Corporate Procurement Plan 2018 2020
Corporate Procurement Plan 2018 – 2020
Corporate Procurement Plan 2018 – 2020 Page 1 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 .
Corporate Procurement Plan 2018 – 2020 Page 2 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
Corporate Procurement Plan 2018 – 2020 Page 3 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.
Corporate Procurement Plan 2018 – 2020 Page 4 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.
Corporate Procurement Plan 2018 – 2020 Page 5 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
Corporate Procurement Plan 2018 – 2020 Page 6 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
Corporate Procurement Plan 2018 – 2020 Page 7 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
Corporate Procurement Plan 2018 – 2020 Page 8 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-Ir eland-/
Corporate Procurement Plan 2018 – 2020 Page 9 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.
Corporate Procurement Plan 2018 – 2020 Page 10 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). Minicompetitions 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.
Corporate Procurement Plan 2018 – 2020 Page 11 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.
Corporate Procurement Plan 2018 – 2020 Page 12 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
Corporate Procurement Plan 2018 – 2020 Page 13 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.
Corporate Procurement Plan 2018 – 2020 Page 14 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
Corporate Procurement Plan 2018 – 2020 Page 15 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 compared to 2014 spend across five areas which had been subject to recent procurement competitions to identify savings achieved (if any) through procurement. The areas assessed were: skip hire, personal protective equipment, building materials, printers and security. The annual spend on the areas assessed ranged from €90,000 to €740,000, averaging €335,918.
Potential savings realised from availing of a contract established by a Central Purchasing Body, such as staff or other costs, were not accounted for as part of the analysis. The analysis was based on overall spend data for suppliers contracted to provide the supplies and services, and was not assessed at a cost per unit level.
Across the five areas assessed a combined reduction in spend of €153,444 was realised in 2015 compared to 2014 spend. A reduction in spend across 4 of the 5 areas assessed was identified, ranging from 6% to 23%. An increase in spend of 53% was identified in the fifth area assessed. The change in the level of spend on any given area is most likely related to a number of factors, such as a change in contract (which may have occurred mid-year), a reduction in purchasing due to improved stock/resource management or an increase in purchasing due to a change in requirements. The analysis does not estimate the potential savings over the lifetime of a contract.
Spend in 2016 across four areas subject to recent procurement competitions was compared to 2015 spend to determine if savings were achieved further to procurement processes. The areas assessed were: electricity, supply and servicing of water coolers, building materials and parking enforcement.
The annual spend on the areas assessed ranged from €5,500 to €3.7 million, averaging €963,283. The analysis was based on overall spend data for suppliers contracted to provide the supplies and services, and was not assessed at a cost per unit level. Like the 2015 analysis, potential savings realised from availing of a contract established by a Central Purchasing Body, such as staff or other costs, were not accounted for. The analysis does not estimate the potential savings over the lifetime of a contract.
Across the four areas assessed a combined reduction in spend of €791,950 was realised in 2016 compared to 2015 spend.
A reduction in spend across 3 of the 4 areas assessed was identified, ranging from 4% to 45%. An increase in spend of 48% was identified in the fifth area assessed. Measuring procurement savings effectively is challenging and accurately accounting for procurement related savings would require system improvements to facilitate tracking by volume. A procurement intervention may also result in non-monetary benefits that are not easily quantifiable, such as efficiencies gained, improved service levels, risk reduction and so forth and it should be noted that the assessment carried out does not account for these factors which may result in additional savings to the organisation.
An analysis of spend in 2017 compared to 2016 spend was carried out to identify the savings (if any) achieved subsequent to recent tender processes. The areas assessed for 2017 focused on machinery, and were for the supply of machinery parts and a variety of external machinery repairs services : Supply of Motor Vehicle Machinery Parts Supply of Grasscare Machinery Parts External Garage Repairs (Large Grasscare Machinery/ Road Vehicles/ Light Trailers) Emergency Callout Repair Service for Hydraulic Hoses & Fittings Panel Beating and Spray Painting Repairs The Supply and Install of Beacons, Reverse Cameras and Bluetooth Phone Kits A spend reduction of approximately 12% was achieved, which was just over a €100,000 of a saving.
The analysis was based on overall spend data for suppliers contracted to provide the supplies and services, and was not assessed at a cost per unit level. Like the 2015 and 2016 analyses, a high level assessment was carried out on annual spend. Factors such as changes in market rates, inflation etc. was not accounted for in the analysis. Neither were the potential efficiencies garnered from the competition, the impact of the improved vehicle replacement programme on the demand for these supplies and services, or the reduction of risks further to the implementation of these tenders.
Corporate Procurement Plan 2018 – 2020 Page 16 2 Number of national /sector/regional procurement processes participated in In 2015, South Dublin County Council joined 5 national frameworks established by the Office of Government Procurement and 5 regional frameworks established by one of the Dublin local authorities.
Details of these procurement processes joined in 2015 are available below: National Frameworks Security – Man-Guarding & Key Holding Energy – Electricity, Unmetered Electricity Supply Energy – Electricity, Non-Domestic Supply Energy – Gas Managed Print Service Regional Frameworks Canteen Paint Electrical Goods Upgrade Protection on Autodesk Software Computerised Tree Management System During 2015, 42 mini tenders were also conducted via Local Government Operational Procurement Centre frameworks. In 2016, an analysis of the council’s participation in collaborative procurement processes was conducted.
The findings are presented below: Review of use of OGP arrangements at December 2016 OGP Arrangements Total Number of Live OGP Contracts/ Frameworks 83 Number Available to Local Government Sector 80 SDCC Usage* Availed of 20 Sign up in progress 7 Under consideration 16 No current requirement identified 33 Alternative requirement 1 Alternative arrangement in place 7 Total 84 * Some contracts/frameworks have more than one usage status Review of use of LGOPC arrangements at December 2016 LGOPC Arrangements Total Number of Live LGOPC Frameworks/DPS 12 Number Available to South Dublin County Council 10 SDCC Usage Availed of 3 No current requirement identified 3 Alternative arrangement in place 4 Total 10 In 2017, an analysis of the council’s participation in collaborative procurement processes was conducted.
The findings are presented below: Review of use of OGP arrangements at December 2017 OGP Arrangements Total Number of Live OGP Contracts/ Frameworks 128 Number Available to Local Government Sector 121 SDCC Usage* Availed of 37 Sign up in progress 5 Under consideration 19 No current requirement identified 44 Alternative requirement 1 Alternative arrangement in place 21 Total 127 * Some contracts/frameworks have more than one usage status Review of use of LGOPC arrangements at December 2017 LGOPC Arrangements Total Number of Live LGOPC Frameworks/DPS 10 Number Available to South Dublin County Council 8 SDCC Usage Availed of 6 Alternative arrangement in place 2 Total 8 3 Number of national/sector/regional procurement processes not participated in (outlining reasons for non-participation) One regional procurement process, window cleaning, was not joined in 2015.
Due to the different requirements of the contracting authorities it was decided the best value for money for South Dublin County Council in this instance would not be achieved by participating in this procurement process.
Corporate Procurement Plan 2018 – 2020 Page 17 Review of use of regional arrangements at December 2016 Regional Arrangements Number Available to South Dublin County Council 17 SDCC Usage Availed of 11 Under consideration 1 Alternative arrangement in place 5 Total 17 Review of use of regional arrangements at December 2017 Regional Arrangements* Total Number of Dublin City, Fingal, Dun Laoghaire Contracts/ Frameworks available to South Dublin** 34 SDCC Usage*** Availed of 25 Under consideration 2 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 threshold/ number of revenue suppliers in the different expenditure thresholds The number of revenue suppliers in the different expenditure thresholds in 2015 are detailed in the table below. Suppliers are monitored on an ongoing basis by the contract/ project manager to ensure that the appropriate procurement procedures are followed.
Corporate Procurement Plan 2018 – 2020 Page 18 Total 1,573 There were 993 common suppliers identified across both 2015 and 2016, with the balance being a supplier in one or other year: 2016 2015 Supplier in only 2015 or 2016 580 701 Supplier in both 2015 and 2016 993 993 Total 1,573 1,694 Total 1,370 There were 829 common suppliers identified across both 2016 and 2017, with the balance being a supplier in one or other year: 2017 2016 Supplier in only 2016 or 2017 541 744 Supplier in both 2016 and 2017 829 829 Total 1,370 1,573 5 Number of quotations sought via Requests for Quotations (www.supplygov.ie) and QuickQuotes (www.etenders.gov.ie) Request for Quotations 10 QuickQuotes 24 Request for Quotations 65 QuickQuotes 301 Request for Quotations 54 QuickQuotes 339 6 Number of new suppliers from whom quotations were sought The systems in place prior to 2015 did not record the number of new 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. New suppliers invited to quote via QuickQuotes 320 New suppliers invited to quote via QuickQuotes 490 7 Report on information sessions for suppliers The Procurement Unit, in partnership with the Local Enterprise Office, held an information session for suppliers regarding public procurement processes and procedures. The session was held on the 12th May 2015 and 17 businesses attended. On the 9th March 2016 the Procurement Officer hosted, in partnership with the Local Enterprise Office, an information session for businesses interested in tendering for public sector contracts.
An article was also published in the December edition of South Dublin County Today to inform suppliers of South Dublin County Council’s procurement procedures.
As part of Enterprise Week 2017, the Local Enterprise Offices (LEO) organised a training and information session ‘Public Procurement for Small Business’. It was hosted by the Fingal LEO on 10th March 2017. Key elements of the seminar included: responding to framework agreements and mini-competitions, the 2014 Procurement Directives, contract management, reducing the cost of bidding, and quick quotes.
Corporate Procurement Plan 2018 – 2020 Page 19 8 Percentage of tender procedures conducted using open procedures Restricted National 4 12% Restricted OJEU 1 3% Open National 23 68% Open OJEU 6 18% Total 34 Restricted National 3 6% Restricted OJEU 2 4% Open National 38 76% Open OJEU 7 14% Total 50 Restricted National 4 6% Restricted OJEU 5 7% Competitive Dialogue 3 4% Open National 46 67% Open OJEU 11 16% Total 69 9 Report by exception on any use of non-OGP documents Fifteen of the 34 tenders advertised on e-tenders were done so without using OGP template documents, as they were either frameworks or restricted tenders for which there are no OGP templates currently available.
The OGP template documents were used in all open procedures. In 14 instances the OGP templates were not used as the competition was for a framework, concession or via the restricted procedure. The OGP template documents for open competitions for supplies/services and the Capital Works Management Framework documents were used as appropriate. Where no there was no 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 LVPC transactions Value 58% increase in 2015 compared to 2014 activity Transactions 70% increase in 2015 compared to 2014 activity Value 5% increase in 2016 compared to 2015 activity Transactions 1% decrease in 2016 compared to 2015 activity Value 43% increase in 2017 compared to 2016 activity Transactions 40% increase in 2017 compared to 2016 activity 11 Update on progress and measures in place to progress implementation of eprocurement The pending transposition of EU Directive 2014/24 into Irish law should see a mandatory requirement for all procurement to be conducted electronically.
In anticipation of the impending legislation South Dublin County Council have taken the initiative to promote the use of e-procurement via the QuickQuotes system, for purchases of goods and services below €25,000 and for purchase of works below €50,000.
The implementation of e-procurement continued during 2016. The etenders.gov.ie or supplygov.ie platforms were used for advertising all tenders, and the seeking of quotations electronically increased significantly on 2015 activity as rollout across the organisation progressed. The use of e-procurement measures, such as advertising and receipt of tenders electronically, continued in 2017. Measures like these facilitate shorter procurement cycles, reduced costs for tenders and encourage sustainable practices with less printing required. The Corporate Procurement Plan 2018-2020 commits to the ongoing use and development of e-procurement practices.
12 Number of meetings of Procurement Steering Group and summary of issues considered The Procurement Steering Group convened 4 times in 2015. The topics for discussion included the rollout of Procurement Plan 2015 to 2017, information sessions for staff, the Public Spending Code, the contracts database, quotations processes, procurement savings, procurement pipelines and national and regional tender opportunities. The Procurement Steering Group convened 3 times in 2016. Topics discussed included the Public Spend Code, planned procurements, the contracts database, the transposition of the 2014 Directives, communications and 2017 training programme.
There were 6 meetings of the Procurement Steering Group in 2017. A broad range of items were discussed including: o updates on procurement competitions, o the role and responsibilities of steering group members, o the development and rollout of an intensive procurement training programme for staff, o the contracts database,
Corporate Procurement Plan 2018 – 2020 Page 20 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