strategic and commercial procurement service plan · swot analysis ... the unit develops relevant...
TRANSCRIPT
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Contents
1. Executive Summary ...........................................................................................3
Summary of Balanced Scorecard ......................................................................5
2. Business Analysis ..............................................................................................7
SWOT Analysis .................................................................................................8 Pest Analysis......................................................................................................9 Marketing Analysis (If applicable) ..................................................................10 Risk Analysis ...................................................................................................11
3. Key Objectives, Tasks, Performance Indicators and Targets ..........................12
People...............................................................................................................13 Internal Processes.............................................................................................15 Customers ........................................................................................................19 Financial...........................................................................................................22
Appendix A: Learning and Development Plan ...................................................
Appendix B : Workforce Development Plan ..................................................25
Appendix C: Major Consultative and Communications Exercise. .....................
Appendix D: Equality Plan .............................................................................27
Appendix E Overall Budget.................................................................................
Appendix F: Risk Action Plans........................................................................25
Appendix G: Strategic Action Plan 2007/08 ...................................................25
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1. Executive Summary Overview of the Service Strategic and Commercial Procurement provide a comprehensive range of high quality, customer focussed professional procurement services, including the provision of advice on all aspects of procurement, purchasing, tendering and contracting. We perform the County Council’s corporate procurement function and represent the Council on a number of regional and national procurement bodies. The Unit identifies and realises efficiency savings and is leading the development of shared procurement services with the District Councils. A range of contracts covering commodities, works and services are let and managed by Strategic and Commercial Procurement on behalf of the Council and associated partners. The Unit develops relevant procurement policies, is responsible for e-procurement and provides a contract performance and monitoring function. Under the Cumbria Supplies brand we publish an annual catalogue, source specialist goods and services, and provide courier, document storage and fire equipment services. We also deliver a range of accredited training courses. The Unit is responsible for compliance with the EU Procurement Directives and other procurement legislation and for the delivery of the milestones within the National Procurement Strategy for Local Government. In contributing to the achievement of the Council’s objectives, Strategic and Commercial Procurement supports the corporate theme of ‘Improving Council Services’. Vision/Mission Statement Our vision is to achieve and deliver excellence across all Procurement activities. Baseline for Improvement 2006/07 was an important year for Strategic and Commercial Procurement as the newly formed unit set a solid foundation for improvement. The realisation of £1.5m budget savings, the development and adoption of a new corporate procurement strategy and revised contract procedure rules, and leading the development of collaborative work with public sector partners in the county all enhanced the Unit’s profile and role, both within the Council and in the region. This work will continue in 2007/08 with further efficiency savings, greater use of technology and the on-going focus on procurement as a strategic function which facilitates improvements in council services.
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Sharing Good Practice Within it’s resource constraints the Unit has actively sought to benchmark its services and to share, and learn from, good practice. The Unit has participated in the various workstreams of the North West Centre of Excellence, sits on the Centre’s Procurement and Executive Boards and has developed positive working relationships with various public sector organisations, including the Districts, other County Councils and Cumbria Constabulary. Strategic and Commercial Procurement is leading the establishment of a shared procurement service with the Districts and will launch a shared electronic marketplace in 2007/08. Work in all of these areas will continue in the forthcoming year ensuring the Unit, and the Council, fulfils its leading role within the County and the Region. We will also work with colleagues in Regeneration to contribute to the prosperity of the County, and in Finance and Management Audit to develop robust procurement procedures. In addition, the Head of Strategic and Commercial Procurement will represent the Council at a national level as a member of the Executive of the Society of Procurement Officers and will facilitate the establishment of a Cumbria network of the Chartered Institute of Purchasing and Supply. Focus for Improvement In 2007/08 the Unit will: Objective 1: Identify and deliver cumulative cashable savings of £3.1m. Objective 2: Review all constituent functions, resources, skills and capacity to ensure the Unit is in a position to deliver the strategic procurement service required by the change agenda by March 2008 whilst retaining core business. We will undertake options appraisals and develop a plan to implement any required changes. Objective 3: Lead the establishment of a shared procurement service with the District Councils, including the use of an electronic marketplace, a joint tendering programme and activity to reflect the sustainable and local economy issues. Objective 4: Develop, source and, subject to budgetary provision, source and implement a range of e-procurement tools including the e5 e-proc purchase-to-pay e-proc module in line with the Project Plan; purchasing cards, e-tendering, e-sourcing and supplier portal Objective 5: Develop and implement a Procurement Equalities Briefing document by March 2008. Objective 6: Meet revenue and expenditure profiles for all aspects of the Unit.
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Summary of Balanced Scorecard
People Internal Processes Customers Financial
SWOT Analysis
PEST Analysis
Marketing Analysis
The Balanced Scorecard
Risk Analysis
KO 2: Review all constituent functions/undertake options appraisal
• Review to be complete by June 07. Paper to CMT/Cabinet
KO 5: Develop and implement a Procurement Equalities Briefing document K0 4: Develop and implement range of e-procurement tools
KO 3: Lead establishment of shared procurement service
KO 1 : Deliver £3.1m efficiency savings KO 6: Meet revenue and expenditure targets for all functions
• Equalities Briefing complete by Aug 07
• Design of e5 e-proc module in line with project plan
• Roll-out of p-cards • Identification and use of
e-tendering system • Identification and use of
appropriate supplier portal
• Monthly meeting of Project Board
• Project Plan • Reports to
CLASB/CCP • Joint tendering
programme • Use of I&DeA
marketplace
• savings reported to Cabinet Planning Working Group on quarterly basis
• Monthly efficiency savings working group meeting
• Monthly trading accounts
What is our vision for the future?
What are our strategic goals?
What are the critical performance measures and key tasks?
Area of focus
Business Analysis
Vision – Procurement Excellence
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2. Business Analysis To fully understand the environment the service is operating within a detailed business analysis has been undertaken using following techniques: SWOT Analysis A scan of the internal and external environment considering the services Strengths or Weaknesses, and those that are external such as Opportunities or Threats. PEST Analysis Consideration of the external factors the business is facing is also important in gaining an understanding of the business environment we operate in: • Political factors arise out of legislation and political issues at both national and
local levels;
• Economic factors are those impacting on the national and local economy and have an integral link to other factors in the analysis;
• Socio-cultural factors include aspects that have an impact on the service provision and particularly on the workforce available; and
• Technological factors include such advances in technology as information systems and developments to assist with safe moving and handling.
Marketing Analysis A summary of the marketing analysis of Cumbria Supplies is provided. Risk Analysis The key risks facing the service have been examined using the Council’s risk management framework The following pages identify the results of the business analysis:
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SWOT Analysis Strengths • Committed, professional staff • Clear vision for Unit • Member and senior mgmt
commitment • Developing new role for Unit
reflected in staff’s roles and responsibilities
• Loyal customer base • Clear relationship with Council
Plan, and key objectives • Improving profile • Strong Skill Base
Weaknesses • Lack of training resource • Change ‘fatigue’ • Resistance to review of functions • No dedicated sales and
marketing function in Cumbria Supplies
• Inadequate management information
• Reliance on paper based processes
• Skills gap re e-procurement • Fragmented and traditional
culture – need for clear focussed management
Opportunities • Collaboration • Corp Proc Strategy • Local government restructure • E-procurement • Focus on savings across
Council • Changing needs of schools • Regional Centre of Excellence • More informed view of markets • Improved data • Government policy
Threats • Lack of funding to implement e5
e-proc module • Competition to Cumbria supplies • Uncertainty and change affecting
morale • Failure to ensure review of
functions delivers changes required to re-position Unit
• Changes to school food standards
• Changes to local government procurement with emphasis on national arrangements
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Pest Analysis Political • Collaboration and shared
services agenda • Local Government Whitepaper • EU Procurement Directive • NW Centre of Excellence • Efficiency savings • Impact of procurement on CPA
(use of resources), IIP, etc • Capita, Amey and Agilisys
partnerships • Trades Unions
Environmental • Local suppliers at risk • Effect on local economy not
measured • New food standards • Sustainable procurement • Move towards establishing
procurement as ‘strategic’ function
Socio-Cultural • Impact of change management
across CCC • Perceived threat of Unit review • Need to increase profile
internally and externally
Technological • E5 project • Need e-tendering system • Refresh website • Supplier portal • Knowledge management • Use of p-cards
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Marketing Analysis The need to increase the profile of the Strategic and Commercial Procurement Unit, both internally and outside the County Council, is clear. The internal role is improving and becoming more visible with the Unit’s success in producing a new Corporate Procurement Strategy, updating the Contract Procedure Rules, and the delivery of £1.5m efficiency savings. However, more work is required if we are to capture and influence all high value procurement. This work will continue in 2007/08 with our focus on identifying and realizing a further £1.6m of savings, leading the establishment of a shared procurement service and the increased use of e-procurement. Externally, a market analysis has been undertaken to help develop a strategy for the role of Cumbria Supplies. The main findings of this are summarized below: • There is an upward trend in sales volume • There are 1600 customers, including County staff, our schools, District Councils,
voluntary sector organizations, plus the Scottish Borders and Dumfries and Galloway Councils. Schools account for approximately 70% of sales by value and volume.
• A customer survey undertaken in January 2007 revealed high levels of satisfaction, though improvements could be made to the product range, accuracy and timeliness of delivery and value for money on some products
• The main competition comes from Yorkshire Purchasing Organisation, (YPO), and specialist suppliers
• Most processes in Cumbria Supplies are paper based and resource intensive • Turnover is approximately £4.5million per annum, though the size of the market
in Cumbria, (including spend of District Councils and all schools) is estimated at £15m.
The marketing analysis identified and appraised options for improvement within the context of collaboration with the District Councils and other public sector organisations, concluding with some recommendations for short-term improvements including the appointment of a dedicated sales resource in the Unit, a review of the logistics and distribution arrangements and further promotional activity linked to customers purchasing needs. Development of the Cumbria Supplies function will, in the longer term, be linked with the work undertaken on collaboration with District Councils and with developing our partnership with Hertfordshire County Council. Action is now being taken to work collaboratively with a range of public sector bodies, to develop a ‘customer liaison’ resource, to improve promotional activity in the Unit and to maximize business development opportunities.
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Risk Analysis
6
5
4 4 1, 2
3 3
2 5, 6, 7
Probability
1
1 2 3 4
Impact
Probability 6 = very high likelihood of occurrence Impact 4 = Catastrophic impact for the business No Risk Probability Impact 1 Failure to meet efficiency savings target of £1.6m 4 3 2 Failure to secure benefits of e-procurement 4 3 3 Failure to implement shared procurement service 3 2 4 Failure to ensure SCPU has direction, skills, capacity and 4 2
structure to fulfil role of corporate service whilst retaining core business.
5 Failure to meet financial targets and control budget 2 2 6 Dependency on existing customer base and arrangements 2 2 With Herts CC
7 Poor internal profile inhibits ability to implement 2 2 Corporate Procurement Strategy
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3. Key Objectives, Tasks, Performance Indicators and
Targets Using a balanced scorecard approach this section identifies the key objectives, tasks, performance measures and targets for the service in 2006/07. The balanced scorecard approach ensures all aspects of the business are considered separately and are equally considered in reviewing performance of the service:
Financial Customers “Meeting our financial targets and controlling costs…”
“meeting customers needs….”
Internal Processes People “Doing the right things….”
“If we have the right staff….”
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People Strategic Objectives: Develop staff and organisational structure to meet business needs and build skills and capacity Reference: Improving Council Services Responsible Officer: Alan Ratcliffe, Head of SCPU, 01228 607624 Local Committee Involvement: No Performance Measures:
X-ref to
Risk
Type of Target
(eg local/LAA /Council
plan/CPA)
05/06 Quartile
(If applicable)
06/07 Estimate Measure Contact
Officer Targets
07/08 08/09 09/10
4 100% Assess individual T&D needs against the needs of the business.
Head of Service
90% 100% 100%
4 Sickness absence levels < 6 day target
Head of Service/Line Managers
< 6/person
4 100% Undertake appraisal reviews
Head of Service/Line Managers
100% 100% 100%
4 100% Evaluate and record effectiveness of all training
Head of Service/Line Managers
100% 100% 100%
4 n/a n/a Review all functions, undertake options analysis and produce implementation plan
Head of Service
Plan ready by July 07
n/a n/a
Actions to Deliver: Description Lead
Officer Timescale (Start-Finish)
Budget line reference
Key Partners Internal and/or external
Status Pending In hand
Cross-reference to other plans
1. Analyse functions and skills of each section within SCPU and map against service plan, national agenda and procurement requirements of CCC and, potential unitary
Alan Ratcliffe
Mar 07 – May 07
In-hand Corp Proc Strategy
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authority 2. Develop detailed report proposing changes in functions, structure and training/development needs
Alan Ratcliffe
Mar 07 – June 07
In-hand Corp Proc Strategy
3. Utilise appraisal process to identify skills, training and development needs
Alan Ratcliffe
Apr 07 – June 07
In-hand IIP, Workforce D’ment Plan, Learning & D’ment Plan
4. Record evaluation of all training in Personal D’ment Folders
Nicola Bell
Apr 07 – Mar 08
In-hand IIP, Workforce D’ment Plan, Learning & D’ment Plan
5. Move all staff to ‘positive attendance’ policy
Alan Ratcliffe/Barbara Craig
Sept 07 Pending IIP, Workforce D’ment Plan, Learning & D’ment Plan
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Internal Processes Strategic Objectives: To improve efficiency of all business processes used within SCPU, enhanced control of County Council expenditure, facilitate the realisation of efficiency savings and have a positive impact on CPA. Reference: Improving Council Services Responsible Officer: Alan Ratcliffe, Head of SCPU, 01228 607624 Local Committee Involvement: No Performance Measures:
X-ref to
Risk
Type of Target
(eg local/LAA/
Council plan/CPA)
05/06 Quartile
(If applicable)
06/07 Estimate Measure Contact
Officer Targets
07/08 08/09 09/10
4, 7 Base line established
Review and publish Contracts Register
Line Managers
July 07
July 08
July 09
4,7 Equality Plan
Produce a Corporate Procurement Equalities Briefing
Head of Service
Aug 07
4, 7 Equality Plan
All contracts >£50k to be monitored for compliance with equality and diversity
Head of Service/Line Managers
100% 100% 100%
4, 7 Equality Plan
All contractors to meet equality legislation
Head of Service/Line Managers
100% 100% 100%
1, 4 n/a Maintain and update tendering programme on quarterly basis
Line Managers
June 07
4, 7 Assess risk and potential impact on local suppliers of strategic sourcing
Head of Service
Sept 07
4, 7 90% Ensure all procurement exceeding EU threshold is undertaken in compliance with new EU Directive
Head of Service/Line Managers
100% 100% 100%
7 Ensure all tenders undertaken in compliance with Contract Procedure Rules
Head of Service/Line Managers
100% 100% 100%
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4 Ensure all new tenders take due regard of implications of local gov’t restructure
Head of Service/Line Managers
100% 100%
100%
4 Ensure all new tenders follow best practice on sustainability
Head of Service/Line Managers
100% 100%
100%
2 Improvement Delivery Plan
Design e-proc module of e5 in accordance with project plan and budget
Head of Service
100%
2 n/a Roll-out purchasing cards to 50 identified users
Head of Service
50 new users by Mar 08
2 Procure an appropriate e-tending system
Head of Service/Line Managers
June 07
2, 4 Implement e-tending system
Head of Service/Line Managers
Jan 08
2 Identify and procure an appropriate e-portal (in collaboration with Districts et al)
Head of Service/Line Managers
June 07
5 Increase food procured from local producers by 10%
Line Managers
Mar 08
5 Increase penetration in independent schools market by 5%
Head of Service/ Line Managers
5 Increase No of SLA’s with schools by 5%
5 Increase training provision to support staff in schools b7y6 15%
Line Managers
4 % of milestone activities completed in the National Procurement Strategy
Head of Service
100%
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Actions to Deliver: Description Lead
Officer Timescale (Start-Finish)
Budget line reference
Key Partners Internal and/or external
Status Pending In hand
Cross-reference to other plans
1. Contact all directorates to collect contract data. Publish on website.
Les Hopcroft
Apr 07 – Jun 07
Capita, Agilisys, Amey
Pending Corp Proc Strategy
2. Maintain tendering programme and ensure compliance with EU directives/Contract procedures
David May
Apr 07 – Mar 08
District Councils
Pending Corp Proc Strategy
3. Receive results of research into local economy by UCLAN and take appropriate action
Alan Ratcliffe
Oct 07 UCLAN In-hand Corp Proc Strategy
4. Work with Agilisys to oversee progress of e-proc Project Plan and allocate resource within SCPU to assist with completing tasks in e-proc
Alan Ratcliffe
April 07 Agilisys In-hand ICT Plan Corp Proc Strategy Improvement Delivery Plan
5.Ensure e-proc module of e5 is designed to maximise benefit realisation
Alan Ratcliffe
May 07 Agilisys Pending Improvement Delivery Plan
6. Build business case to fund implementation of e-proc module of e5
Alan Ratcliffe
May – Aug 07 Agilisys Pending Improvement Delivery Plan
7. Promote use of p-cards through procurement communication group, newsletter and
Nicola Walker
April 07 – Mar 08
In-hand Corp Proc Strategy
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weekly brief 8.Award contract for e-tendering system
Les Hopcroft
June 07 NWCoE In-hand Corp Proc Strategy
9. Train users and implement e-tendering for appropriate tenders
Les Hopcroft
Jan 07 Pending Corp Proc Strategy
10. Award contract for portal
Les Hopcroft
June 07 Districts Connected Cumbria North West CoE
Pending Corp Proc Strategy
11. Develop skills and capacity within Unit to fully utilise e-procurement tools
12. Work with suppliers to identify and monitor take-up of locally produced/supplied food
Graham Lewis
April 07 – Mar 08
In-hand
13. Promote services to independent schools and other public bodies
Pam Sumner/ Graham Lewis
April 07 – Mar 08
Pending
14. Ensure all new contracts and tenders comply with equalities legislation
Nicola Bell
Apr 07 – Mar 08
In-hand Improvement Delivery Plan
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Customers Strategic Objective: The Unit will develop its customer focus to improve customer satisfaction, identify and realise potential benefits and efficiencies, and undertake targeted promotional activity to increase the market share of Cumbria Supplies. Reference: Improving Council Services Responsible Officer: Alan Ratcliffe, Head of SCPU, 01228 607624 Local Committee Involvement: No Performance Measures: X-ref to
Risk
Type of Target (eg
local/LAA/Council plan/CPA)
05/06 Quartile
(If applicable)
06/07 Estimate Measure Contact
Officer Targets
07/08 08/09 09/10
3 Improvement Delivery Plan
Establish shared procurement service, including an electronic marketplace, with Districts in line with project plan
Head of Service
100%
3 Improvement Delivery Plan
Lead shared service via monthly meetings of Project Board
Head of Service
Monthly
5 Put in place promotional strategy for SCPU
Head of Service
July 07
6 Review relationship with Herts CC
Head of Service
July 07
5 Quarterly meetings with suppliers to review KPI’s and contract performance
Line Managers
100% 100% 100%
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4 LIB/P12 Use feedback from customer satisfaction survey and comments books to improve services
Head of Service/Line Managers
July 07
4, 6 LIB/P23 Accuracy of deliveries to customers within four working days
Line Managers
95% 97% 100%
4, 6 % of orders processed on day of receipt
Order Desk 95%
% of invoices distributed within 1 week
Order Desk 100%
% of visits to new enquiries within 1 week
Fire Protection Service
100%
% of written reports delivered within 30 days of audit
Performance Team
100%
% of service inspection reports provided within 4 days
Performance Team
100%
Actions to Deliver: Description Lead
Officer Timescale (Start-Finish)
Budget line reference
Key Partners Internal and/or external
Status Pending In hand
Cross-reference to other plans
1. Implement shared services in line with Business Plan approved by CLASB
Alan Ratcliffe
Apr 07 – Mar 08
District Councils Connected Cumbria
Progressing
Corp Proc Strategy Improvement Delivery Plan
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2. Ensure monthly meetings of Project Board include risk management and progress against project plan
Alan Ratcliffe
Apr 07 – Mar 08
District Councils Connected Cumbria
Progressing
Corp Proc Strategy Improvement Delivery Plan
3. Ensure all risks on EPiC risk register are actively managed
Alan Ratcliffe
Apr 07 – Mar 08
District Councils Connected Cumbria
Progressing
Corp Proc Strategy Improvement Delivery Plan
4. Arrange review with Herts – use options as part of Review
Alan Ratcliffe
Apr – Jun 07 Herts CC In-hand
5. Arrange and report on quarterly KPI meetings with suppliers
David May/Graham Lewis/Pam Sumner
Apr 07 – Mar 08
Key suppliers
Pending
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Financial
• Strategic Objective: To manage the Unit is line with income and expenditure profiles and generate £1.6m of efficiency savings.
Reference: Improving Council Services Responsible Officer: Alan Ratcliffe, Head of SCPU, 01228 607624 Local Committee Involvement: No Performance Measures : X-ref to
Risk
Type of Target (eg
local/LAA/Council plan/CPA)
05/06 Quartile
(if applicable
06/07 Estima
te Measure Contact
Officer Targets
07/08 08/09 09/10
1 Improvement Delivery Plan
£1.5m Identify and realise £1.6m efficiency savings
Head of Service
£1.6m
£1.0m
5 Achieve budget base
Head of Service
5 5% Increase Cumbria Supplies turnover by 5%
Head of Service/Line Managers
5 10% Reduce ‘off-contract’ spend by 10%
Line Managers
100% 100%
5 £90 Increase average order value via Order desk
Head of Service
£100 £110 £120
1 Produce average 5% saving on relevant new contracts.
Head of Service/Line Managers
1 Realise efficiency gained via use of p-cards
Head of Service/Line Managers
1 LIB/P19 Energy price comparison
Line Managers
1 LIB/P20 Commodity goods comparison
Line Managers
1 LIB/P30 Value of spend through p-cards
Line Managers
Reduce expenditure on agency staff
£400k
1 Reduce expenditure on mobile
£90k
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phones
1 Reduce expenditure on electricity
£30k £180k
1 Reduce expenditure on waste re WEE directives
£500k £500k
1 Reduce expenditure on network printing
£100k £100k
1 Reduce expenditure on consultants
£50k £50k
1 Reduce expenditure on Vodafone link to feature net
£49k £49k
1 Reduce expenditure on transport
£500k £500k
1 Reduce expenditure on postal services
£50k £50k
Actions to Deliver: Description Lead
Officer Timescale (Start-Finish)
Budget line reference
Key Partners Internal and/or external
Status Pending In hand
Cross-reference to other plans
1. Prepare detailed Action Plan on savings including expenditure areas, suppliers, targets and individual ownership
Alan Ratcliffe
April 07 In-hand Budget Improvement Delivery Plan
2. Allocate responsibility for overall achievement of overall target
Alan Ratcliffe
April 07 In-hand Budget Improvement Delivery Plan
3. Ensure e-proc module of e5 is designed to maximise benefit realisation
Alan Ratcliffe
May 07 Agilisys Pending Budget Improvement Delivery Plan
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4. Build business case to fund implementation of e-proc module of e5
Alan Ratcliffe
Nov 07 Agilisys Pending Budget
5. Implement e-proc module of e5
Alan Ratcliffe
Mar 08 Agilisys Pending Budget
6, Monthly trading accounts to be standing item on Unit management team meetings
Alan Ratcliffe
Apr 07 – Mar 08
In-hand Budget
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Appendix A: Learning and Development Plan
Cost (If
Applicable)
Service Plan Objective
Learning/Development Need
Expected Outcomes
Learning Method Timetable
Budget Actual
Method of Evaluation
Review all constituent functions, resources, skills and capacity to ensure the Unit is in a position to deliver strategic procurement service required by the ‘change agenda/unitary debate’ by March 2008 whilst retaining core business.
Understanding of implications and requirements of a strategic procurement service.
Improved procurement policies and procedures. Focus on strategic, high value/risk areas.
Benchmarking against ‘excellent’ authorities
Review skills base by June 07
Map against National Procurement Strategy/ Sustainable Procurement Task Force
Develop, source and, budget allowing, implement a range of e-procurement
Training required for: • marketplace
systems admin • marketplace
users • E-tendering
Ability for SCPU to use e-procurement tools to improve efficiency
Training courses/train the trainer approach
From April 07
To be confirmed Evaluation form Use of marketplace Use of e-tendering system
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tools including the e5 e-proc purchase-to-pay e-proc module in line with the Project Plan; purchasing cards, e-tendering, e-sourcing and supplier portal
system users • E5 users
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Appendix B: Service Workforce Development Plan Our long-term workforce needs and challenges
• Focus on core professional procurement skills • Use of e-procurement tools to drive efficiency • Career and personal development to support continuous improvement and changing role of SCPU
Our priorities for workforce development for the next three years
• Establishing core skills and knowledge base across all aspects of public sector procurement • Familiarity with range of e-procurement tools • Business development and line management competencies
Action plan 2007/08 Aim Action Who When Assess skills base and training needs
Collate baseline data, map against role of SCPU, establish detailed training development plan
Head of Service June 07
e-marketplace Train system administrator Nicola Walker Apr 07 Train users SCPU staff Apr/May 07 e-tendering Train users SCPU procurement
officers July - Oct 07
Management competencies Ensure all relevant staff attend Appraisal, Recruitment, Equality, Health and Safety courses
Line Managers By Mar 08
Directorate Learning and Development Plan 2007/08 Service Plan Objective
Learning/ Development need
Expected outcomes Learning method Timetable Cost Method of evaluation
See above
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Appendix C: Major Consultation and Communications Exercises All activity planned for the forthcoming year must be discussed and agreed with the Communications Team in Strategy & Performance prior to final submission of directorate service plans. How it relates to corporate aims
Objectives of the work
Intended audience Timing Research
insights
Communication / Consultation proposals
Contact
Budget
Improving Council Services
Generate understanding of the e-proc module of e5 system
Head of Service, Directorate Champions End users,
April – Nov 07
A communication plan is being developed between the Communications Team and the Project Steering Group
Head of Service/ Head of Communications/Agilisys Project Manager
n/a
Improving Council Services
Assess levels of supplier satisfaction and identify areas for improvement
Suppliers to SCPU Jan 08 Survey
Head of Service
Improving Council Services
Consult on review of functions and options appraisal
Elected Members, Corporate Directors, Heads of Service, Staff and Trades Unions
Apr – June 07 Meetings, review of
draft documents
Head of Service n/a
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Appendix D: Service Equality Plan Directorate: Director: Equality Lead Officer: Deputy Equality Lead Officer: From April 2007 the Council will have a legal duty to publish a Race Equality, Disability Equality and Gender Equality Scheme. These schemes will be incorporated into a single Equality Scheme, which builds upon the 2006-7 Equality Implementation Strategy. The Equality Scheme underpins the Council Plan, by laying out an action plan relating to:
• Ethnicity • Gender • Disability • Sexual orientation • Religion/faith • Age
The Directorate Equality Plan shows how each directorate is feeding into the Equality Scheme. Top priority: Equality Impact Assessments Under equality legislation, all of the Council’s functions and policies will be Equality Impact Assessed over a three year cycle. This will ensure that the Council’s end of year performance against generic targets is fully inclusive in regard to: gender, age, sexual orientation, ethnicity, faith and disability. This section lists the Equality Impact Assessments that will be carried out in this financial year. Council theme and objective and BVPI N/A if function is not part of the Council Plan or a BVPI objective
Function (unit) Priority Score 1-3
Policies within the function
Lead officer Proposed completion date
Method of monitoring
Improving Council Services
SCPU Corporate Procurement Policy
Alan Ratcliffe Jan 07 Quarterly report
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Key priority 1: Prejudicial incident reporting All units within the Directorate need to report quarterly on:
• Number of prejudicial incidents that have taken place. • Further action taken for each incident.
This extends the requirement to report racial incidents to cover all 6 equality strands. Officer responsible for liaising with Equality Officer
Alan Ratcliffe
Reporting periods End of June/September/December/April Other directorate equality activity relating to incident reporting
Key Priority 2: Elected Members to have the right support to deliver equalities The goal is to ensure that elected Members receive the right support to ensure that they can confidently:
• Represent constituents who experience discrimination. • Promote the Council’s equalities agenda.
Proposed work to brief Cabinet Portfolio holder of directorate equalities activity
Quarterly meeting with portfolio holder
Proposed work to inform Local Committees of directorate activity
Proposed work to inform relevant Scrutiny Panel of directorate equalities activity
Other directorate equality activity relating to supporting Members
Equality issues to be included in any report recommending award of contract.
The Equality Officer will report quarterly on progress to Improving Council Services Scrutiny Panel and Performance Group.
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Key priority 3: All employees to have equalities objectives The goal is to ensure that all employees are aware of their responsibilities to deliver an equal service, and that this informs their appraisal. Specific equalities objectives will be set for Personal Development Plans across the council. This section outlines appraisal Equality Objectives set for the Corporate Director and the Heads of Service which will be cascaded through the Directorate. Unit Equality Objective Head of Service Review date SCPU 1. Equalities to be built in to all
negotiations and organisations with a poor equalities record will be considered for re-tendering.
2. Any changes arising from the corporate Procurement Equality Guidance will be assessed.
3. There will be reflected in the appraisal process in the unit with equal objectives being set for all staff
4. All Managers to have attended Equality and diversity training by March 08
Alan Ratcliffe March 08
Other directorate equality activity relating to employee development
Ensure equalities issues, in relation to service delivery and staff development, are considered as part of the review of all the Unit’s functions.
Key priority 4: Equality proofing procurement activity The goal is to ensure that key externally contracted activities abide by the Council’s Corporate Equality and Diversity Policy, as well as the Equality Implementation Strategy. Equalities will be built into all contract negotiations and organisations with a consistently poor equalities record will be considered for re-tendering. Whole functions outsourced
Organisation name and type (i.e. business or voluntary sector)
Lead officers (council and other organisation)
Has the equalities checklist been completed?
Review date
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Key contracts Organisation name and type (i.e. business or voluntary sector)
Lead officers (council and other organisation)
Has the equalities checklist been completed?
Review date (state if spot purchasing)
Small contracts Type of organisation Units contracting the
service Equality and Diversity Policy sent to the provider
Review date (state if spot purchasing)
Other directorate equality activity relating to outsourced organisations
The Unit will produce and distribute a Corporate Procurement Equality Guidance briefing note by August 07. All contracts with a value in excess of £50k will be assesses for compliance with the County’s Equality and Diversity policy. All new tenders will include equality and diversity issues as part of the evaluation process. Any subsequent contracts will include performance indicators to enable monitoring against our policies. 100% of procurement complying with Equality legislation by March 2008.
Key priority 5: The Council as inclusive employer The Goal is to ensure that the make up of the workforce reflects the diversity of Cumbria’s population, and that equality related harassment is addressed. Officer responsible for liaising with Equality Officer
Alan Ratcliffe/Nicola Bell
Ethnicity Gender Disability Use Reasonable Adjustments booklet to address barriers to disabled staff Age Religion/Faith
Key initiatives arising out of Equality Impact Assessments to make the Council an inclusive employer
Sexual Orientation Directorate activity relating to promotion and support for people from the 6 equality strands
All Managers to have attended Equality and Diversity training by March 08
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Key priority 6: Council services are fully accessible The goal is to ensure that all members of the public receive support and information about the Council that meets their access needs. This includes full compliance with the Council specific duties under the Sex Discrimination Act, the Race Relations Act and the Disability Discrimination Act. Officer responsible for liaising with Equality Officer
Alan Ratcliffe/Nicola Bell
Ethnicity Gender Disability Age Religion/Faith
Key initiatives arising out of Equality Impact Assessments to make services more accessible
Sexual Orientation Other directorate equality activity relating to accessible services
All Managers to be aware of the Cumbria Multi-Cultural Service and make appropriate referrals. Information to be provided, where practicable, on demand in languages other than English and in other formats
Key priority 7: Embedding Equality and Diversity into the Cumbria Strategic Partnership The Cumbria Equality and Diversity Partnership is responsible for supporting the Cumbria Strategic Partnership, Thematic Partnerships and Local Strategic Partnerships to embed equality. Thematic Partnerships the directorate leads on for the Council
Ethnicity Gender Disability Age Religion/Faith
Key initiatives arising out of Equality Impact Assessments to feed into Thematic Partnerships
Sexual Orientation
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Appendix E: Overall budget (a) Detailed budget for 2007-08
(b) 3-Year Projection Include a short commentary to explain how the 3-year budget projection reflects actions and targets over the period 2007-08 to 2009-10.
XX DIRECTORATE / SERVICE GROSS & NET BUDGET 2007-08
Budget Line Ref BUDGET LINE DESCRIPTION
Gross Budget £000s
Grant Income £000s
Other Income £000s
Net Budget £000s
1 XXXXXXXXX 02 XXXXXXXXX 03 XXXXXXXXX 04 XXXXXXXXX 05 XXXXXXXXX 06 XXXXXXXXX 07 XXXXXXXXX 0
TOTAL 0 0 0 0
XX DIRECTORATE - THREE YEAR PROJECTION
Budget Line Ref
2007-08 £000s
2008-09 £000s
2009-10 £000s
APPROVED NET BUDGET 2006-07 XX XX XX
Reasons for changes:
XXXXXXXXX 1 XX XX XXXXXXXXXXX 2 XX XX XX
Inflation to 2007-08 XX XX XXInflation to 2008-09 0 XX XXInflation to 2009-10 0 0 XX
TOTAL - XX DIRECTORATE / SERVICE XX XX XX
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(c) Capital Programme Summary (if applicable) If applicable include an extract of the relevant section of the capital programme, and a note to explain how it supports the planned activities.
(d) Value for Money and Efficiency SCPU have a key objective to identify and realise £1.6m of efficiency savings in 2007/08. The table below illustrates how this is to be achieved. These savings are in addition to the £1.5m achieved in 2006/07 and will be supplemented by a further £1.0m in 2008/09.
N o n - C a s h a b le E f f ic ie n c y G a in sA m o u n t
W h ic h s e r v ic e ? H o w w il l e f f ic ie n c y b e im p r o v e d ? H o w w il l i t b e e v id e n c e d ? L e a d O f f ic e r 2 0 0 7 -0 8 2 0 0 8 - 0 9 2 0 0 9 - 1 0£ £ £
" M u c h m o r e fo r a l i t t le m o r e "
" M o r e f o r t h e s a m e "
Scheme RefEstimate 2007/08
Estimate 2008/09
Estimate 2009/10
Estimate 20010/11
Estimate 20011/12 TOTALS
£000s £000s £000s £000s £000s £000sSCHEME: XXXXX 1 XXXXX 2 XXXXX 3 XXXXX 4
TOTAL PROGRAMME - - - - - -
XX CAPITAL PROGRAMME/PLAN
C a s h a b le E f f ic ie n c y G a in sA m o u n t
W h ic h s e rv ic e ? H o w w ill e f f ic ie n c y b e im p ro v e d ? H o w w ill it b e e v id e n c e d ? L e a d O f f ic e r 2 0 0 7 -0 8 2 0 0 8 -0 9 2 0 0 9 -1 0£ £ £
" M o r e fo r le s s "
In w h ic h s e c t io n (s ) w ill th e e f f ic ie n c y b e a c h e ie v e d ?
A s h o r t d e s c r ip t io n o f w h a t a c t io n is b e in g ta k e n to g e n e ra te th e e f f ic ie n c y e .g a n IC T in v e s tm e n t, o r a re -n e g o t ia t ie d c o n tra c t , o r c h n a g e s in w o rk in g p ra c t ic e s e tc
H o w w ill y o u b e a b le to d e m o n s tra te th a t e f f ic ie n c y is b e in g a c h ie v e d e .g w h ic h c o s ts a n d / o r p e r fo rm a n c e in d ic a to rs w ill p ro v id e e v id e n c e ?
" T h e s a m e fo r le s s "
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Appendix F: Risk Action Plans
Risk Analysis Description of Risk
Failure to meet efficiency targets of £1.6m in 2007/08 and 1.0m in 2008/09
Keywords 1. Council Plan Theme 2. Directorate 3. Risk type (see opposite for options) 4. Risk Exposure (see opposite for
options) 5. Department / Business Unit
Better Client Services Strategic / Operational / Procurement Financial Risk Strategic and Commercial Procurement
Risk identified by Client Services SMT 22/01/07
Risk owner
Alan Ratcliffe
Is this 1. A new risk
Risk Rating 1. Probability 2. Impact
Significant Critical
Projected Risk Rating upon completion of action plan 1. Probability 2. Impact
Significant Critical
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Action Plan – tasks required to mitigate risks (All risks above the appetite line MUST have an action plan) Task Start date Due date Projected Outcome Task owner 1. Prepare detailed Action Plan including expenditure areas, suppliers, targets and individual ownership
Jan 07 Feb 07 Detailed action plan plus monthly progress reports
Alan Ratcliffe
2. Allocate responsibility for overall achievement of overall target and
Jan 07 Mar 07 Allocation of responsibility Alan Ratcliffe
3.Ensure e-proc module of e5 is designed to maximise benefit realisation
Feb 07 May 07 Detailed functional specification and design
Alan Ratcliffe
4. Build business case to fund implementation of e-proc module of e5
May 07 Aug 07 Outline business case Alan Ratcliffe
5. Implement e-proc module of e5 November 07
March 08 is this realistic???
Use of e5 to deliver transactional savings and detailed reporting
Alan Ratcliffe
Date for review of risk rating i.e. probability and impact (upon completion of the action plan)
Monthly
Measurements of Success for action plan as a whole
Realisation of efficiency savings
Where progress will be reported
Monthly meetings of efficiency savings working group; monthly traffic lights to SMT
Measures associated with the risk for example Service plan measures, BVPI’s, etc.
Service Plan, budget reductions, traffic lights, reports to Cabinet
Date Form Completed………31 January 2007…………………………………….By whom…Alan Ratcliffe……………………………………………………
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Risk Analysis Description of Risk
Failing to secure benefits of e-procurement
Keywords 1. Council Plan Theme 2. Directorate 3. Risk type (see opposite for options) 4. Risk Exposure (see opposite for options) 5. Department / Business Unit
Better Client Services Strategic / Operational / Procurement Financial and Operational Risk Strategic and Commercial Procurement
Risk identified by Client Services SMT 22/01/07
Risk owner
Alan Ratcliffe
Is this 1. A new risk
Risk Rating 1. Probability 2. Impact
Significant Significant
Projected Risk Rating upon completion of action plan 1. Probability 2. Impact
Low Marginal
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Action Plan – tasks required to mitigate risks (All risks above the appetite line MUST have an action plan) Task Start date Due date Projected Outcome Task owner 1. Work with Agilisys to oversee progress of e-proc Project Plan and allocate resource within SCPU to assist with completing tasks in e-proc
Jan 07 April 07 Functional design Alan Ratcliffe
2.Ensure e-proc module of e5 is designed to maximise benefit realisation
Feb 07 May 07 Detailed functional specification and design
Alan Ratcliffe
3 Build business case to fund implementation of e-proc module of e5
May 07 Aug 07 Outline business case Alan Ratcliffe
4. Adopt e-tendering and e-portal solution proposed by North West Centre of Excellence
April 07 Sept 07 Increased efficiency in tendering process
Les Hopcroft
5. Develop skills and capacity within Unit to fully utilise e-procurement tools
April 07
March 08
More efficient business processes
Alan Ratcliffe
Date for review of risk rating i.e. probability and impact (upon completion of the action plan)
Monthly
Measurements of Success for action plan as a whole
Realisation of efficiency savings and use of e-procurement tools
Where progress will be reported
Monthly meetings Unit management team
Measures associated with the risk for example Service plan measures, BVPI’s, etc.
Service Plan, budget reductions, traffic lights,
Date Form Completed………31 January 2007…………………………….By whom…Alan Ratcliffe……………………………………………………
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Risk Analysis Description of Risk
Failure to ensure SCPU has direction, skills base, capacity and structure to fulfil role of corporate service whilst retaining core business
Keywords 1. Council Plan Theme 2. Directorate 3. Risk type (see opposite for options) 4. Risk Exposure (see opposite for
options) 5. Department / Business Unit
Better Client Services Strategic / Operational / Procurement Operational and financial risk Strategic and Commercial Procurement
Risk identified by Client Services SMT 22/01/07
Risk owner
Alan Ratcliffe
Is this 1. A new risk
Risk Rating 1. Probability 2. Impact
Significant Marginal
Projected Risk Rating upon completion of action plan 1. Probability 2. Impact
Low Marginal
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Action Plan – tasks required to mitigate risks (All risks above the appetite line MUST have an action plan) Task Start date Due date Projected Outcome Task owner 1. Analyse functions and skills of each section within SCPU and map against service plan, national agenda and procurement requirements of CCC and, potential unitary authority
Mar 07 May 07 Detailed proposal for change Alan Ratcliffe
2. Develop detailed report proposing changes in functions, structure and training/development needs
Mar 07 May 07 Report to CMT Alan Ratcliffe
3. Utilise appraisal process to identify skills, training and development needs
April 07
June 07
Unit training and development plan
Alan Ratcliffe/Nicola Bell
Date for review of risk rating i.e. probability and impact (upon completion of the action plan)
Monthly
Measurements of Success for action plan as a whole
Development and Implementation of detailed reports.
Where progress will be reported
CMT
Measures associated with the risk for example Service plan measures, BVPI’s, etc.
Date Form Completed………31 January 2007…………………………….By whom…Alan Ratcliffe……………………………………………………
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Risk Analysis Description of Risk
Failing to implement shared procurement service
Keywords 1. Council Plan Theme 2. Directorate 3. Risk type (see opposite for options) 4. Risk Exposure (see opposite for options) 5. Department / Business Unit
Better Client Services Strategic / Operational / Procurement Operational and financial risk Strategic and Commercial Procurement
Risk identified by Client Services SMT 22/01/07
Risk owner
Alan Ratcliffe
Is this 1. A new risk
Risk Rating 1. Probability 2. Impact
Low Marginal
Projected Risk Rating upon completion of action plan 1. Probability 2. Impact
Low Marginal
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Action Plan – tasks required to mitigate risks (All risks above the appetite line MUST have an action plan) Task Start date Due date Projected Outcome Task owner 1. Implement shared services in line with Business Plan approved by CLASB
Nov 07 Mar 07 Detailed project plan plus tendering programme and implementation of e-marketplace
Alan Ratcliffe
2. Ensure monthly meetings of Project Board include risk management and progress against project plan
Nov 07 Mar 08 Progress reports Alan Ratcliffe
3. Ensure all risks on EPiC risk register are actively managed
Nov 07 Mar 08 Progress reports Alan Ratcliffe
Date for review of risk rating i.e. probability and impact (upon completion of the action plan)
Monthly
Measurements of Success for action plan as a whole
Implementation of business plan. Production of work programme. Use of e-marketplace. Political commitment
Where progress will be reported
Monthly meetings of Project Board
Measures associated with the risk for example Service plan measures, BVPI’s, etc.
Letting and use of joint contracts. Savings realised.
Date Form Completed………31 January 2007…………………………….By whom…Alan Ratcliffe……………………………………………………
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Appendix G: Strategic Action Plan 2007/08
Area of focus Key Objectives Corporate Strategy Other Strategies
People • Review all constituent functions, resources, skills and capacity to ensure the Unit is in a position to deliver the strategic procurement service required by the change agenda by March 2008 whilst retaining core business. We will undertake options appraisals and develop a plan to implement any required changes.
• Improving Council Services
• IIP
• Equality & Diversity
• Lifelong learning
• Team Brief
• Awards & Recognition Scheme
• Learning & Development
• Appraisal Scheme
Internal Processes • Develop, source and, subject to budgetary provision, source and implement a range of e-procurement tools including the e5 e-proc purchase-to-pay e-proc module in line with the Project Plan; purchasing
• Improving Council Services
• Contract Procedure Rules
• E-government policy
• Sustainability Policy
• ICT Strategy
• Improvement Delivery Plan
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cards, e-tendering, e-sourcing and supplier portal
• Develop and implement a Procurement Equalities Briefing document by March 2008.
Customers • Lead the establishment of a shared procurement service with the District Councils, including the use of an electronic marketplace, a joint tendering programme and activity to reflect the sustainable and local economy issues.
• Council Plan • Improvement Delivery Plan
• ICT Strategy
Financial • Identify and deliver savings of £1.6m
• Meet revenue and expenditure profiles for all aspects of the Unit
• Financial Strategy