Corporate Procurement Plan 2018 2020 - South Dublin County ...
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Corporate Procurement Plan 2018 – 2020
Corporate Procurement Plan 2018 – 2020
Contents
Mission ................................................................................................................................................... 2
1 Introduction .................................................................................................................................... 2
2 Delivery of Policy Actions 2015 – 2017 .......................................................................................... 4
2.1 Governance ............................................................................................................................. 4
2.2 Collaboration ........................................................................................................................... 6
2.3 Value for Money on Cost and Contract Performance ............................................................. 6
2.4 Business Engagement.............................................................................................................. 7
2.5 Sustainable Procurement ........................................................................................................ 8
3 Specific Goals and Targets 2018 - 2020 .......................................................................................... 8
3.1 Governance ............................................................................................................................. 9
3.2 Procurement Planning........................................................................................................... 10
3.3 Compliance with Procurement Rules and Requirements ..................................................... 11
3.4 Value for Money on Cost and Contract Performance ........................................................... 12
3.5 eProcurement ....................................................................................................................... 13
3.6 Business Engagement Measures ........................................................................................... 13
3.7 Sustainable Procurement Measures ..................................................................................... 14
4 Measurement and Monitoring of Implementation ...................................................................... 14
Appendix A: Measurement and Monitoring of the implementation of South Dublin County Council’s
Procurement Plan 2015 – 2017 ........................................................................................................... 15
Page 1Corporate Procurement Plan 2018 – 2020
Mission
To make our county the best possible place in which to live, work and do business
South Dublin County Council Corporate Plan 2015 - 2019
1 Introduction
The Corporate Procurement Plan is South Dublin County Council’s three year strategy to form the
basis for strong financial management, risk management, audit and corporate governance systems
for procurements by the Council. The Corporate Procurement Plan 2018 - 2020 builds upon the
work commenced in the Corporate Procurement Plan 2015 - 2017. It outlines our procurement
objectives and goals over the next three years.
Public Procurement can be defined as the acquisition, whether under formal contract or not, of
works, supplies and services by public bodies. It ranges from the purchase of routine supplies or
services to formal tendering and placing contracts for large infrastructural projects. South Dublin
County Council procurements are governed by EU and national rules and objectives, including the
principles of the Treaty on the Functioning of the European Union, namely transparency, mutual
recognition, equal treatment of tenderers, non-discrimination and proportionality.
Four high level objectives for local authority procurement functions were identified in the
‘Guidance for Corporate Procurement Planning in the Local Government Sector’ (Local Government
Strategic Procurement Centre, October 2015, p.1):
1. To ensure the local authority complies with procurement Directives, Legislation,
Circulars and other legal requirements, and that staff engaged in procurement
also adhere to the organisations procurement policies and procedures
Page 2Corporate Procurement Plan 2018 – 2020
2. To support service delivery by the local authority and fulfil the strategic
objectives in the local authority’s Corporate Plan.
3. To achieve greater value for money by
ensuring that purchasing is carried out in a co-ordinated and strategic
manner;
reviewing and, where possible, streamlining existing procurement
processes;
identifying opportunities for savings, for example by utilising national and
regional aggregated contracts or other means.
4. To facilitate economic, social or environmental objectives through procurement,
for example by
identifying opportunities for social or green procurement;
engaging with businesses and suppliers.
We have identified our specific procurement goals and targets for 2018 – 2020 in keeping with
these objectives. Each year we will assess our progress on achieving our identified goals and
targets, and we will prepare and publish an annual monitoring and implementation report.
The Corporate Procurement Plan 2018 – 2020 has been prepared in consultation with the
Procurement Steering Group and Senior Management, and has been approved by the Chief
Executive.
The Plan is divided into five sections. The current organisational position is detailed in Section 2
Delivery of Policy Actions 2015 – 2017 and Appendix A: Measurement and Monitoring of the
implementation of South Dublin County Council’s Procurement Plan 2015 – 2017. Our Specific
Goals and Targets 2018 - 2020 are detailed in Section 3, and the approach for the Measurement
and Monitoring of Implementation is outlined in Section 4.
Page 3Corporate Procurement Plan 2018 – 2020
2 Delivery of Policy Actions 2015 – 2017
The Corporate Procurement Plan 2015 - 2017 identified a number of areas and actions to be
addressed over the lifetime of the plan. As part of this a report to measure and monitor the
implementation was prepared annually. It is available in Appendix A and on the internet at
https://www.sdcc.ie/en/services/business/procurement. The key actions in the plan were divided
into five areas:
governance;
collaboration;
value for money on cost and contract performance;
business engagement; and
sustainable procurement.
A review of the current organisational position for each of these areas was carried out for the
preparation of this plan and is summarised below.
2.1 Governance
South Dublin County Council has a Procurement Unit, with a Procurement Officer appointed and a
team of four staff dedicated. The work of the Procurement Unit is guided by the Corporate
Procurement Plan and the Chief Executive Order which clearly sets out the procurement rules and
procedures for the Council.
South Dublin County Council’s current procurement procedures governing how procurements are
advertised are outlined in Figure 1. With effect from 1st January 2018, all contracts over the value
of €221,000 for supplies/services and over €5,548,000 for works are subject to European
Procurement Directives and must be advertised in the Supplement to the Official Journal of the
European Union (OJEU) and on the Irish government procurement portal www.etenders.gov.ie.
These thresholds are revised every two years. Contracts below these thresholds are not subject to
European Procurement Directives. Purchases above the value of €25,000 for supplies/services and
over €50,000 for works are advertised on www.etenders.gov.ie. The procurement procedures in
South Dublin County Council for various procurement values are summarised in Figure 1.
Page 4Corporate Procurement Plan 2018 – 2020
Figure 1 Summary of procurement procedures in South Dublin County Council for various procurement values
The Procurement Unit provide ongoing assistance to staff preparing requests for tenders/
quotations, develop and co-ordinate procurement training for staff, centrally manage the
advertisement and receipt of tenders/ quotations via the etenders platform, and co-ordinate the
publication of summary information on contracts awarded in line with EU and national
requirements.
The Procurement Steering Group, chaired by the Chief Executive, meets bi-monthly to address both
strategic and operational procurement issues. It comprises of the Director of Service with
responsibility for procurement and the Procurement Officer together with middle and senior
managers representing each Council department. The Steering Group co-ordinate the preparation
of and monitor the operation of the procurement pipeline (a timetable of anticipated tendering
opportunities) and contracts database within the organisation.
Progress in achieving the goals of the Corporate Procurement Plan are also monitored by the
Procurement Steering Group and reviewed through the preparation of an annual Measurement and
Monitoring of the Implementation report, which is available on our website. In 2017 we
commenced publishing summary details of awarded contracts valued at over €25,000 on our
website as part of our Freedom of Information Publication Scheme. The Council also prepares and
Page 5Corporate Procurement Plan 2018 – 2020
publishes an annual Public Spending Code Quality Assurance Report, and the internal and external
audit functions have a role in evaluating procurement processes and adherence to procurement
rules in the Council.
2.2 Collaboration
A procurement hierarchy prioritising participation in public sector, local government, and regional
procurement over standalone procurements was central to the 2015 -2017 Plan. The Procurement
Unit and Procurement Steering Group actively promote and monitor the uptake of shared
arrangements, and the level of uptake is reported in the annual monitoring and implementation
report.
The Procurement Officer participates in the Dublin Regional Procurement Forum to monitor and
maximise opportunities for shared procurement with other local authorities in the Dublin region.
The Procurement Officer also engages with the Office of Government Procurement (OGP), the Local
Government Strategic Procurement Centre (LGSPC), and other national networks to keep abreast of
developments and procurement best practice. As required, staff across the organisation have
participated on sourcing teams, evaluation teams and so forth to assist with the implementation of
the collaborative procurement model.
2.3 Value for Money on Cost and Contract Performance
In order to achieve compliance with procurement obligations it is essential that the requirements
are clearly communicated to the purchasing staff and contract managers. A number of channels
are in place in the Council to do this, including a dedicated procurement page on the intranet, a
Procurement Manual, and regular information sessions are held by the Procurement Unit to
reinforce South Dublin County Council’s procurement policies, purchasing thresholds and different
procedures that apply. A comprehensive Corporate Procurement Training Programme to upskill
staff responsible for preparing tenders and managing contracts was rolled out in 2017. The course
was researched and developed by the Procurement Unit in order to achieve the organisations
procurement strategy.
A suite of resources to enable managers to comply with procurement standards have been
developed and are available in the procurement section of the intranet. The OGP templates are
Page 6Corporate Procurement Plan 2018 – 2020
used for open tender competitions, while local templates are used for quotations, frameworks, and
restricted tenders for supplies and services. The Capital Works Management Framework
documents are used for works procurements. The use of common procurement documents across
the organisation also means that there is consistency for businesses in the look and feel of the
documentation.
Ongoing expenditure analyses are conducted at both an organisational and departmental level to
monitor procurement activity, and summary details are published in the annual Measurement and
Monitoring of Implementation report. The product code mapping on the Agresso financial
management system has improved the quality of the reports that can be generated since the
commencement of the Plan in 2015.
2.4 Business Engagement
One of the key actions in the 2015 -2017 Plan related to the improved information resources on
procurement available to suppliers on www.sdcc.ie. We have updated the dedicated procurement
page1, which includes details on how the Council procures and how to register for tender
opportunities. Copies of the Corporate Procurement Plan, the annual Measurement and
Monitoring reports and summary details of contracts over €25,000 are also available here.
Business information sessions were held annually by the Local Enterprise Office, to support
suppliers interested in doing business with the Council and other public bodies. An article was
published in the December 2016 edition of South Dublin County Today to inform potential suppliers
of the Council’s procurement processes.
National circulars and the Council’s local policies require that tendering will be proportional and
reasonable ensuring there are no unnecessary barriers for suppliers, particularly for small and
medium enterprises (SMEs). We have used structures such as lots in a number of our competitions
and always welcome tenders from consortiums, in keeping with government circulars. We have
also used tools such as Prior Information Notices to engage with the market prior to tendering.
1
http://www.sdcc.ie/business/procurement
Page 7Corporate Procurement Plan 2018 – 2020
We are involved in the Smart Dublin2 project, with the three other Dublin Local Authorities. The
project aims to engage with smart technology providers, researchers and citizens to solve
challenges and improve city life by developing innovate solutions to common problems. As part of
Smart Dublin three SBIR (Small Business Innovation Research) competitions have been run in
partnership with Enterprise Ireland3: to tackle illegal dumping, to monitor and predict blocked
gullies in high risk flooding areas and to design wayfinding solutions in the Dublin region.
2.5 Sustainable Procurement
In the 2015 – 2017 Plan we committed to participating in green procurement initiatives. Adhering
to regulatory requirements is a key part of achieving environmental objectives, and this is a
standard element in all of our contracts. In addition in 2017, we sought tenders for the supply of
electric vehicles.
We are also engaging with the GPP4Growth project which is led by the Department of
Communications, Climate Action and Environment and commenced in 2017. This project brings
together nine partners from nine countries to exchange experiences and practices, to improve
capacities to promote growth through green procurement, and to exploit opportunities for green
public procurement.
South Dublin County Council also committed to exploring opportunities for the inclusion of a social
clause over the period 2015 -2017. Social clauses place obligations on suppliers to perform actions
based on broader policy considerations. They can cover areas such as protection of the
environment, reduction of unemployment, support of those with disabilities, reintegration of those
who were in prison, supporting SMEs etc. The Kilcarbery Housing Project, which was advertised in
April 2017, includes a social employment clause as part of the development agreement.
3 Specific Goals and Targets 2018 - 2020
The Corporate Procurement Plan 2018 - 2020 will build upon the established structures and
processes to ensure the application of good procurement practice, the realisation of efficiencies,
2
http://smartdublin.ie/
3
https://www.enterprise-ireland.com/en/About-Us/Services/Procurement/SBIR-Ireland-/
Page 8Corporate Procurement Plan 2018 – 2020
and compliance with the procurement directives and regulations throughout the organisation. In
order to achieve the objectives identified in Section 1 above specific goals and targets have been
identified and can be divided into seven key areas:
Governance;
Procurement Planning;
Compliance with Procurement Rules and Requirements;
Value for Money on Cost and Contract Performance;
eProcurement;
Business Engagement Measures; and
Sustainable Procurement Measures.
Specific actions under each of these areas are detailed below.
3.1 Governance
3.1.1 The Corporate Procurement Steering Group will continue to meet bi-monthly to oversee the
implementation of the Corporate Procurement Plan.
3.1.2 A revised Chief Executive Order outlining the procurement rules and procedures for the
different expenditure thresholds will be put in place, reaffirming the Council’s commitment
to the application of good procurement practice. The Order will also approve the Corporate
Procurement Plan 2018 - 2020.
3.1.3 The dedicated Procurement Officer and Procurement Unit will be retained, and will
continue to support purchasing staff in the application of good procurement practices in the
Council.
3.1.4 An annual report on the Measurement and Monitoring of the Implementation of the
Corporate Procurement Plan will continue to be prepared and published.
3.1.5 Summary details of contracts awarded valued at over €25,000 will continue to be published
on our website as part of our Freedom of Information Publication Scheme.
Page 9Corporate Procurement Plan 2018 – 2020
3.1.6 To continue to oversee best practice in procurement activity the following advertising
methods will be issued solely from the Procurement Unit:
All South Dublin County Council run tender competitions above national and EU
thresholds advertised on www.etenders.gov.ie
All mini-competitions from South Dublin County Council frameworks, other Local
Authority frameworks available to the Council, or national frameworks available to
the Council (e.g. National Transport Authority, Department of Justice). Mini-
competitions will be run via www.etenders.gov.ie, where feasible.
Quotations sought via QuickQuotes
Mini-competitions from OGP frameworks may be routed either via the Procurement Unit or
the purchasing Department may liaise directly with the OGP and notify the Procurement
Unit of the planned procurement competition.
All mini-competitions from Local Government Operational Procurement Centre (LGOPC)
frameworks and dynamic purchasing systems advertised via www.supplygov.ie will continue
to be administered locally in the purchasing Department.
3.1.7 Procurement objectives from the Corporate Procurement Plan will be incorporated into the
Performance Development Management System, as actions in Team Development and
Personal Development Plans.
3.1.8 The Council will prepare and publish an annual Public Spending Code Quality Assurance
Report in line with national circulars. The Council will provide training for relevant staff on
the requirement of the Public Spending Code, to support compliance with the Code. Project
managers will carry out appropriate project appraisals throughout the lifecycle of the
project in keeping with the requirements of the Code.
3.2 Procurement Planning
3.2.1 A procurement pipeline will be prepared after the annual budget process, to assist with
planning and co-ordinating the procurements required to deliver the Council’s service
delivery plan.
Page 10Corporate Procurement Plan 2018 – 2020
3.2.2 All procurement arrangements (i.e. contracts/ frameworks/ dynamic purchasing systems/
panels) valued at over €25,000 will be recorded promptly on award on the corporate
contracts database by the purchasing Department. All Chief Executive Orders awarding a
contract over €25,000 should note that this contract will on approval be recorded in the
corporate contracts database.
3.2.3 The Procurement Unit will regularly monitor the procurement pipeline and contracts
database, and will prepare reports for the Procurement Steering Group on items such as
opportunities for efficiencies identified.
3.2.4 The Procurement Unit will support service delivery and business continuity by monitoring
and reporting on contracts due for renewal that are nearing expiry to the Procurement
Steering Group.
3.2.5 When carrying out a procurement purchasers are encouraged to consider procurement
approaches that look at requirements on an annual/multi-annual basis, and where
applicable to consider additional requirements that may arise over the term of a project.
Suitable measures should then be included in the tender documents; for example, including
options, establishing framework agreements, use of life cycle costing models etc.
3.2.6 Staff will engage with the Office of Government Procurement (OGP), the Local Government
Strategic Procurement Centre (LGSPC), Local Government Operational Procurement Centre
(LGOPC), the Dublin Regional Procurement Forum and other national networks to maximise
opportunities and efficiencies from shared procurements.
3.3 Compliance with Procurement Rules and Requirements
3.3.1 The Procurement Unit will continue to communicate procurement requirements, including
regulations, policies, procedures etc. in the organisation through the Procurement Steering
Group, intranet site, procedures manual, and training programmes. The Procurement Unit
will also provide procurement advice and assistance on request to staff preparing tender
documents.
3.3.2 Standard template documents will be used for seeking tenders.
Page 11Corporate Procurement Plan 2018 – 2020
3.3.3 A Policy and Procedure on the Health and Safety aspects of procurement for supplies and
services will be prepared. The Policy and Procedure will be implemented by the
Procurement Steering Group. The Health and Safety Officer will advise on the
implementation and undertake inspections and audits under this policy and procedure.
3.3.4 The Procurement Unit will carry out pre-publication checks on a portion of tenders to give
assurance of compliance in the Council with procurement rules.
3.3.5 The procurement functionality in the Financial Management System (“Milestone 4”) will be
utilised, to improve reporting on contract spend and compliance with procurement rules.
3.3.6 Independent assessment of compliance with procurement rules will be carried out by the
internal and external audit functions.
3.4 Value for Money on Cost and Contract Performance
3.4.1 The Council will continue to prioritise the use of national and regional arrangements over
standalone local procurement to ensure that opportunities for efficiencies are maximised.
3.4.2 Ongoing expenditure analyses will be conducted both at organisational and department
levels to monitor items such as suppliers approaching procurement thresholds; measure
contract/ framework expenditure; identify further areas for corporate contracts and
monitoring instances of off-contract spend.
3.4.3 For contracts which encompass the activities of a number of sections in the Council one
Department will take the role of lead purchaser and co-ordinate the preparation of the
procurement, and will act as contract manager once the contract is in place. This will
generally be a function devolved to staff outside of the Procurement Unit. However on
occasion, the Procurement Unit may take the lead in the preparation of tenders for
supplies/services required by multiple Departments, subject to availability of resources in
the Unit.
3.4.4 For contracts which encompass the activities of a number of Departments updates on
contract performance will be an agenda item for the Procurement Steering Group. Should
any issues arise they should be brought to the attention of the supplier in the first instance
Page 12Corporate Procurement Plan 2018 – 2020
for swift resolution, and where necessary to the attention of the relevant Contract Manager
in the Council for information or action as required.
3.4.5 The Council will use Low Value Purchase (LVP) cards for low value expenditure on supplies
such as those required on a one-off or emergency basis, to minimise the processing costs for
these transactions. The use of LVPs will be governed by appropriate control measures, and
the expansion of LVPs across the Council will be subject to audit assurance that existing
control measures are enforced and are appropriate.
3.5 eProcurement
3.5.1 The Council will accept all OJEU level tender submissions electronically by 18th October
2018, as per EU Directive 2014/24/EU. The Council will put in place measures to facilitate
the smooth transition to the receipt of electronic submissions, and will work with the OGP
and other national bodies in this regard.
3.5.2 The Council intends to assess the potential for e-invoicing/e-payments once the new
Financial Management System “Milestone 4” is embedded in the organisation.
3.5.3 The Council will seek quotations electronically using either www.etenders.gov.ie or
www.supplygov.ie, where feasible.
3.6 Business Engagement Measures
3.6.1 Requirements in tendering will be proportional and reasonable ensuring that there are no
unnecessary barriers for suppliers, particularly SMEs. Open procedures for tendering for
contracts below the threshold of €134,000 and the division of contracts/frameworks into
lots as recommended in government guidelines (Circular 10/14) will both continue to be
used, where practicable.
3.6.2 The Council will engage with business support organisations, such as the Local Enterprise
Office, South Dublin Chamber and InterTrade Ireland, on the Council’s tender opportunities
and will promote upskilling programmes for businesses interested in tendering for public
sector contracts.
Page 13Corporate Procurement Plan 2018 – 2020
3.7 Sustainable Procurement Measures
3.7.1 We will engage with the Department of Communications, Climate Action and Environment
on the GPP4Growth project.
3.7.2 We will provide training for staff in the use of green public procurement, and examine the
possbility of including green procurement criteria in tenders.
3.7.3 We will oversee the implementation of the social employment clause in the Kilcarbery
housing project, and will assess if there are other opportunities for the inclusion of social
clauses.
4 Measurement and Monitoring of Implementation
We will continue to publish a Measurement and Monitoring of Implementation Report annually. At
a minimum this report will include
1. Number of meetings of Procurement Steering Group and summary of issues considered
2. Number and percentage of tenders conducted using the different procurement procedures
3. Number of national /sectoral/ regional procurement processes participated in and where
not participated in the reasons for non-participation
4. Number of procurement training sessions held for staff and summary of items covered
5. Number of revenue suppliers in the different expenditure thresholds
6. % change in the number and value of LVP card transactions
7. Number of quotations sought via Quick Quotes (www.etenders.gov.ie) and Requests for
Quotations (www.supplygov.ie)
8. Update on eProcurement measures
9. Update on business engagement measures
10. Update on sustainable procurement measures
Page 14Corporate Procurement Plan 2018 – 2020
Appendix A: Measurement and Monitoring of the implementation of South Dublin County Council’s Procurement Plan 2015 – 2017
2015 2016 2017
1 Savings achieved
through procurement The Procurement Unit conducted an analysis of spend in 2015 Spend in 2016 across four areas subject to recent procurement An analysis of spend in 2017 compared to 2016 spend was carried out
compared to 2014 spend across five areas which had been subject to competitions was compared to 2015 spend to determine if savings to identify the savings (if any) achieved subsequent to recent tender
recent procurement competitions to identify savings achieved (if any) were achieved further to procurement processes. The areas assessed processes. The areas assessed for 2017 focused on machinery, and
through procurement. The areas assessed were: skip hire, personal were: electricity, supply and servicing of water coolers, building were for the supply of machinery parts and a variety of external
protective equipment, building materials, printers and security. materials and parking enforcement. machinery repairs services :
The annual spend on the areas assessed ranged from €90,000 to The annual spend on the areas assessed ranged from €5,500 to €3.7 Supply of Motor Vehicle Machinery Parts
€740,000, averaging €335,918. Potential savings realised from million, averaging €963,283. The analysis was based on overall spend
Supply of Grasscare Machinery Parts
availing of a contract established by a Central Purchasing Body, such data for suppliers contracted to provide the supplies and services,
as staff or other costs, were not accounted for as part of the analysis. and was not assessed at a cost per unit level. Like the 2015 analysis, External Garage Repairs (Large Grasscare Machinery/
The analysis was based on overall spend data for suppliers contracted potential savings realised from availing of a contract established by a Road Vehicles/ Light Trailers)
to provide the supplies and services, and was not assessed at a cost Central Purchasing Body, such as staff or other costs, were not
Emergency Callout Repair Service for Hydraulic Hoses &
per unit level. accounted for. The analysis does not estimate the potential savings
Fittings
over the lifetime of a contract.
Across the five areas assessed a combined reduction in spend of Panel Beating and Spray Painting Repairs
€153,444 was realised in 2015 compared to 2014 spend. A reduction Across the four areas assessed a combined reduction in spend of The Supply and Install of Beacons, Reverse Cameras and
in spend across 4 of the 5 areas assessed was identified, ranging from €791,950 was realised in 2016 compared to 2015 spend. A reduction Bluetooth Phone Kits
6% to 23%. An increase in spend of 53% was identified in the fifth in spend across 3 of the 4 areas assessed was identified, ranging from
A spend reduction of approximately 12% was achieved, which was
area assessed. 4% to 45%. An increase in spend of 48% was identified in the fifth
just over a €100,000 of a saving.
area assessed.
The change in the level of spend on any given area is most likely
The analysis was based on overall spend data for suppliers contracted
related to a number of factors, such as a change in contract (which Measuring procurement savings effectively is challenging and
to provide the supplies and services, and was not assessed at a cost
may have occurred mid-year), a reduction in purchasing due to accurately accounting for procurement related savings would require
per unit level. Like the 2015 and 2016 analyses, a high level
improved stock/resource management or an increase in purchasing system improvements to facilitate tracking by volume. A
assessment was carried out on annual spend. Factors such as
due to a change in requirements. The analysis does not estimate the procurement intervention may also result in non-monetary benefits
changes in market rates, inflation etc. was not accounted for in the
potential savings over the lifetime of a contract. that are not easily quantifiable, such as efficiencies gained, improved
analysis. Neither were the potential efficiencies garnered from the
service levels, risk reduction and so forth and it should be noted that
competition, the impact of the improved vehicle replacement
the assessment carried out does not account for these factors which
programme on the demand for these supplies and services, or the
may result in additional savings to the organisation.
reduction of risks further to the implementation of these tenders.
Page 15Corporate Procurement Plan 2018 – 2020
2 Number of national
/sector/regional In 2015, South Dublin County Council joined 5 national frameworks In 2016, an analysis of the council’s participation in collaborative In 2017, an analysis of the council’s participation in collaborative
procurement processes established by the Office of Government Procurement and 5 regional procurement processes was conducted. The findings are presented procurement processes was conducted. The findings are presented
participated in frameworks established by one of the Dublin local authorities. below: below:
Details of these procurement processes joined in 2015 are available
below: Review of use of OGP arrangements at December 2016 Review of use of OGP arrangements at December 2017
OGP Arrangements OGP Arrangements
National Frameworks
Security – Man-Guarding & Key Holding Total Number of Live OGP Contracts/ Frameworks 83 Total Number of Live OGP Contracts/ Frameworks 128
Energy – Electricity, Unmetered Electricity Supply Number Available to Local Government Sector 80 Number Available to Local Government Sector 121
Energy – Electricity, Non-Domestic Supply
Energy – Gas SDCC Usage* SDCC Usage*
Managed Print Service Availed of 20 Availed of 37
Sign up in progress 7 Sign up in progress 5
Under consideration 16 Under consideration 19
Regional Frameworks
Canteen No current requirement identified 33 No current requirement identified 44
Paint Alternative requirement 1 Alternative requirement 1
Electrical Goods Alternative arrangement in place 7 Alternative arrangement in place 21
Upgrade Protection on Autodesk Software Total 84 Total 127
Computerised Tree Management System * Some contracts/frameworks have more than one usage status * Some contracts/frameworks have more than one usage status
Review of use of LGOPC arrangements at December 2016 Review of use of LGOPC arrangements at December 2017
During 2015, 42 mini tenders were also conducted via Local
LGOPC Arrangements LGOPC Arrangements
Government Operational Procurement Centre frameworks.
Total Number of Live LGOPC Frameworks/DPS 12 Total Number of Live LGOPC Frameworks/DPS 10
Number Available to South Dublin County Council 10 Number Available to South Dublin County Council 8
3 Number of
national/sector/regional One regional procurement process, window cleaning, was not joined SDCC Usage SDCC Usage
procurement processes in 2015. Due to the different requirements of the contracting
Availed of 3 Availed of 6
authorities it was decided the best value for money for South Dublin
not participated in No current requirement identified 3 Alternative arrangement in place 2
County Council in this instance would not be achieved by participating
(outlining reasons for Alternative arrangement in place 4 Total 8
in this procurement process.
non-participation) Total 10
Page 16Corporate Procurement Plan 2018 – 2020
Review of use of regional arrangements at December 2016 Review of use of regional arrangements at December 2017
Regional Arrangements Regional Arrangements*
Number Available to South Dublin County Council 17 Total Number of Dublin City, Fingal, Dun Laoghaire 34
Contracts/ Frameworks available to South Dublin**
SDCC Usage
Availed of 11 SDCC Usage***
Under consideration 1 Availed of 25
Alternative arrangement in place 5 Under consideration 2
Total 17 No current requirement identified 4
Alternative arrangement in place 4
Total 35
* Note a number of arrangements are also available from other
central purchasing bodies, such as TII and NTA.
** Increase in number of regional arrangements between 2016 and
2017 is primarily due to improved central data available on
regional arrangements in place
*** Some arrangements may have more than one usage status
4 Report on suppliers
exceeding procurement The number of revenue suppliers in the different expenditure The table below shows the number of revenue suppliers in the The table below shows the number of suppliers in the different
threshold/ number of thresholds in 2015 are detailed in the table below. Suppliers are different expenditure thresholds in 2016. The thresholds at EU level expenditure thresholds in 2017 for revenue expenditure.
revenue suppliers in the monitored on an ongoing basis by the contract/ project manager to were revised in January 2016 and the thresholds below reflect these
ensure that the appropriate procurement procedures are followed. values. Suppliers are monitored on an ongoing basis by the contract/ Appropriate assessments are carried out both before a procurement
different expenditure
project manager to ensure that the appropriate procurement commences and for the duration of a contract to ensure that the
thresholdsCorporate Procurement Plan 2018 – 2020
Total 1,573 Total 1,370
There were 993 common suppliers identified across both 2015 and There were 829 common suppliers identified across both 2016 and
2016, with the balance being a supplier in one or other year: 2017, with the balance being a supplier in one or other year:
2016 2015 2017 2016
Supplier in only 2015 or 2016 580 701 Supplier in only 2016 or 2017 541 744
Supplier in both 2015 and 2016 993 993 Supplier in both 2016 and 2017 829 829
Total 1,573 1,694 Total 1,370 1,573
5 Number of quotations
sought via Requests for
Quotations Request for Quotations 10 Request for Quotations 65 Request for Quotations 54
(www.supplygov.ie) and QuickQuotes 24 QuickQuotes 301 QuickQuotes 339
QuickQuotes
(www.etenders.gov.ie)
6 Number of new
suppliers from whom The systems in place prior to 2015 did not record the number of new New suppliers invited to quote via QuickQuotes 320 New suppliers invited to quote via QuickQuotes 490
quotations were sought suppliers from whom quotations were sought. Therefore, the
number of suppliers from whom quotations were sought via Requests
for Quotations and QuickQuotes in 2015, 111, will be used as a
baseline figure for calculating the number of new suppliers from
whom quotations were sought for 2016.
Purchasers are advised to invite new suppliers to quote each time
they seek quotations, where possible.
7 Report on information
sessions for suppliers The Procurement Unit, in partnership with the Local Enterprise Office, On the 9th March 2016 the Procurement Officer hosted, in As part of Enterprise Week 2017, the Local Enterprise Offices (LEO)
held an information session for suppliers regarding public partnership with the Local Enterprise Office, an information session organised a training and information session ‘Public Procurement for
procurement processes and procedures. The session was held on the for businesses interested in tendering for public sector contracts. An Small Business’. It was hosted by the Fingal LEO on 10th March 2017.
12th May 2015 and 17 businesses attended. article was also published in the December edition of South Dublin Key elements of the seminar included: responding to framework
County Today to inform suppliers of South Dublin County Council’s agreements and mini-competitions, the 2014 Procurement Directives,
procurement procedures. contract management, reducing the cost of bidding, and quick
quotes.
Page 18Corporate Procurement Plan 2018 – 2020
8 Percentage of tender
Restricted National 4 6%
procedures conducted Restricted National 4 12% Restricted National 3 6%
Restricted OJEU 5 7%
using open procedures Restricted OJEU 1 3% Restricted OJEU 2 4%
Competitive Dialogue 3 4%
Open National 23 68% Open National 38 76%
Open National 46 67%
Open OJEU 6 18% Open OJEU 7 14%
Open OJEU 11 16%
Total 34 Total 50
Total 69
9 Report by exception on
any use of non-OGP Fifteen of the 34 tenders advertised on e-tenders were done so The OGP template documents were used in all open procedures. In The OGP template documents for open competitions for
documents without using OGP template documents, as they were either 14 instances the OGP templates were not used as the competition supplies/services and the Capital Works Management Framework
frameworks or restricted tenders for which there are no OGP was for a framework, concession or via the restricted procedure. documents were used as appropriate. Where no there was no
templates currently available. suitable OGP template available local templates were used. South
Dublin County Council’s suite of template procurement documents
were reviewed to ensure they remained current and any legislative or
regulatory changes were reflected in the documents.
10 Percentage increase in
number and value of Value 58% increase in 2015 compared to 2014 activity Value 5% increase in 2016 compared to 2015 activity Value 43% increase in 2017 compared to 2016 activity
LVPC transactions Transactions 70% increase in 2015 compared to 2014 activity Transactions 1% decrease in 2016 compared to 2015 activity Transactions 40% increase in 2017 compared to 2016 activity
11 Update on progress and
measures in place to The pending transposition of EU Directive 2014/24 into Irish law The implementation of e-procurement continued during 2016. The The use of e-procurement measures, such as advertising and receipt
progress should see a mandatory requirement for all procurement to be etenders.gov.ie or supplygov.ie platforms were used for advertising of tenders electronically, continued in 2017. Measures like these
implementation of e- conducted electronically. In anticipation of the impending legislation all tenders, and the seeking of quotations electronically increased facilitate shorter procurement cycles, reduced costs for tenders and
South Dublin County Council have taken the initiative to promote the significantly on 2015 activity as rollout across the organisation encourage sustainable practices with less printing required. The
procurement
use of e-procurement via the QuickQuotes system, for purchases of progressed. Corporate Procurement Plan 2018-2020 commits to the ongoing use
goods and services below €25,000 and for purchase of works below and development of e-procurement practices.
€50,000.
12 Number of meetings of
Procurement Steering The Procurement Steering Group convened 4 times in 2015. The The Procurement Steering Group convened 3 times in 2016. There were 6 meetings of the Procurement Steering Group in 2017. A
Group and summary of topics for discussion included the rollout of Procurement Plan 2015 to Topics discussed included the Public Spend Code, planned broad range of items were discussed including:
issues considered 2017, information sessions for staff, the Public Spending Code, the procurements, the contracts database, the transposition of the 2014
contracts database, quotations processes, procurement savings, Directives, communications and 2017 training programme. o updates on procurement competitions,
procurement pipelines and national and regional tender o the role and responsibilities of steering group members,
opportunities.
o the development and rollout of an intensive procurement
training programme for staff,
o the contracts database,
Page 19Corporate Procurement Plan 2018 – 2020
o the rollout of procurement functionality on the new financial
management system,
o the Public Spending Code,
o the Corporate Procurement Plan 2018-2020, and
o updates on procurement requirements and national
developments – e.g. transposition of Concessions Directive,
GPP4Growth project updates, current OGP contracts and
frameworks
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