 for the full policy. This policy is closely related to the Fair Employment Policy (see section 4.2.15). It provides further detail of how we will engage with staff and trade union representatives during procurement activities. The policy sets out key principles for engagement and explains how engagement will take place at different stages of the procurement process including documentation, bidder discussions and evaluation. The policy also includes specific guidance in relation to engagement with staff and trade union representatives during options appraisal and in-house bids.

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4.2.17 User and Community Engagement

Please refer to Appendix 19 for the full policy. This policy explains our principles for community participation. It sets out how we will involve service users and community representatives at all stages of the procurement process.

4.2.18 Anti Fraud & Corruption

Please refer to Appendix 20 for the full policy. This policy explains why it is vitally important to manage the risks in relation to fraud and corruption and outlines the consequences if an officer breaches the Council’s Procurement Procedure Rules.

4.2.19 Managing Contract Performance and Learning Lessons

Please refer to Appendix 21 for the full policy. This policy provides guidance for procuring officers on how to plan a procurement, award the contract, monitoring ongoing performance, capture knowledge and lessons learned.

4.2.20 Supporting Bidders by Allowing Time to Prepare and Submit Bids

Please refer to Appendix 22 for the full policy. This policy explains why bidders should be given enough time to properly prepare and submit their bids. If not, the policy outlines what an adverse effect it would have on the Council’s procurement opportunities.

4.2.21 Targeted Recruitment and Training

Please refer to Appendix 23 for the full policy. This policy explains why Targeted Recruitment and Training should be included in the Council’s procurement process, how it will be embedded throughout our organisation and what benefits it will bring to the city and the local community.

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4.2.22 Animal Cruelty Free Food Procurement

Please refer to Appendix 24 for the full policy. As a Council, we seek to trade with organisations that embrace the need for animals to be free of suffering, pain, disease, discomfort, hunger, thirst, fear and distress. Food suppliers will need to comply with our core principles.

4.2.23 Sustainable Procurement Policy

Please refer to Appendix 25 for the full policy As a Council, when making procurement decisions, consideration is given to the impact on the Environment, Economy and Society.

4.2.23 Sustainable Timber Procurement Policy

Please refer to Appendix 26 for the full policy The UK Government’s procurement policy on timber and timber products has been introduced to our strategy. This policy requires all Government departments and their agencies to actively seek to buy timber products from legal and sustainable sources.

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Part 5 Action Plan

Our overarching actions are reviewed and delivered as part of the Council’s Budget Strategy, Chief Executive’s directorate Service Plan and the Corporate Procurement Strategy Action Plan. Our overarching objective is to ensure that procurement and efficiency activity delivers best value and protects priority frontline services. Key Actions for 2010-11 include:

• Deliver cashable efficiency savings to support the Budget Strategy by tendering, retendering and renegotiating of contracts

• Establish a professional procurement unit of excellence to deliver ongoing efficiency savings for the Council based on the commercial approaches

• Revise Financial Regulation 8, continually improve procurement processes and expand usage of electronic procurement systems as appropriate across the Council including delivery of corporate training

Additional service objectives include:

• Deliver equalities toolkits for buyers and suppliers

• Deliver sustainability toolkits for buyers and suppliers

• Embed standardised and simplified regional procurement documentation A Summary of Achievements for 2009/10 is set out in the following pages for information. The 2010/11 Action Plan for the Corporate Procurement Strategy is also set out in the following pages. .

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Corporate Procurement Strategy – Achievements (2009-10) 23 Actions (4 carried forward to 2010/11)

Theme Strategic Aim Actions Anticipated Completion Date

Complete

a) Deliver cashable efficiency savings of £3.2m as part of the Procurement Outline Business Case (OBC) 2009/10 by tendering, re-tendering and re-negotiation.

March 2010

Complete

b) Deliver 'Quick Wins' (Telecoms, Foster Care, Children's Residential, IT Hardware and Design and Print)

July 2009

Complete c) Deliver Phase 1 (Mobiles, Aids and Adaptations, Alarms, Food, IT Servers, External Professional Services and Contractors).

September 2009

Complete

d) Deliver Phase 2 (Work wear, Catering and Venues, Civic Amenity Sites and Manned Guarding).

December 2009

Complete

1. Efficiency and Value for Money

e) Establish a Professional Sourcing and Procurement Hub to deliver £1,000,000 annual savings.

March 2010 Carried

forward to 2010/11

f) Expand usage of Pro Contract the Electronic Tendering & Contract Management tool from the Corporate Procurement Team to other appropriate parts of the Council.

September 2009

CPT Complete

Council wide 2010/11 2. Doing Business Electronically

g) Establish business cases and projects where appropriate to take forward e-procurement: Procurement Cards, POPS and XML.

December 2009

Carried forward to

2010/11

3. Effective Governance and Democratic Accountability

h) Report to Procurement Committee quarterly, the progress against the Procurement Strategy Action Plan. Report bi-monthly any negotiated tenders incorporating the 'Gatekeepers' comments. Report periodically to Scrutiny Committee and Policy Performance Budget Panel.

March 2010

Complete

4. Standards & Controls i) Corporate Procurement Team to enforce contract compliance and develop corporate systems for contract control.

July 2009

Complete

5. Risk Management j) Embed the new Anti Fraud & Corruption policy. July 2009

Complete

6. Performance Management k) Embed the new Managing Contract Performance and Learning Lessons policy.

March 2010

Complete

Efficiency and Effectiveness

7. Training & Development

l) Deliver External Professional Services training and after the rationalisation of requisitioners, deliver POP Improvement and refresher training, to ensure that all Council procurement complies with legal requirements and regulations.

December 2009

Complete

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Complete

8. Sustainability m) Deliver the Council's Sustainable Procurement Action Plan to achieve Level One of the Government's Flexible Framework. Utilise the Sustainability Probe to provide a benchmarking assessment

September 2009

Carried forward to

10/11

9. Equality and Diversity n) Introduce a checklist to the Newcastle Charter to obtain minimum standards and support suppliers.

July 2009

Complete

10. Fair Trade o) Expand the scope for procuring Fair trade products in our procurement process

September 2009

Complete

p) Encourage suppliers and contractors to employ a diverse work force by incorporating a clause in the tender documentation.

September 2009

Complete

Social Responsibility

11. Fair Employment q) Embed the new Agency Staffing/ Interim Managers contract liaising with Human Resources and Finance.

December 2009

Complete

12. Focus on Service Needs r) Ensure that Procuring Officers focus on the requirement of the service. Liaise monthly with Procurement Champions.

March 2010

Complete 13. Community and Customer Engagement

s) Introduce Community Safety into the Pre-Procurement Checklist. July 2009

Complete t) Embed the new policy for Targeted Recruitment and Training in procurement practices.

July 2009

Complete

Community Focused

14. Regeneration u) Design and deliver customer events offering support to suppliers and contractors. Liaise with Business Link.

March 2010

Complete

15. Constructive Partnerships v) Embed the new Supporting Bidders policy allowing adequate time to prepare and submit bids.

July 2009

Complete

Partnering and Collaboration

16. Innovative collaboration

w) Continue to collaborate at a Regional and Sub Regional level, through the RIEP, TWEG and NEPO to continuously improve procurement and efficiency related activities. This will enable the creation of a new three year Corporate Procurement Strategy incorporating an Action Plan from April 2010 to March 2013.

March 2010

Complete

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Corporate Procurement Strategy - Action Plan 2010-11 33 Actions


a) Deliver cashable efficiency savings of £2m as part of the Procurement Outline Business Case (OBC) 2010/11 by tendering, re-tendering and negotiating contracts and by applying commercial approaches to procurement, including Strategic Category Management. Support the requirements of the STEP Programme.

March 2011

b) Establish a Professional Sourcing and Procurement Unit to deliver ongoing cashable efficiency savings.

March 2011

1. Efficiency and Value for Money

c) Ensure Council wide compliance with Financial Regulation 8, implementing gateway controls and ensuring that contract management arrangements are put in place.

March 2011

d) Expand usage of Pro Contract the Electronic Tendering & Contract Management tool from the Corporate Procurement Unit to other appropriate parts of the Council.

September 2010

2. Doing Business Electronically e) Establish business cases and projects where appropriate to take forward e-procurement: Procurement Cards, POPS, XML and PRF.

December 2010

f) Report to Procurement Committee the status of progress and achievements against the Procurement Strategy Action Plan.

May 2011

g) Report to each meeting of Procurement Committee any negotiated contracts over £5,000 that has been let without formal competition.

March 2011

h) Report to Audit Committee corporate procurement performance. March 2011

3. Effective Governance and Democratic Accountability

i) Report periodically to Scrutiny Panels as required. March 2011

4. Standards & Controls j) Enforce standards and controls through application of the Council’s Corporate Procurement Strategy and Financial Regulation 8.

July 2009

5. Risk Management k) Ensure that risk assessments are completed for all procurement activity over a value of £5,000.

March 2011

6. Performance Management l) Improve corporate procurement performance in line with agreed indicators local and national indicators.

March 2011

m) Deliver Financial Regulation 8 training and develop e-learning package for procuring officers.

December 2010

n) Deliver equality training including the use of toolkits for buyers and suppliers.

September 2010

o) Deliver sustainability training including the use of toolkits for buyers and suppliers.

March 2011

Efficiency and Effectiveness

7. Training & Development

p) Deliver training on revised harmonised procurement documentation, including electronic options.

December 2010

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q) Develop and launch sustainability toolkits for buyers and suppliers March 2011

r) Sustainable procurement principles to be included in key employee induction programme.

March 2011

s) Promote guidance and toolkits to support opportunities for targeted recruitment and training

September 2010

t) Sustainable procurement policy to be communicated to all staff. September

2010

u) Adopt the regional sustainable procurement timber policy. March 2011

8. Sustainability

v) Establish sustainable procurement performance indicators. March 2011

w) Develop and launch equality toolkits for buyers and suppliers July 2010

x) Modify the electronic tendering system to enable the recording of equality requirements within contracts

December 2010

9. Equality and Diversity

y) Demonstrate that commissioned and procured services are delivering equality related objectives

March 2011

10. Fair Trade z) Expand the scope for procuring Fair trade products in our procurement process

March 2011

Social Responsibility

11. Fair Employment ) Equality representatives to contribute to development of specifications, evaluation criteria and contract management requirements for all high priority equality contracts

July 2010

12. Focus on Service Needs ) Ensure that procuring officers focus on the requirement of the service through strategic category management.

March 2010

13. Community and Customer Engagement

) Demonstrate the improvements to satisfaction levels in relation to procured services from all sections of the community

March 2011

) Develop toolkit for Targeted Recruitment and Training in procurement practices.

July 2009 Community Focused

14. Regeneration ) Deliver supplier development events to support economic development activity.

March 2011

15. Constructive Partnerships ) Deliver a programme of procurement reform in collaboration with RIEP to make the region the best place to do business

March 2011 Partnering and Collaboration

16. Innovative collaboration ) Collaborate regionally and nationally with other public sector bodies to deliver improved procurement outcomes.

March 2011

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