SOP CONFERENCE 2012
MONDAY 12TH NOVEMBER 2012
ROYAL GARDEN HOTEL
‘How CIPS is working to ensure Public Sector procurement is up there with the best in
class’
Paula Steele and Peter James
12th November 2012
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The Public Procurement Juggler
Policy
Collaborate
Savings
Scrutiny
Social Value and Supplier
Diversity
Getting the job done
Legislation
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What has CIPS done to try and help public procurement? (1)
• In partnership with Unipart CIPS developed the lean sourcing learning
initiative that is being rolled out through GPS
• Signed an MOU with the Efficiency Reform Group (ERG) and GPS to support
the development of a learning and development environment for central
government agencies which will also be available to wider government.
• In partnership with the National Institute of Governmental Purchasing
(NIGP) CIPS have developed a series of Values and Guiding Principles
(VGPs) for public procurement
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What has CIPS done to try and help public procurement? (2)
• Again with NIGP CIPS have invested in the development of a public
procurement maturity model that will shortly be available.
• Responded to the Department of Health’s call for evidence to support the
NHS ‘raising our game’ paper and assisting in the development of the NHS
Procurement Strategy through the development of an NHS Procurement
Academy
• In discussion with LGA National Advisory Group about the national
procurement strategy especially in relation to capacity building
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What is CIPS doing to try and help public procurement?
• The CIPS CEO is a non executive advisory member on the Procurement
Executive Board for Central Government
• More focused engagement with wider Government including local, regional
and devolved Government plus public procurement networks
• We now have a clearer idea of what our local government membership
expects and some of their frustrations with CIPS
• We are now more joined up with SOPO also in supporting events.
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What is CIPS doing to try and help public procurement?
• Working with ERG and GPS to develop a learning and development
environment for public procurement in the UK
• Lobbying the European Commission on public sector procurement
modernisation
• Working with other Institutes to develop a solution for Commissioning
• Internationally CIPS are working with local partners in Afghanistan,
Bangladesh, Lebanon, Philippines and Tunisia to help build public
procurement capacity
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Global Reach and Influence
7
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The Challenge for CIPS
• The provision of meaningful support to the Public Sector
• Static UK Public Sector Membership versus international growth
• Medium to long term positioning and maintaining relevance to Public
Procurement in constantly changing environment.
• Segmentation – Bringing together the common themes without losing sight
of the specific elements of Healthcare Procurement and Local Government
for example
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Over to you
• What for you want and expect from CIPS?
• What is it you value about CIPS?
• What is it you don’t like?
• What is it that CIPS should be doing that they are not?
• What is that CIPS are doing that you think they should not be?
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What do you want and expect
from CIPS?
• Guidance and knowledge management
• Exemplar models
• More shaping towards markets such as social care with groups
from non procurement backgrounds who need advise on
procurement
• Recognition in the difference between social care
commissioning and services commissioning
• More opportunities to network within the Public Sector
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What is it you value about CIPS?
• Cross sector representation not just Public Sector
• Branch support (but would like more)
• Importance of CPD
• Career support
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What is it you don’t like?
• Not enough visibility in Government especially local
government
• Lack of commentary and position on PS issues (compared for
example to CIPD or CIPFA)
• CIPS brand not strong and political level – senior public sectors
don’t recognise CIPS in the same way they revere CIPFA
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What is it that CIPS should be
doing that they are not?
• Adopt a more CIPFA type approach where they
monitor public policy and legislative changes and
respond with solutions for dealing with then
• Comment on public procurement issues and take an
authoritative position that would help achieve the
senior level recognition in HMG
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CIPS responses and wrap up
• We intend to be more joined up with SOPO
• We are preparing a budget to support PS specific
activity including the development of a PS specific
portal
• We will integrate with existing PS groups (if invited)
rather than create new groups
• We are listening!
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