Buying Better
Outcomes
Workshop 3
Equalities, Procurement and Corporate
aims
Equalities, Procurement
and Corporate aims
• Remember, procurement should not be carried out in
isolation. It should be a corporate activity carried out to
achieve corporate and service aims. This includes equality
priorities
• It should clearly feed into and be instructed by your
organisation’s corporate plan and by government policy
• Information should flow both ways - procurement being
instructed by and conditioned by the corporate
environment. The latter should be informed about
markets and the supply chain by procurement
Corporate Need and Strategic Fit
Government Policy
Authority
Corporate Plan
and Strategy
Department
Service Plans
Procurement
Strategy
Financial Regulations
Authority Contract
Procedure Rules
Public contract regulations
The Procurement
Value Proposition
Efficiency
DEMAND/
MARKET
MANAGEMENT
COMMUNITY
OBJECTIVES
& VFM
Effectiveness
BENEFITS
REALISATION
Economy
COST
CONTROL &
REDUCTION
The Bicycle
The procurement cycle
1.
2.
3.
4.
5.
6.
7.
8.
Identify Need
Develop the Business Case
Define Procurement Approach
Supplier Appraisal
Tender Evaluation
Award Contract
Manage Implementation of Contract
Closure/Review
Process for joint planning and
commissioning
1.
2.
3.
4.
5.
6.
7.
8.
9.
Look at particular groups of service users
Develop need assessment with users and staff
Identify resources and set priorities
Plan pattern of services, include prevention
Decide how to commission services efficiently
Commission – including use of pooled resources
Plan for workforce and market development
Monitor and review services and process
Look at outcomes for children and young people
Delivering social value and other benefits
• One of the most difficult aspects is actually identifying
and realising the potential benefits and social value you
create
• Ensure (as part of your performance management process)
that these are not only identified as targets but clearly
recorded to demonstrate that benefits and social value
have been realised and contributed to policy outcomes
and the community
Delivering social value and other benefits
• It is also important to recognise the benefits that were
gained by the supplier not only in terms of reputational
value but also for example access to a larger workforce
pool and often ultimately a wider customer base
• It is sometimes forgotten in the quest for VfM that not
all added value has a £ sign in front of it. Try to find
ways of recording other benefits such as individual self
esteem and achievement, well being and the improved
status of protected groups.
Discussion/ Exercise
• Within your procurement activities, consider whether or
not your authority’s overall corporate vision and aims
supports
• compliance with the equality duty
adding value by achieving wider corporate equality aims
• Are relevant equality matters and the requirements of the
equality duty addressed in your procurement
/commissioning strategy?
What steps can you take to improve your performance?