Corporate Procurement

Procurement Strategy

6. Resources and training

6.1 Barking and Dagenham is not unlike many other local authorities in that dedicated resources for procurement (particularly procurement advice and support) are very limited.

For many years 'procurement' tended to be thought of as 'administrative', 'low skilled' and 'routine' buying of standard commodities or technical purchasing of building projects best left to architects and surveyors.

With a few exceptions, Compulsive Competitive Tendering Units in the 1990s tended to be very inward looking with closed aims and a silo mentality, brought about by political pressure.

The correlation between those authorities achieving 'Excellent' in their Comprehensive Performance Assessment and their willingness to embrace open competition, outsourcing and partnerships for the past decade or so cannot be avoided.

6.2 With the arrival of the Byatt report, the response by Communities and Local Government and now the publication of the National Strategy, procurement is now at the forefront of the local government agenda with challenging improvement targets to be met. For this to be achieved, resources and training are key.

Resources

6.3 We will consider the development of a new structure for procurement, with a central 'Corporate Procurement Unit' as recommended within the Byatt Report and the National Strategy, led by a Professionally qualified senior Head of Procurement.

The Corporate Procurement Unit will include additional officers in the Centre and incorporate the 2 current central posts. Other resources will be allocated within the service departments to ensure adequate liaison and consistency of practice.

6.4 The new structure and management relationships are detailed.

6.5 The Council recognises that improvements are needed quickly and that additional 'pump prime' funding will be required in the short term (first 2 years) to implement the recommendations. In the longer term, contract savings and efficiencies made possible through good procurement practice should more than compensate for any rise in expenditure.

Training

6.6 Work carried out during the Best Value Review identified that whilst procurement officers did have the majority of skills set out in the Improvement and Development Agency Skills Framework, there were some areas of weakness in the more strategic areas and none of the officers had formally recognised qualifications.

To rectify this, key procurement staff will be trained in the Gateway Review process and the more technical aspects of Private Finance Initiative and Public Private Partnerships contracts.

In addition, procurement officers will be encouraged and supported to study formal qualifications in procurement such as the Chartered Institute of Purchasing and Supply graduate diploma.

6.7 In terms of other officers within the council, skills and experience in procurement varies widely.

Surveys within the Best Value Review identified that many officers, including Heads of Service had received little if any training in procurement and some did not understand even the basics of tendering limits set out in the Contract rules.

As a result, we will refine and implement the procurement training programme for all levels and responsibilities of staff, and ensure that it is targeted where the needs are greatest.

6.8 Additionally, the awareness of good procurement practice as a key competence for managers will be developed in conjunction with human resources and incorporated into job descriptions and personal performance management programmes.

Corporate Procurement

Procurement Strategy

6. Resources and training

Resources

Training

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