1. society
2. work
3. contracts

Scotland Excel
Three Year Business Plan
2012-15
Published: February 2012
1. Introduction and Purpose of the Report
The purpose of this report is to:


review the strategic priorities for local government;
refresh the strategic aims for Scotland Excel;
set out the key objectives that will provide the focus for the organisation over the next three
financial years commencing 1 April 2012 to 31 March 2015
2. Key Strategic Priorities for Local Government and Scotland Excel
In developing the strategy and key objectives for Scotland Excel, it is necessary to consider the wider
strategic drivers in play across the local authority sector to ensure that the work of the organisation
helps to meet the challenges that these strategic drivers may present
The issues for local government outlined in the previous business plan remain - increasing demand
for services, challenging economic conditions, pressures on available resources and the ongoing
need to review service delivery models. In addition, the local government sector has had to deal
with the consequences of significant market and supply chain failures in 2011 and it is important
that future plans take account of these and that mitigating actions are put in place to reduce such
risks as far as possible.
This remainder of this section sets out the emerging themes in procurement that may have an
impact on the key activities of Scotland Excel in the future and should therefore be considered in the
development of the organisation’s strategy and key objectives.
In September 2011, the Government’s Economic Strategy document and the Scottish Spending
Review 2011 were published. Both highlighted the contribution that the smart use of public
procurement can have in increasing the public sector’s direct contribution to the economy. The
proposals set out in them that relate to procurement include:






Using public procurement to maximum effect to promote economic growth. Whilst
European rules do not allow discrimination in favour of Scottish firms, the Scottish
Government has pledged to help public bodies to design their contracts in a way which gives
Scottish firms, particularly SMEs a fair chance to compete;
Using public procurement to encourage innovation in both the public and private sectors –
allowing bidders for work to come up with new ideas wherever possible;
Encouraging a broad consideration of sustainability in contracting, for example by using
community benefit clauses to provide training opportunities for local people, or by reserving
contracts for supported businesses;
Continuing to develop the suite of eCommerce shared services which underpin procurement
reform. The Scottish Government are working closely with the private and third sectors to
introduce improvements - for example to allow increased use of Quick Quote (an electronic
system which allows buyers to ask for competitive quotes for low value purchases, without
the need to go through a full procurement exercise);
Using public procurement to encourage innovation in both the public and private sectors allowing bidders to come up with new ideas wherever possible;
Pressing for changes to the European procurement rules to allow public bodies to consider
local economic impact in their contract award decisions.
Page 2 of 16
With these aims in mind, the Scottish Government has recently commenced a period of informal
consultation on the content of a forthcoming Sustainable Procurement Bill prior to publishing a
formal consultation document in the New Year. The Bill is likely to focus on recognising the
importance of procurement not just in terms of the value for money triangle of cost, quality and
sustainability, but also as a lever to deliver economic and social benefits. Four broad themes for
discussion are expected - transparency, social benefits, environmental benefits, and compliance. It
is important the local government procurement community play an active role in this consultation
and Scotland Excel will play a role in co-ordinating views.
The Scottish Government is also funding a new programme in 2012 to promote the benefits of
involving the third sector in the design and delivery of public sector services. The aim of the
programme is to lead best practice, implement change and deliver national initiatives for sustainable
procurement. Local Government has been invited to pilot this work and Scotland Excel will host a
member of the programme team, funded by the Scottish Government, to:




Champion the development and use of Community Benefit clauses within public
procurement
Champion the development and use of Public-Social Partnership models (PSP) to design
services which meet user outcomes
Develop and lead learning and development initiatives which provide local authorities with
an understanding of how to work with third sector suppliers and consortia
Contribute to the development and delivery of the Scottish Government Sustainable
Procurement Action Plan
Develop a collaborative methodology for knowledge management and sharing of
sustainable procurement expertise
Throughout 2011, the Public Procurement Reform Board (PPRB) has continued to focus on ensuing
that the national strategy for reform and drive for greater coverage, better collaboration and
improved purchasing capability is maintained and reported. The PPRB has considered the progress
that is being made in improving procurement capability across all sectors through the Procurement
Capability Assessments (PCA) which have been invaluable in highlighting the areas where public
bodies need to focus on and also how good practice and success can be shared not only within but
also across the whole of the public sector. A key focus for the PPRB in 2012 will be in continuing to
develop procurement capabilities, monitoring progress with specific focus on non conforming
bodies. Scotland Excel will continue to play a key role in this work nationally and also in supporting
local councils with their improvement plans and delivery.
The PPRB has also been kept abreast of the work of the Supplier Engagement Working Group
(SEWG) which brings together representatives from the public, private and third sectors. This group,
chaired by the Chief Executive of the Scottish Chambers of Commerce, has:


Helped inform the work to develop a new standard pre-qualification questionnaire, aimed at
reducing the administrative burden on those tendering for work, by ensuring that
information requested is relevant, and that automation means that it only needs to be
provided once.
Assisted in the acceleration of the roll-out and use of Quick Quote - a system that can be
used by public sector bodies to award low value contracts
Supported the launch of the “Supplier Journey” toolkit which provides helpful guidance to
suppliers in the following areas:
o Explains the process of awarding a public sector contract in straightforward terms;
o Sets out what buyers expect suppliers to do at each stage in that process;
Page 3 of 16
o Gives practical information on how suppliers can find out about business opportunities,
how to bid for business, and what to expect when delivering the contract;
o Tells suppliers what support is available to help them win business, and what they can
do if they are unsuccessful.
The Supplier Engagement Working Group has also been instrumental in the launch of a new
“Champions Group” which was announced in September last year. The Champions Group, also
chaired by the Chief Executive of the Scottish Chambers of Commerce, oversees and promotes the
Scottish Government's “Single Point of Enquiry” advice service for firms bidding for public sector
contracts. Scotland Excel will continue to support the work of the SWEG and related national
initiatives.
The PPRB has also been updated on the Scottish Government’s e-commerce strategy. This builds on
the current ePS systems and is designed to create a more flexible, user focused suite of tools and
applications to support e-commerce throughout the public sector, aimed at providing streamlined
purchase to pay processes and crucial management information that all organisations need to drive
out vital savings and efficiencies. Scotland Excel is currently implementing the new e-tendering tools
and will work with the Scottish Procurement and Commercial Directorate over the course of 2012 to
consider how best to support the roll out across the local government sector.
Finally, the PPRB also heard last year about the report by John McClelland CBE in September in
which a detailed review of the use and strategic management of information and communications
technology (ICT) within the public sector in Scotland was undertaken. The report concluded that the
public sector should recognise that in the current economic environment a largely standalone and
"self-sufficient" operating model is no longer affordable and urged bodies to commit to an era of
sharing in ICT that will not only offer better value, but also still meet the needs of individual
organisations and their customers. It highlighted that, across the public sector, fragmented
operating practices and structures are adding significant unnecessary cost and that there was scope
for improvement in procurement, commissioning and engagement with the industry. In response to
the report, Local Government has recently established an ICT Sectoral Board which recognises that
coordinated procurement will be a crucial part of the work of the Board and has acknowledged that
Scotland Excel will have an important role to play in this area at some point in the future.
As this section has highlighted, never has there been so much focus on the role that strategic
procurement can play in helping local authorities meet the challenges that they currently face. Focus
on delivering improved value for money and managing risks in the supply chain are becoming
increasingly important given the impact that the uncertain financial climate and recent market
failures have had on the local government sector. Scotland Excel must continue to be well placed to
respond to these challenging circumstances. It is essential that Scotland Excel’s key objectives reflect
local authority priorities and that the organisation both supports and complements the ongoing
drive within local councils for efficiency through effective procurement.
3. Purpose of the Business Plan and Key Objectives
The purpose of the plan is to set out the strategic aims of Scotland Excel and to outline what we
intend to deliver and achieve on behalf of our customers. Our aim is to continue to deliver best
value through the development and ongoing management of appropriate collaborative contracts
and to stimulate, facilitate and deliver advanced procurement across the local government sector.
This report sets out the contract delivery plan together with the activities that will be required in
order to continue to advance procurement performance within the local government sector.
Page 4 of 16
All stakeholders should take account of the plan in the context of their own business activity and
make adequate provision for its implementation. For this reason, development of the contract
delivery plan and the reform programme activities has been through a collaborative process and will
continue to be developed with input from key stakeholders and partner organisations. For this
business plan to succeed effectively all partners will have to share ownership of the plan and
support its implementation.
4. Strategic Aims for Scotland Excel
The strategic aims for Scotland Excel have been streamlined to ensure that they reflect the
emerging priorities of the local government sector. They are:





Stakeholder Engagement: Engage with local authority stakeholders across all aspects of
our business to ensure that our policies, plans and activities are aligned to the strategic
priorities of our sector, and support their interests through partnerships with other
stakeholder groups.
Best Value Contracts: Maximise the value of procurement to our sector by developing and
implementing new collaborative contracts, actively managing supplier relationships, and
providing high quality business information and reports which support decision making at a
national and local level.
Procurement Capability: Deliver a range of best practice projects, initiatives and activities
to raise procurement capability across our sector including training and development, advice
and consultancy, and knowledge management.
Corporate Social Responsibility: Adopt a proactive approach to corporate social
responsibility and sustainable practices by taking a holistic view of the social, economic and
environmental implications of procurement choices.
Organisational Development: Progress the development of Scotland Excel through the
continuous improvement of staff skills, systems and internal processes, ensuring that we
measure, monitor and report on our performance across a number of key measures.
5. Key Objectives and High Level Targets
Appendix 1 of this report sets out the high level or primary objectives of Scotland Excel over the next
three years that will be reported to the Joint Committee. In developing these objectives, account
has been taken of recommendations received from recent audit reports regarding the timescales of
the plans and the use of “SMART” goals.
The objectives and targets cover our key activities:


Contracts to be developed, delivered and managed effectively and;
Reform activities to support the requirements of local authority customers.
Ongoing measures to improve the business – people, processes and systems
A brief overview of the key aspects of each of these activities is provided below.
Page 5 of 16
5.1.
Contracts
As in previous years, the forward contract delivery plan has been developed through consultation
with Heads of Procurement functions and will continue to be updated through a series of regular
meetings with this group to ensure it aligns with local authority service plans. The details of the
proposed contract delivery programme are included at Appendix 2 of this report. The key priorities
for contract delivery in 2012/13 will focus on:



Contract renewals/extensions around the existing portfolio
o 32 contracts have to be renewed or extended
o 3 have to be migrated to local and/or regional arrangements
Development of emerging opportunities for additional services
o 13 new development areas are included in the plan this year
Enhancing contract management capability and value
o Level 1 category management work is underway on 10 contracts
The programme will build on the good work of the social care team who are making good progress in
the development of the fostering and residential schools for children areas and have started the
groundwork with the adult supported living research. Two further areas to be developed have been
included in this category at the end of 2012 - home care services and adult residential care. In
addition, development of the construction activity will become a priority with a fully staffed team in
place by early January to progress opportunities identified through the commercial UIG process of
housing refurbishment, bridges and road maintenance works. These new areas will be developed in
addition to the new areas already started in 2011/12, resulting in a potential increase in overall
spend influence of almost £370m.
It should be highlighted that the new areas identified in Appendix 2 are still subject to further review
and stakeholder consultation before a final decision is made on whether or not to progress with the
opportunity. Similarly, a number of the new areas identified at this stage may result in the delivery
of multiple contracts, as highlighted in the appendix.
A forecast saving target will be generated in the development cycle for each contract at initiation
stage and will issued as part of the development plan to the procurement heads in councils. At this
early stage in the planning cycle, it is anticipated that savings targets this will be in the band of
between 2.5% – 7.5%. It must be recognised however that many of the opportunities to deliver such
savings are in relation to second generation contracts. As such, the savings levels recorded to date
will be difficult to maintain without full commitment from member authorities to be open to
innovative approaches to market, to be willing to review, rationalise and simplify specifications, and
to consider alternative service delivery models.
Detailed review of contract strategies developed in conjunction with the user intelligence groups will
be carried out through the regular hub meetings, and the 6 monthly commercial UIG’s. The contract
management plan previously defined will continue to be implemented, and used to inform future
contract strategies. For the 3 contracts migrating to Category C, support to transfer to regional
collaboration will be provided by Scotland Excel, as appropriate.
Finally, it is important to note that additional opportunities will be explored to continually refine the
contract plan throughout the year. This will include assessment of the impact of the McClelland
report on ICT procurement and any resulting procurement opportunities that arise from the recent
establishment of the Local Government ICT Sectoral Board. In addition, Scotland Excel will continue
to seek opportunities to work with councils on a “lead business” basis and to support the
accelerated delivery of procurement savings for member councils.
Page 6 of 16
5.2. Procurement Reform Activities
Scotland Excel continues to play an important co-ordinating role in facilitating procurement
improvements where required and forms a conduit between national priorities and local needs.
The proposed journey that was outlined in the previous business plan to achieve the vision of
procurement improvement is still valid. The journey, recreated below for information, began in
December 2010 and reaches its final stage shortly after the Procurement Capability Assessments
(PCAs) conducted in December 2012.
The journey comprised a number of steps:



Post PCA Support – a two phase support and development service from Scotland Excel staff
to assist procurement improvement
Learning & Development – a programme of training designed to support increasing
procurement capability.
Sector Support Model – established knowledge bank of people and resources to support the
procurement improvement programme
Each of these steps is designed to move the procurement reform programme closer to our strategic
vision of a procurement community that is self supporting and continually moving towards the goals
identified in the McClelland report. In 2012, as the reform programme progresses supported by set
up funds, a review of how future PCAs will be undertaken and funded will be completed and an
options appraisal report in this regard prepared for consideration by the Joint Committee.
In the meantime, the third round of Procurement Capability Assessments (PCAs) is now complete
and progress made since the 2010 PCAs has been encouraging. The detailed strategic plan for our
reform activities together with suitable operational targets and measures are being finalised
following the annual review event to consider the 2011 PCA results with the local authority Heads of
Procurement. The event was held in late January 2012 and provided an excellent opportunity for
councils to share good practice and to focus on actions that the local government procurement
community can work together on to help move towards the reform targets agreed by the Public
Procurement Reform Board.
Good progress has been made in a number of key areas across the sector but continued assistance
will be required in areas such as Stakeholder Engagement, Management Information and Supplier &
Contract Management. These areas will be addressed by a series of agreed projects and services
offered by the reform team and through continued liaison with Scottish Government on the national
reform projects. Additional projects and services currently being considered include further
consultancy based services, support for councils on the governments buying tools and support of the
governments Third Sector Market project.
Page 7 of 16
In support of the ambition to meet the PPRB reform targets, work has also been ongoing to develop
an appropriate learning and development strategy for the local government sector to build on the
solid foundations have been laid in this area over the past 3 years. Included within this work is the
development of a Professional Development Award (PDA) for social care procurement professionals
in conjunction with members of the Association of Directors of Social Work (ADSW) Contracts
Group, the Scottish Social Services Council and the Scottish Qualifications Authority. Details of this
were positively received by the COSLA Health and Wellbeing Committee when they met in
December 2011. It is proposed that work will also continue on the development of a toolkit that
builds on the national strategic sourcing toolkit (known as the “Procurement Journey”) to
accommodate social care requirements. Both of these initiatives help support the implementation of
the “Guidance on the Procurement of Care and Support Services” published jointly by the Scottish
Government and COSLA in Sept 2010.
Appendix 3 sets out an overview of key aims of the learning and development strategy and the areas
that it will cover over the course of the next three years.
In summary, Scotland Excel will continue to lead on the reform agenda for the local government
sector and to shape and support the national agenda whilst working with local authority members
and national partners to develop an affordable delivery model for the future.
5.3. Ongoing Business Improvement Measures
To support the key activities outlined in the previous sections and to ensure that all of the strategic
aims of Scotland Excl are achieved, ongoing development will also be required in a number of areas
previously identified. These include:



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


Ongoing development of our IT systems and processes including developments to the
contract management system, ongoing development of a KPI dashboard for reporting to key
stakeholders, roll out of the Scottish Government’s new professional buying tools,
implementation of new market, economic and commodity intelligence tools.
Delivering our improvement projects including continued roll out the national strategic
sourcing toolkit, known as the “Procurement Journey” and our sustainable action plan
activities.
Implementing internal and external audit actions including improved performance and risk
management reporting and sickness absence monitoring
Continuing to develop our marketing and communications capabilities and approaches to
stakeholder management. This will ensure that we communicate effectively and efficiently
with our key stakeholders and maximise the use of web channels in doing so.
Continuing to champion the sustainability agenda and helping organisations to meet the
Scottish Sustainable Procurement Action Plan targets.
Working with key stakeholders to promote strategic procurement and extend coverage
across the local government sector.
Continuing our efforts to shape and champion national procurement initiatives and to
participate in and support wider reform activities including further development of the
“Procurement Journey” and the new national e-procurement tools as appropriate.
Working with the other centres of expertise to identify and develop opportunities for further
cross sectoral collaboration both in terms of contracts and reform activities. This includes
taking the lead on developing a cross sectoral approach to future groceries requirements
Developing the skills and experience of the Scotland Excel staff.
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8. Reporting
The high level objectives set out at Appendix 1 will be used as the framework for update reporting
to the Joint Committee and other stakeholders. More detailed objectives with specific targets and
measures and timescales will be developed and used to monitor operational progress on a monthly
basis.
Page 9 of 16
Appendix 1: Key objectives for Scotland Excel 2012/13 –2014/15
STRATEGIC AIMS AND OBJECTIVES
1. Best Value Contracts
a. Deliver the contract delivery programme on time and
secure savings in line with agreed predictions.
b. Increase the total annual value of contracts on the
portfolio from the current total of £270M per annum.
YEAR 1 TARGET


In line with
approved
contract
delivery plan
£500M p.a.
YEAR 2 TARGET


In line with
approved
contract
delivery plan
£650M p.a.
YEAR 3 TARGET


In line with
approved
contract
delivery plan
£750M p.a.
DEPENDENCIES





c. Achieve range of savings between 2% and 7% against the
delivery programme.

Average 5%
over the
contract
portfolio for
the year

Average 5%
over the
contract
portfolio for
the year

Average 5%
over the
contract
portfolio for
the year



d. Increase the average % of actual spend v estimated
spend from the current level of 60% to enable a move
towards commitment styled contracts to be considered.

70%

80%

85%




e. Increase the number of contracts managed as “category
1” contracts from the current total of 10 to ensure that
maximum value and quality is delivered through the life
of the contract.

17

23

25



Page 10 of 16
Forecast savings targets will be included
in all procurement strategy documents.
Active participation by councils
Continued alignment of the contract
delivery programme to council service
plans and priorities.
Active participation by councils in the
development of the contract portfolio
Maintain relationships with other centres
of expertise to ensure leverage of best
value.
Provision of adequate and accurate
benchmarking data
Clear method of capturing benefits
including cost avoidance measures and
process savings
Active participation by councils in the
process.
Provision of accurate demand data from
partners in the development of contracts.
Development of IT systems and processes
to capture appropriate reporting data.
Assistance from councils in reviewing and
acting on variance reports.
Active participation from councils
throughout the contract life cycle to
review and develop contracts.
Delivery of contracts and effective MI
capture.
Establishment of effective performance
management systems and processes.
Support from councils in processes
STRATEGIC AIMS AND OBJECTIVES
2. Procurement Capability
a. Complete the annual round of PCA’s with all relevant
councils: develop and deliver a reform programmes to
meet our customers’ needs and to help them meet the
targets set out in the PPRB Delivery Plan.
YEAR 1 TARGET




b. Deliver the Learning and Development strategy set out
in Appendix 3
c. Report on future of reform activities completed.


d. Retain CIPS accreditation award for excellence in policies
and procedures.

e. Complete pilot PCA for Centres of Procurement
Expertise with Scottish Government

YEAR 2 TARGET
PCA’s
completed
Reform
programme
agreed with the
PiP steering
group
Programme
delivered.
Average PCA
score in sector
improved in line
with PPRB
targets.
Implement the
Learning and
Development
strategy –
phase one
Report
completed for
June JC meeting

Successful
interim review
completed in
Sept 2012.
PCA completed,
action plan +
targets set for
2013/14 score.







YEAR 3 TARGET
PCA’s
completed
Reform
programme
agreed with the
PiP steering
group
Programme
delivered.
Average PCA
score in sector
improved in line
with PPRB
targets.
Implement the
Learning and
Development
strategy –
phase two
Actions from
report
implemented

Retain
accreditation
at full review in
March 2014.
Action plan
implemented
and target
score reached
in 13/14 PCA.

Page 11 of 16






DEPENDENCIES
PCA’s
completed
Reform
programme
agreed with the
PiP steering
group
Programme
delivered.
Average PCA
score in sector
improved in line
with PPRB
targets
Implement the
Learning and
Development
strategy –
phase three
Actions from
report
implemented

Implement
improvement
actions arising
from assess’t
As year 2 with
further
improvements
targeted.










Support from senior stakeholders for the
reform programme.
Ongoing participation by councils in the
PCA process.
Continued support from the reform
steering group to design and monitor
the programme.
Support from Scottish Government with
national initiatives.
Suitable funding model developed for
years 2 and 3
Support from partner organisations for
learning and development programme.
Suitable funding model developed for
years 2 and 3
Input from member councils to the
review.
Clarity from Scottish Government about
reform roles and responsibilities.
None
Support from Scottish Government with
the assessment process.
STRATEGIC AIMS AND OBJECTIVES
YEAR 1 TARGET
3. Stakeholder Engagement
a. Develop an appropriate and targeted communications  Strategy and
strategy to reflect the 3 year strategic goals
action plan
developed.
b. Provide appropriate support to customers to help them  Develop a
optimise the benefits they receive as members of
stakeholder
Scotland Excel
engagement
model and set
targets for
participation
 Deliver first year
targets.
c. Complete a customer survey to measure satisfaction  Carry out survey
with serviced delivered.
and develop
action plan.
d. Annual report on activities produced and distributed to
key stakeholders

Annual report
produced by
June.
YEAR 2 TARGET




YEAR 3 TARGET
Strategy
reviewed and
refreshed.
Deliver second
year targets

Implement
action plan
activities
identified from
the survey.
Annual report
produced by
June.
Page 12 of 16
DEPENDENCIES
Strategy
reviewed and
refreshed.
Deliver third
year targets.

Input and feedback from stakeholders as
required.

Active participation from councils i the
development of the targets.

Carry out
follow up
survey.

Active participation from a range of
stakeholders in the survey process

Annual report
produced by
June.

None

STRATEGIC AIMS AND OBJECTIVES
4. Corporate Social Responsibility
a. Work towards attaining level 4 of the Flexible
Framework (FF)
b. Support innovative opportunities for local community
service delivery through the Scottish Government
“Developing Markets for the Third Sector” programme.
YEAR 1 TARGET

Level 4 of the
FF achieved


Agree project
plan, outcome
and milestones
with key
stakeholders
Initiate and
support the
development of
2 local or
regional
partnership
opportunities
between local
authorities and
the third sector
Host or attend
up to 6 supplier
events,
including at
least 1 regional
event
Produce six
month reports
on framework
supplier
demographics
to monitor
participation.


c. Continue to engage with supplier organisations,
including third sector and SME’s, to encourage and
monitor participation in Scotland Excel tender
opportunities
YEAR 2 TARGET





YEAR 3 TARGET
DEPENDENCIES
Options
appraisal
completed on
feasibility of
achieving level
5 of the FF
Review and
refresh
programme
plan
Initiate and
support the
development of
2 local or
regional
partnership
opportunities
between local
authorities and
the third sector

Complete
actions based
on options
appraisal

None

N/A (Unless
project
extended)

Stakeholder involvement
Host or attend
up to 6 supplier
events,
including at
least 1 regional
event
Produce six
month reports
on framework
supplier
demographics
to monitor
participation

Host or attend
up to 6 supplier
events,
including at
least 1 regional
event
Produce six
month reports
on framework
supplier
demographics
to monitor
participation

Support and cooperation of Supplier
Development Programme members
Continued involvement in Supplier
Engagement Working Group initiatives
and feedback from Single Point of
Contact” Champions Group”
Support and cooperation from local
authorities.
Page 13 of 16



STRATEGIC AIMS AND OBJECTIVES
5. Organisational Development
a. Retain Investors in People status
b. Reduce and maintain sickness absence rate at below 4%.
YEAR 1 TARGET


Ongoing
improvement
plans delivered
in line with IiP
programme.
3.9%
YEAR 2 TARGET
YEAR 3 TARGET

Status retained
following reassessment in
March 2013.


3.9%

Page 14 of 16
Ongoing
improvement
plans delivered
in line with
programme.
3.9%
DEPENDENCIES

None.


Robust HR policies applied.
Absence management training for all
new staff and managers.
Appendix 2: 2012/13 Contract Delivery Schedule
Appendix 2 - 2012/2013 Contract Delivery Schedule
Actual Annual
Spend
Timescale
Activity
11,500,000
1,970,000
2
Nov-12
Extension
Bitumen Products
8,000,000
9,400,000
2
Apr-12
Extension
Building and Timber Materials
11,000,000
3,000,000
1
Apr-13
Extension
Catering Disposables
2,500,000
1,030,000
2
Aug-12
Renew
Catering Sundries
4,100,000
905,000
2
Aug-12
Renew
Classroom Activity Materials
4,250,000
2,540,000
2
Apr-12
Renew
Domestic White Goods
2,000,000
400,000
3
Jul-12
Extension
Early Learning Materials
6,500,000
960,000
3
Apr-12
Extension
Education Furniture and Storage Units
2,000,000
1,160,000
3
Mar-13
Extension
Electrical Materials
1,600,000
1,560,000
3
Apr-12
Renew
Exercise Books
1,500,000
1,420,000
3
Apr-12
Renew
Frozen Foods
10,000,000
11,740,000
1
Jul-12
Extension
Groceries & Provisions
9,800,000
12,760,000
1
May-12
Renew
Heavy Vehicles
15,000,000
12,140,000
1
Jan-13
Extension
Ironmongery
5,000,000
1,160,000
3
Oct-12
Extension
Library Books
6,000,000
1,300,000
2
Aug-12
Extension
Light Vehicles
20,000,000
16,300,000
1
May-12
Extension
Milk
7,500,000
5,000,000
2
Mar-13
Extension
Musical Instruments
3,000,000
730,000
3
Apr-12
Extension
Office & Storage Furniture
4,000,000
40,000
3
Mar-13
Extension
Personal and Protective Equipment
7,500,000
3,060,000
2
Mar-12
Extension
Plumbing Materials
1,000,000
750,000
2
Apr-12
Renew
Sacks and Liners
5,100,000
280,000
3
Nov-12
Extension
Science Equipment
2,000,000
840,000
3
Apr-12
Extension
Secure Care
20,000,000
13,200,000
1
Jul-12
Extension
Sports Equipment
3,250,000
1,260,000
2
Apr-12
Extension
Textbooks
5,500,000
1,840,000
2
Aug-12
Extension
Trade Tools/Sundries
2,500,000
190,000
3
Oct-12
Extension
Tyres
2,000,000
1,750,000
3
Nov-12
Extension
Vehicle Parts
2,500,000
4,070,000
3
Jan-13
Renew
Vehicles and Plant Hire
6,000,000
10,770,000
1
Nov-12
Extension
Waste Containers
12,500,000
6,800,000
1
Nov-12
Extension
Telecare Equipment
3,400,000
Dec-11
New contract
New Activity
Social care
Current contracts due to expire
Advertising Services
Transfer
Contract
Management
Status
Forecast Annual
Contract Value
Service
Business as usual
Spend
Influence
(estimate)
Home Care Services
50,000,000
Oct-12
New contract(s)
Adult Supported Living
100,000,000
Dec-12
New contract(s)
Adult Residential Care
30,000,000
Dec-12
New contract(s)
Residential care/Schools for Children
40,000,000
Oct-12
New contract
Fostering
15,000,000
Jun-12
New contract
Engineering Consultancy
20,000,000
Oct-12
New contract
Housing Refurbishment
20,000,000
Dec-12
New contract(s)
Coach Hire
15,000,000
Jun-12
New contract
Roads/Bridges Maintenance
25,000,000
Dec-12
New contract
Facilities Management
15,000,000
Oct-12
New contract
Building Services
20,000,000
Oct-12
New contract
Waste Disposal Equipment
1,500,000
Mar-12
New contract
Waste Disposal Services
10,000,000
Dec-12
New contract
Education Software
500,000
310,000
3
Sep-12
Migrate to Cat C
Industrial Gases
300,000
410,000
3
Jul-12
Migrate to Cat C
Water Coolers
600,000
260,000
3
Dec-11
Migrate to Cat C
Asbestos
5,400,000
520,000
2
Apr-14
Contract Mgmt
Hygiene Products
8,000,000
3,600,000
2
Mar-14
Contract Mgmt
Meats - Fresh, Prepared and Cooked (incl. Fresh Fish)
5,000,000
4,000,000
1
Oct-13
Contract Mgmt
Paint
1,500,000
100,000
2
May-13
Contract Mgmt
Prepared Meals
3,200,000
3,200,000
2
Sep-14
Contract Mgmt
Presentation and Audio Visual Equipment
7,500,000
2,000,000
2
Apr-14
Contract Mgmt
Road Maintenance Materials
5,000,000
1,600,000
3
Jun-13
Contract Mgmt
Salt for Winter Maintenance
8,750,000
9,570,000
1
Jul-13
Contract Mgmt
Security
6,000,000
6,000,000
2
Apr-14
Contract Mgmt
Signage
2,250,000
1,300,000
2
Dec-13
Contract Mgmt
Street Lighting Materials
4,800,000
4,800,000
2
Jun-14
Contract Mgmt
3,500,000
270,800,000
1,000,000
168,995,000
3
Oct-13
Contract Mgmt
Washroom Solutions
Total
Page 15 of 16
361,500,000
Appendix 3: Scotland Excel Learning & Development Strategy (For delivery over the three year period to March 2015)
1
Strategic Aim 1 (External L&D)
Delivery of skills training that meets the operational needs of local
authorities as well as the strategic requirement to improve procurement
capability.
4
Strategic Aim 4 (Technical Competencies)
7
Strategic Aim 7 (eLearning)
Develop a more consistent approach to the technical competency
assessment of procurement professionals.
Improve Scotland Excel’s capability to offer electronic learning/training
provision.
This will be done by:
This will be done by:
This will be done by:

 Working with Scotland Excel’s training partner PMMS to identify basic
training needs in core subjects such as EU procurement training,
specification writing, contract & supplier management etc.
Working with the Procurement Development Manager to enhance the
organisation’s technical competency framework.
 Discussing with internal IT the potential for Scotland Excel to host an
on-line internet based eLearning facility.

Working with Scotland Excel’s training partner to pilot use of an on-line
competency testing facility for strategic procurement staff.
 Liaising with other organisations such as the Improvement Service to
host sector wide learning & development modules.
 Working with the Reform Team to organise and deliver events that
support weak areas of procurement capability assessment outcomes.

Working with Councils to review and update current competency
framework systems for local authority procurement professionals.
 Working with the Scottish Government to improve nationwide eLearning
availability.
2
5
Strategic Aim 2 (Internal L&D)
Strategic Aim 5 (Education/Qualifications)
8
Strategic Aim 8 (Pre/Post PCA)
Delivery of skills training and professional development that supports
Scotland Excel’s Category B contract delivery plan.
Development of a range of qualifications that supports advancement for
procurement professionals throughout the sector.
Support Scotland Excel’s post PCA improvement delivery plans with local
authorities.
This will be done by:
This will be done by:
This will be done by:

Liaising with the Procurement Development Manager to identify
specific training to support operational tasks (e.g. Procurement
Journey).

Working with Strategic Procurement/Professional Services Managers
to assess the behavioural competency of staff.

Working with the Business Services Manager to deliver training
outcomes resulting from annual PRD reviews.
3

Working with local colleges, Universities & CIPS to expand the
availability of programmes offering a CIPS qualifications route.
 Liaising with the Procurement Reform Team on organisational/staff skills
gaps and developing training programmes to address these gaps.

Working with the Social Care L&D Strategy Group to develop a
Professional Development Award (PDA) qualification for social care
procurement professionals.
 Working with the Procurement Reform Team to design, develop and
deliver master class/seminar events to support weak areas of
procurement capability assessments.

Working with the Improvement Service to incorporate a procurement
module into the Institute of Public Leadership’s MSc qualification.
Strategic Aim 3 (Graduate Scheme)
6
Strategic Aim 6 (Sustainability)
 Advising the Procurement Reform Team on training tasks associated
with post PCA improvement plans.
9
Strategic Aim 9 (Collaboration)
Nurture and develop new talent by further developing Scotland Excel’s
graduate training scheme.
Improve the sector’s capability to meet standards set by the Scottish
Government to buy sustainably.
Liaise with other public centres of expertise to collaborate on training and
funding.
This will be done by:



This will be done by:
This will be done by:
Amending the existing scheme to take account of lessons learned
from the first programme delivery.
 Working with the Scottish Government to introduce sustainable
procurement principles throughout the Procurement Journey.
Working with Scotland Excel’s two Strategic Procurement Managers
to target more specific procurement related on-the-job training and
coaching.
 Working with other leading L&D public sector providers such as NHS
National Procurement to share L&D plans and identify potential
collaborative training opportunities.

Working with the Scottish Sustainable Network to create a series of
events that promotes sustainability and improves sustainable
procurement skills across the local authority sector.
 Working with other specialist UK L&D groups to coordinate nationwide
training (e.g. National Sustainable Development Workgroup, CIPS).
Ensuring that external placements complement and advance the
training received within Scotland Excel.

Working with Scotland Excel’s Sustainable Champions Workgroup to
help achieve Level4 of the Scottish Government’s Flexible Framework.
 Liaising with the Scottish Government on potential sources for funding/
grants to deliver L&D provision.
Page 16 of 16