Procurement strategy overview

1. Analyse 12 months spend data, map to contracts register, undertake gap analysis

Yes

Governance & Compliance Strand

2. Understand budgets, identify any areas of overspend, map to compliance opportunities

Yes

Yes

Governance & Compliance Strand

3. Undertake full review of current templates and terms and conditions, SoPs

Yes

Yes

Governance & Compliance Strand

4. Develop procurement pipeline/profile known and unknown demand

Yes

Collaboration, Knowledge & Innovation Strand

1. Undertake stakeholder mapping, generate RACI, communications plan

Yes

Yes

Collaboration, Knowledge & Innovation Strand

2. Develop high level intranet guidance for publication, make available reqd. templates

Yes

Yes

Yes

Collaboration, Knowledge & Innovation Strand

3. Develop a procurement principles training pack, pilot and support in rollout to key stakeholders

Yes

Yes

Yes

Yes

Collaboration, Knowledge & Innovation Strand

4. Undertake a comparative review of pipeline relative to other known activities, align where poss.

Yes

Collaboration, Knowledge & Innovation Strand

5. Understand and align on Council Social Value priorities

Yes

Yes

1. Develop an agreed standard set of reporting requirements, frequency and create template

Yes

Yes

Performance Strand

2. Agree on access/transfer of data requirements

Yes

Performance Strand

3. Agree/escalate any required key performance indicators i.e. compliance/savings/risk

Yes

Performance Strand

4. Agree communications channels

Yes

Performance Strand

5. Deliver reporting

Yes

Yes

Yes

Yes

Yes

Ongoing Support

Yes

Yes

Yes

Yes

Yes

Yes

Yes

1. Access to relevant datasets

Inability to generate baseline data from which to generate a number of key work packages, specifically:

• Compliance analysis
• Generate pipeline of activity/resource demands
• Generation of KPIs

This may also affect any ongoing support requirements.

1. Confidentiality provisions in agreement
2. Support from WFDC in obtaining access (where reqd.)
3. Identification of alternative sources of data (where reqd.)

2. Access to key stakeholders/decision-makers

• Inability to generate stakeholder map
• Inability to effectively target limited resource
• Inability to target training and maximise impact
• Limited ability to consult and tailor products/comms

1. Ensure early engagement
2. Develop and adhere to comms plan
3. Officer and member training

3. Availability/clarity of relevant legislation  policies/procedures

• Weak alignment of strategy to Council priorities – dilutes impact
• Delays in overall programme of delivery
• Weakens fitness for purpose of specific products i.e. templates/guidance

1. WFDC support in obtaining relevant information in a timely manner
2. Access to key stakeholders
3. Highlight any gaps/deficiencies – reshape work as required
4. Officer and member training

4.System access/capabilities

• Possible limitations for extracting data
• Restrictions on the ability to create and present content

1. Perform high level capability review at outset
2. Adjust work packages to suit
3. Understand future state relative to product development roadmaps (if known)

5. Corporate Social Responsibility

• Omission of CSR resulting in:
• Social Values compromised
• Loss of engagement with SMEs, Voluntary/Community and Social Enterprise
• Local firms missing out on opportunities
• Prioritising lower cost over greener alternatives
• Higher carbon footprint

1. Include social value aspects in procurement exercises to deliver community benefits
2. Establishment on the Green Advisory Panel in May 2020
3. Include environmental aspects in procurement exercises to lower carbon footprint
4. Reserving contracts for local firms to benefit local economy

6. Impact of new legislation

• Roll-out of new Procurement Bill due 2023 which will impact policies and procedures.

1. Delivery strategy in a way that’s easily updateable, and/or prioritise areas which will not (or less likely) to be impacted by new Bill.
2. To understand when the UK Subsidy Regime could be relevant