Our approach to procurement
Legislative Framework
The content of this strategy needs to be delivered within a legislative framework that is both significant and complex. The UK’s exit from the European Union led to the introduction of the Procurement Act 2023 and Statutory Instruments, forms of secondary legislation. The Act and supplementary Regulations came into force on 24 February 2025 and detail how public procurement must be undertaken.
The Council is also subject to the Health Care Services (Provider Selection Regime) Regulations 2023, introduced by the Health Care Act 2022 for the procurement of in-scope health care services and public health services in England.
Furthermore, for contracts entered into prior to the commencement of the Procurement Act 2023, the Council is also subject to the Public Contracts Regulations 2015 in relation to the management of contracts for goods, services and associated works, and the Concession Contracts Regulations 2016 in relation to the management of concession contracts. It is acknowledged that the Council will be managing contracts across multiple sets of regulations well beyond the term of this strategy.
Examples of other legislation that impacts upon public procurement include, but are not limited to:
- Public Services (Social Value) Act 2012
- Competition Act 1998
- Localism Act 2011
- Modern Slavery Act 2015
- Freedom of Information Act 2000
- Equality Act 2010
- General Data Protection Regulations (EU) 2016/679 (GDPR)
For procurements below the relevant thresholds as set out in the Procurement Act 2023, the Council must follow its own internal Contract Procedure Rules as set out in the Constitution.
Contract Procedure Rules
The Contract Procedure Rules (“CPRs”) provide a basis for true and fair competition in contracting activity, by providing clear and auditable procedures, which, if followed, will give confidence that the Council has a procurement regime that is fully accountable and compliant with legislation.
Procurement Services ensures that the CPRs are updated in line with legislative changes and other evidence of best practice, including provisions to support inclusive procurement such as establishment of minimum timescales for below threshold tender and quotation activity.
Furthermore, we ensure compliance with other aspects of the Constitution including Officer schemes of delegation and budgetary control mechanisms.
Governance
The Council has established strong governance arrangements to ensure the appropriate level of scrutiny on procured contracts.
|
Estimated total contract value |
Scrutiny |
|---|---|
|
Below £10,000 |
Demonstrable best value |
|
£10,000 - £99,999 |
Request for Quotation |
|
£100,000 - £999,999 |
Procurement Panel |
|
£1,000,000+ |
Procurement Board |
|
£1,000,000+ per annum |
Cabinet |
Governance and approval processes are clearly outlined in the Council’s CPRs, establishing additional challenge to procurement activity. Procurement Panel and Procurement Board meetings are held monthly to ensure that any procurement activity in excess of £100,000:
- meets an appropriate need
- aligns to the priorities of the One Coventry Plan
- complies with procurement legislation with an appropriate route to market
- seeks best value
- identifies potential efficiencies
- drives social value commitments
- demonstrates effective contract management
Both Procurement Panel and Procurement Board are made up of a cross-cutting selection of senior officers of the Council.
One Coventry approach
The Council plays a key role in promoting collaboration across public, private and voluntary and community sectors in the city. Through partnership working and collaboration with neighbouring and wider contracting authorities, the Council can deliver services differently and at greater economies of scale and delivering value for money.
Category management
Procurement Services maintain a Category Management approach to procurement. By adopting this approach and providing suitable support and challenge, we will:
- Work with service areas to benchmark and review best practice, consider approaches to demand management and/or alternative models of delivery.
- Undertake market research to understand and influence existing and future demand.
- Seek to ensure that all procurement activity and systems support the One Coventry Plan priorities and drive value for money for every pound spent.
- Utilise management information to identify areas of inefficiency, duplication or lack of standardisation.
- Continue to seek savings where possible and appropriate, working with Finance and other colleagues to implement budget reductions or reallocate savings accordingly.
Professional development
Procurement Services are committed to ensuring that its Category staff are fully qualified procurement professionals. All Category staff are required to be a qualified or working towards becoming a qualified Member of the Chartered Institute of Procurement and Supply (“MCIPS”). The modern role of a procurement professional is a complex one, demanding a wide range of skills and expertise to succeed.