Corporate Procurement Plan 2018 2020 - SDCC · The Corporate Procurement Plan is South Dublin ounty...

Corporate Procurement Plan 2018 – 2020


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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


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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


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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.


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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.

https://www.sdcc.ie/en/services/business/procurement

http://www.etenders.gov.ie/



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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


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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


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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

http://www.sdcc.ie/


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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-/


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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.


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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.



http://www.supplygov.ie/


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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.


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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


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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.



http://ogp.gov.ie/wp-content/uploads/Circular_10-14_01.pdf


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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




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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.


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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:

Natio

nal Fram

ew

orks

Security – Man-Guarding & Key Holding

Energy – Electricity, Unmetered Electricity Supply

Energy – Electricity, Non-Domestic Supply

Energy – Gas

Managed Print Service

Re

gion

al Frame

wo

rks

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



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



Alternative requirement 1


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


SDCC Usage

Availed of 6


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.


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Review of use of regional arrangements at December 2016

Regional Arrangements


SDCC Usage

Availed of 11



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




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.

<€25,000 1,505

€25000 - €50,000 70

€50,000 - €207,000 81

€207,000 -€5.186m 38

Above €5.186m 0

Total 1,694

The table below shows the number of revenue suppliers in the

different expenditure thresholds in 2016. The thresholds at EU level

were revised in January 2016 and the thresholds below reflect these

values. Suppliers are monitored on an ongoing basis by the contract/

project manager to ensure that the appropriate procurement

procedures are followed.

<€25,000 1,367

€25000 - €50,000 82

€50,000 - €209,000 89

€209,000 -€5.225m 35

Above €5.225m 0

The table below shows the number of suppliers in the different

expenditure thresholds in 2017 for revenue expenditure.

Appropriate assessments are carried out both before a procurement

commences and for the duration of a contract to ensure that the

relevant procurement rules are applied.

<€25,000 1,184

€25000 - €50,000 76

€50,000 - €209,000 76

€209,000 -€5.225m 34

Above €5.225m 0


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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


QuickQuotes 301


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.


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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




Open OJEU 7 14%

Total 50



Competitive Dialogue 3 4%


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


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

progress

implementation of e-

procurement

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,


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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

Corporate Procurement Plan 2018 2020 - SDCC · The Corporate Procurement Plan is South Dublin ounty...

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