OGC

DEPARTMENTS / AGENCIES / EXECUTIVE NDPB’s

£1 BILLION VALUE FOR MONEY GAINS

·          To lead departments in delivering £1 billion value for money gains by the end of financial year 2002-03

·          To use the agreed value for money measurement methodology to assess value for money gains

·          To advise OGC annually (and more frequently if required) of the VFM gains achieved

DEVELOP A CENTRE OF EXCELLENCE

·          To develop OGC as a centre of  government commercial excellence

·          To deliver annual improvements in the service offered by OGC by applying lessons learned from feedback from customers

·          To provide  regular and representative feedback ideas and suggestions to OGC on the key aspects of its performance

VALUE FOR MONEY THROUGH BEST PRACTICE TECHNIQUES

·          To provide best practice guidance focussed on priority areas identified by departments and rationalise business and operational guidance

·          To collaborate with OGC in identifying the key subjects for guidance

·          To adopt and use OGC best practice guidance

·          To encourage departments to use the Procurement Excellence Model to drive measurement and benchmarking and assist departments in optimising their performance

·          To use the Procurement Excellence model and to share and exchange knowledge to facilitate benchmarking

·          To assist departments in bringing about a year on year overall reduction in departmental  acquisition  and transaction costs

·          To achieve  where appropriate, year on year reductions in acquisition and transaction costs

SHARE  AND EXCHANGE KNOWLEDGE

·          To collect and circulate aggregate information (including relevant information about the supply base) regularly;

·          To facilitate the sharing of knowledge between departments

·          To co-operate with OGC in providing sound and timely information to allow measurement of performance and aggregation of information

·          To share information with OGC and other departments across the range of procurement activity (including relevant information about the supply base)

BETTER HANDLING OF LARGE PROJECTS

·          To  lead and co-ordinate the Gateway Review Process  for central civil government in order to assist departments in improving  the management of projects through the deployment of independent peer reviews at key stages in the project lifecycle

·          To champion use of the Gateway principles for central civil government across the spectrum of large project activity including  IT, construction and the commercial aspects of programme expenditure

·          To collaborate with OGC in providing agreed resources for Gateway review work and to actively apply the Gateway principles

·          To adopt and actively apply the Gateway principles in the widest sense on the management of large projects including

              IT, construction and the commercial

              aspects of programme expenditure

PPP / PFI AND OTHER INNOVATIVE APPROACHES

·          To collaborate with departments in identifying and where possible, eliminating cost barriers and other inhibitions to the use of PPP and PFI

·          To offer advice and guidance to departments on the policy aspects of applying PPP/PFI principles.

·          To raise the VFM of projects through use of innovative approaches such as PFI;

·          To share information with OGC on potential cost and other barriers that might stifle innovation and to work with OGC in identifying solutions to such problems

AGGREGATION

·          To increase government’s buying power by aggregating requirements wherever  appropriate

·          To offer support to departments  in their role  as lead organisation for aggregation arrangements.

·          To identify areas where aggregation is appropriate

·          To actively participate in collective agreements and to act as lead organisation if required

IMPROVED GOVERNMENT COMMERCIAL SKILLS

·          To lead central civil government in raising professional skills  on project  management, IT, construction, contract management and  procurement

·          To raise awareness  amongst senior staff across Government of  the required commercial skills  

·          To ensure that 75% of key designated procurement staff have achieved a degree level qualification in procurement practice or another relevant skill by 2004

·          To ensure that qualified specialists  are deployed on managing business critical procurements and key projects

·          To raise awareness amongst policy and senior staff  of the required level of commercial skills

MANAGEMENT OF SUPPLIERS AND ACCESS TO THE GOVERNMENT MARKETPLACE

·          To bring about a better framework for management of key suppliers

·          To agree and promulgate a Code of Conduct  on Good Customer Practice

·          To manage and co-ordinate the sharing  of  knowledge and information on the supply base with departments

·          To break down barriers  that restrict access to the Government marketplace, particularly for SMEs

·          To collaborate and share information with OGC on supplier management

·          To adopt and use the Code of Conduct on Good Customer Practice

·          To work with OGC in breaking down barriers  to access to the Government marketplace

E-PROCUREMENT

·          To bring about an increase overall in the percentage of interactions with the supply base using e-procurement

·          To facilitate and lead e-procurement and e-tendering pilots, sharing results with the whole of central civil government

·          To provide e-tendering measurement guidance for departments

·          Supporting  application of the model for measuring the 90% low value procurement target and collection of  departmental returns to monitor progress

·          To work with OGC  in learning from e-procurement and e-tendering pilots and adopting  the best practice techniques identified

·          To provide monitoring returns  to OGC on e-tendering and  e-procurement targets.

VALUE FOR MONEY IN THE WIDER PUBLIC SECTOR

·      To identify areas for co-operation and arrange discussions

·          To collaborate with the wider public sector in making aggregation deals more widely available where this represents  added value and is not detrimental to central civil government

·          To  assist OGC in identifying  and sharing intelligence  information about  the wider public sector procurement activities and the scope for applying central civil government aggregation deals