Strategic and Commercial Procurement Service Plan · SWOT Analysis ... The Unit develops relevant procurement policies, is responsible for e-procurement and provides a contract performance

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Strategic and Commercial Procurement

SERVICE PLAN

2007/08

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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


100% 100% 100%

4 100% Evaluate and record effectiveness of all training


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


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)


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


100% 100% 100%

4, 7 Equality Plan

All contractors to meet equality legislation


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


100% 100% 100%

7 Ensure all tenders undertaken in compliance with Contract Procedure Rules


100% 100% 100%

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4 Ensure all new tenders take due regard of implications of local gov’t restructure


100% 100%

100%

4 Ensure all new tenders follow best practice on sustainability


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


June 07

2, 4 Implement e-tending system


Jan 08

2 Identify and procure an appropriate e-portal (in collaboration with Districts et al)


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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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


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


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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


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)


Officer Targets

07/08 08/09 09/10


Establish shared procurement service, including an electronic marketplace, with Districts in line with project plan

Head of Service

100%


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


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%







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


Progressing


3. Ensure all risks on EPiC risk register are actively managed

Alan Ratcliffe

Apr 07 – Mar 08


Progressing


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


£1.5m 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%


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.


1 Realise efficiency gained via use of p-cards


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







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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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


Assess levels of supplier satisfaction and identify areas for improvement

Suppliers to SCPU Jan 08 Survey

Head of Service


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


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


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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Plan completed Date completed 9 March 2007 Signature

Printed name Alan Ratcliffe

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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


Feb 07 May 07 Detailed functional specification and design

Alan Ratcliffe


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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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 owner

Alan Ratcliffe



Significant Significant


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


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


Monthly


Realisation of efficiency savings and use of e-procurement tools


Monthly meetings Unit management team


Service Plan, budget reductions, traffic lights,

Date Form Completed………31 January 2007…………………………….By whom…Alan Ratcliffe……………………………………………………

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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 owner

Alan Ratcliffe



Significant Marginal


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



Monthly


Development and Implementation of detailed reports.


CMT



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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 owner

Alan Ratcliffe



Low Marginal


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


Monthly


Implementation of business plan. Production of work programme. Use of e-marketplace. Political commitment


Monthly meetings of Project Board


Letting and use of joint contracts. Savings realised.


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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

Documents

Strategic and Commercial Procurement Service Plan · SWOT Analysis ... The Unit develops relevant procurement policies, is responsible for e-procurement and provides a contract performance