Procurement Career Path Training and Development

Procurement Career Path Training and Development Northern Ireland Public Sector commitment to a career Path For Procurement Professionals across th...
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Procurement Career Path Training and Development

Northern Ireland Public Sector

commitment to a career Path For Procurement Professionals across the northern ireland Public Sector As a result of the Review of Public Procurement, a Project Team was established to take forward Recommendations 42 and 43, which related to the need to introduce an effective public sector career path structure which would facilitate an increase in the proportion of staff with procurement skills appropriate to their level of responsibility. The Project Team consisted of representatives from all Centres of Procurement Expertise (CoPEs), (Water Service, Roads Service, Regional Supplies Service, Health Estates, Northern Ireland Housing Executive, Education and Library Boards and the Central Procurement Directorate). The Project Team has developed a Procurement Competence Framework for the Northern Ireland Public Sector to provide the link between individual development needs and training. This framework can be used across the sector and all types of procurement roles to allow

the structured development of skills. The Public Sector in Northern Ireland needs to fully embrace the value of professional procurement. This framework provides a career path for individuals and organisations to properly plan, manage and resource the continuous development of procurement skills that will equip individuals for more senior/other procurement positions. The benefits of the application of the framework will include:

and strategies; · Improved succession planning to ensure that there are a sufficient number of individuals with the appropriate skills and competencies ready to step into vacancies when required; · Easier staff movement – reduced new staff training costs and greater access to skilled procurement professionals; and

· Improved procurement performance through identification and rectification of skills gaps;

· A greater proportion of procurement being influenced by professional staff which will help to deliver efficiencies and VFM gains.

· Greater consistency of approach across the Public Sector – resulting in better Partnership Working and improved equality of opportunity for staff to training and development;

We are fully committed to ensuring that each CoPE in Northern Ireland adopts this Procurement Competence Career Path Framework and that it is incorporated into organisational policy.

· A positive impact on staff motivation and retention in the Public Sector; · Improved career development opportunities

Procurement career Path Project Board

ian Bell DHSS Health Estates roy Bell Central Procurement Directorate mary cunningham Central Procurement Directorate hugh curley DRD Water Service Fergus devitt Central Procurement Directorate (SRO) teresa molloy Regional Supplies, Central Services Agency gary mccandless Central Procurement Directorate ron mcmurray Education and Library Boards trevor neill Northern Ireland Housing Executive Stanley Simpson Central Procurement Directorate ronnie wilson DRD Roads Service

Procurement competence career Path Framework

PurPoSe

the comPetencY Framework

The purpose of this document is to:

The Framework embraces the complete set of technical skills and professional knowledge required for procurement professionals along with management skills and personal attributes that relate specifically to the management of the procurement function. This Competence Framework does not address general management and technical skills required in a wider CoPE context. It should be viewed as a component of a CoPE’s overall performance and staff development planning processes and not as a stand alone element which can be applied to those engaged in procurement activity. Each CoPE must decide how to incorporate this guidance within its corporate performance management process.

· Provide guidance on the range of procurement competencies required by those engaged in significant procurement activities to enable a CoPE to achieve satisfactory standards in procurement performance. Definitions of a procurement officer and a procurement professional are outlined at annex 1; · Illustrate the way in which the Competence Framework and Competence Assessment Schedule can be used as part of a CoPEs' Personal Development Planning process to ensure that procurement skill levels are raised to a satisfactory level across the CoPEs in the Northern Ireland Public Sector; · Identify routes available to academic and professional procurement qualifications for procurement staff in the Northern Ireland Public Sector. These routes are included at annex 2; and · Introduce a Procurement Exchange Programme as a development tool to improve the acquisition and application of procurement knowledge and skills across the public sector.

The Procurement Competence Framework for the Northern Ireland Public Sector is attached at annex 3. This describes the procurement and personal competencies required. The Competence Framework should form the basis of job specifications for those with significant involvement in procurement activity.

PerSonal develoPment Planning An overview of the generic Personal Development Planning (PDP) process is illustrated below: appraisal Programme Linked to Organisation wide process

Preparation Manager and appraisee, independently, form an initial view of development need and potential development activity by comparing perceived actual competence to the appropriate word picture in the competency matrix.

arrange PdP interviews • When and where? • Timescale for appraisee self assessment

the PdP interview Manager and appraisee share perceptions of competence culminating in agreement of : • Current actual competence • Career Aspiration • Desired competence level and development objective • Associated prioritised development actions • Review process and timescales In the event of disagreement, resolution of the issue is escalated to the next management tier.

PdP implementation • Arrange development activity • Schedule review meetings • Behavioural change is measured by comparison with the competency matrix word pictures • Results are measured in line with the benefits methodology adopted by the Organisation • Degree of achievement of planned improvement should be linked to career development planning Actual observed competence and performance is compared to each of the appropriate competence areas in the Competence Framework through dialogue between manager and appraisee. The manager and appraisee can then use the Competence Assessment Schedule at annex 4, to identify the extent of the competence gap (if any). Using the Personal Development Planning process identified above, the manager and appraisee then agree development required in relation to the current role or desired future role.

Procurement Career Path Training and Development Network A Procurement Career Path Training and Development Network consisting of representatives from all the CoPEs was established in June 2005 to improve the professionalism and skills of staff across the NI Public Sector involved in procurement. The Terms of Reference for the Procurement Career Path Training and Development Network are: · To share knowledge of best training and development practice across the public sector for procurement professionals; · Central co–ordination of procurement training and development activities to ensure common needs are met in a cost effective, timely and consistent manner across the public sector; · To promote innovation in development of procurement professionals including job rotation, attachments, secondments and mentoring; · To maintain pressure to increase the proportion of staff with procurement skills appropriate to their levels of responsibility; · To identify and resolve common issues in relation to procurement training and development; and · Benchmark with current best practice for the development of procurement professionals across both Great Britain and the Republic of Ireland. Contact details for members of the Procurement Career Path Training and Development Network team are: NAME

BUSINESS AREA

TELEPHONE

E-MAIL

Frank Carlin

Central Procurement Directorate

02890 823160

[email protected]

JJ Cavanagh

Education and Library Boards

02882 411422

[email protected]

Gilbert Cromie

Health Estates

02890 523855

[email protected]

Lorna O’Prey

Water Service

02890 244711

[email protected]

Harvey Hamilton

Roads Service

02890 540717

[email protected]

Anne Martin

Central Services Agency

02892 620358

[email protected]

Joanne Morrow

Central Procurement Directorate

02890 823188

[email protected]

Sinead McCune

Central Procurement Directorate

02890 823159

[email protected]

Geraldine McGuigan

NI Housing Executive

02890 318435

[email protected]

Carmel McLarnon

Central Procurement Directorate

02890 823164

[email protected]

These contact details will be kept updated on the accompanying Procurement Career Path website: http://www.cpdni.gov.uk

Procurement exchange Programme

Background Recommendation 42 of the Review of Public Procurement identified the need to provide procurement staff with information on opportunities to transfer to posts in other organisations either on secondment or on a permanent basis with a view to promoting opportunities for secondment as a critical element of an effective public sector procurement career path. In order to meet the recommendation, the Procurement Career Path Training and Development Network has developed a Procurement Exchange Programme based on the NICS Interchange Programme. Transfers on a permanent basis will be facilitated under the normal recruitment/career development processes. Purpose of Programme The Programme is a collaborative initiative, facilitated by the Procurement Career Path Training and Development Network which represents all CoPEs. It is designed to promote and encourage the exchange of personnel and good practice between procurement departments across the public sector in Northern Ireland and the private sector. It is essentially a business opportunity to facilitate the acquisition and application of new procurement knowledge and skills with a view to improving mutual understanding and enhancing the effectiveness of both the organisations and individuals taking part in the exchange activity, consistent with business needs.

It is important to recognise that CoPEs are businesses with objectives and targets to be met and any exchanges have to be in the context of ensuring existing and future workloads can be managed. However, workloads must not become a barrier to not implementing any exchanges. CoPEs must attain a balance between offering opportunities and meeting targets. outward and inward development exchange Development Exchange is by definition a twoway process consistent with the Government’s Modernisation agenda. Outward and inward development exchange promotes better understanding between CoPEs. Outward development exchange provides a practical and effective form of job specific and personal/career development through the exchange of ideas and best practice. It gives staff first hand experience of different work environments, cultures, issues and challenges. Staff have an opportunity to learn new skills, new ways of working, and new ways of dealing with problems which on their return will enable their CoPE to meet its targets and objectives more effectively and innovatively. Inward development exchange provides an opportunity for the CoPE to import people with different experience, expertise and fresh ideas to do a specific job or contribute to delivering a project. types of development exchange There are various types of development exchange mechanisms, both outward and inward:

attachments: last less than 3 months and are generally used by individuals and organisations to carry out specific short-term projects. This can be facilitated through the Procurement Career Path Training and Development Network (e.g. one day per week or a block period of one month in order to help draft a policy or procedure); groups: ad hoc or established groups, meeting regularly to discuss issues of common Interest; Joint training: seminars and longer training programmes involving other organisations and individuals; mentoring: regular contact/feedback for developmental purposes from a more senior person in one CoPE to a more junior person in another organisation; Secondments: these will generally last between 3 months and 3 years and do not affect terms and conditions of service. A secondment can represent a (temporary) promotion or sideways move and can be filled by way of an expression of interest circular between participating organisations and subject to appropriate selection procedures. The individual will return to their own CoPE at their original grade and pay point; Shadowing: accompanying someone throughout his or her working day or week; and

twinning: regular meetings with a representative at a similar level in different organisations for mutual benefit and support.

BeneFitS The Procurement Development Exchange Programme provides benefits for the individual, line manager, organisation and host. the individual - Acquires new skills in a new environment; - Gains a broader outlook – a spread of experience across a range of work cultures; - Gains an appreciation of the context within which they work and understands better the impact on customers of the policies they develop and the services they provide; - Develops flexibility; and - Learns to adapt to new challenges and situations. the line manager - Gains another staff development tool; - Sees objectives met more effectively as staff apply what they have learned; - Gets back a member of staff with new ideas, who will be more enthusiastic and creative; and - Is given the opportunity to bring someone from another organisation into the team, who can share his or her knowledge and skills within a work-based context.

the organisation - Is given the opportunity to develop staff knowledge, skills and attitudes that can plug gaps within the organisation; - Is given the means of more effectively and innovatively meeting business targets and objectives; - Can demonstrate real investment in people; - Can promote networking with other organisations; - Has a more outward looking and diversely skilled staff; - Obtains new skills and knowledge that enable staff to progress through the organisation; - Is in a better position to manage change; and - Has the opportunity to enhance diversity. the host - Gains a fresh perspective on the operation of parts of the organisation; - Identifies contacts that could be useful sources of advice in the future; and - Benefits from the knowledge, skills and experience of the individual in the Development Exchange.

who iS it For? The Procurement Exchange Programme is open to Procurement Officers at all levels, as a method of meeting training and development needs.

how will it work? CoPE members can engage in one of two ways - initiating or responding; · initiating – e.g. identifying an exchange opportunity as available to another organisation; and · responding – to a request for an exchange opportunity through facilitating an application from an officer from another organisation. It is proposed that the Procurement Exchange Programme should be managed as follows: · An exchange opportunity is identified; · Approval to fill the opportunity through the Procurement Exchange Programme will be sought from the Head of Procurement (or designated grade within the CoPE); · The exchange opportunity will be notified to the Procurement Career Path Training and Development Network who will advise their respective Head of Procurement (or designated grade within the CoPE); · Where the Head of Procurement (or designated grade within the CoPE) agrees, the exchange will be advertised within their CoPE as appropriate; · Where an officer expresses an interest in the exchange opportunity and this is supported by their line manager, contact should be

made through their Personnel Department to the host organisation; · Timescales and selection criteria will operate within the host organisations appointments and promotions policy; and · Whilst on any development exchange officers must observe the Terms and Conditions of their parent organisation.

what will it coSt? The Procurement Exchange Programme is considered as a cost-effective business development opportunity. Many activities such as job-shadowing, short-term attachments and mentoring are unlikely to incur any direct costs except perhaps for travel and subsistence. It is important, however, that the issue of costs including liability is considered by the individual’s business area at the planning stage of the exchange.

how will the SucceSS oF the Procurement eXchange Programme Be meaSured? The Procurement Career Path Training and Development Network will monitor and evaluate the success of the Procurement Exchange Programme in terms of its effectiveness and uptake. Success will be measured by using a mixture of quantitative and qualitative output measures: · The level of uptake of opportunities; · The positive impact at individual and CoPE

· ·

· ·

organisational levels; Value-added by inward placements at CoPE organisational levels; Confirmation that the experience was enjoyable as well as instructive and was well managed in terms of meeting equal opportunities, equality and health and safety requirements; Value for money; and The creation of networks for the continuing exchange of ideas.

ProFeSSionaliSm in Procurement One of the agreed criteria for recognition as a CoPE is “procurement expertise evidenced by the qualifications, training and development of staff”. The PX committee as part of the Comprehensive Spending Review (1998) recommended that by 2000, most procurement staff in key posts will have a professional qualification. One of the key themes of Fit for Purpose (October 2004) is building capability through increasing professionalism. Fit for Purpose makes specific reference to procurement skills as one of the key skills to support reform and enhance professionalism across the Northern Ireland Civil Service. It is for each CoPE to determine, based on the requirements of the procurement post, which professional qualification is the most appropriate. For business areas involved in the procurement of supplies and services, Membership of CIPS or the Irish Institute of Purchasing and

Materials Management (IIPMM) provides individuals and organisations with professional recognition of procurement ability. This document has sought to provide information on all potential routes to CIPS Membership. However, it is for each CoPE to identify the most appropriate route for individual staff in order to meet the business needs of that organisation. Routes to membership of CIPS and IIPMM are illustrated in annex 2. Academic qualifications leading to corporate membership of CIPS (MCIPS) are available at the University of Ulster (UUJ) and in the Belfast Institute of Further and Higher Education (BIFHE) and some local colleges. For business areas involved in the procurement of works, chartered or registered membership of one of the main construction related professions would normally be the most appropriate. Each profession has its own designated route(s) to qualification. The Procurement Career Path Training and Development Network will establish a process for the central co-ordination of procurement training and development activities to supplement the procurement activities not available by way of study/NVQ and to meet the needs of procurement staff who qualify and require continuing professional development (CPD).

anneX 1 definitions of a Procurement officer and a Procurement Professional Procurement oFFicer

Procurement ProFeSSional

A Procurement Officer is an officer who spends 50%, or greater, of their time on procurement activities and who is on a career path to develop their procurement competencies and experience, with the objective of becoming a procurement professional. In support of this he/she will also be in the process of obtaining the competencies/ qualifications appropriate to a Procurement Professional.

A Procurement Professional is an officer who: · Has in-depth knowledge of their specialist area of responsibility and broad knowledge and experience of the practical application of current best practice and the tools and techniques used in supply chain management and be professionally competent in applying them. · Will possess the expertise, competencies and relevant professional qualifications appropriate to their level of procurement responsibilities. In order for a procurement officer to be recognised as a procurement professional, his/her knowledge and experience must be underpinned by a procurement qualification.

anneX 2 Procurement Qualifications and membership of the chartered institute of Purchasing and Supply (ciPS), iiPmm or equivalent HIGHER EDUCATION

IIPMM Course can be carried out by Attendance at relevant colleges or by a Distance Learning Programme

MSc/MBAs Procurement (E)

Diploma Part 1 Certificate (1 year)

Tailored (Public Sector)

Standard Diploma Part 2 Advanced Certificate (1 year)

Diploma Part 3 Diploma Awarded IIPMM may be used

Hons Degree (2ii) or above in a Business Discipline dependant on content MAY lead to

MSc

Professional Stage

UUJ ROUTES

Student with Degree acceptable to UUJ

Student without a Degree

MPA - Master of Public Administration (Procurement Options) 3 year course can be completed in 2 years if summer modules are undertaken

BSc (Hons) Public Policy and Management (Purchasing and Supply) 18 module course - 4 years

MCIPS On completion students are eligible for MCIPS but must apply to CIPS

CIPS recognises this award as equivalent to MCIPS

Continuing Professional Development

Note: CIPS does NOT recognise an IIPMM qualification obtained through the Personal Development Plan Route. MSc with MCIPS complete mandatory modules (100 credits). Without MCIPS additional elective modules must be completed (180 credits). Other dispensations are available subject to assessment. Short course programme supports all routes and is the core of the Graduate Diploma Fast-Track and Corporate Awards routes.

E: Examination Based A: Assignment Based WE: Work Experience Based PE: Peer Evaluation Based

CIPS Sponsored Routes

Age 21+yrs or 2 ‘A’Levels + 3 GCSEs or equivalent

Age under 21. No qualifications at ‘A’Level standard

Nominated by Company

NVQ ROUTE

PROFESSIONAL EXPERIENCE

Responsible Procurement Role

Senior Procurement Manager

NVQ - All levels (WE)

Personal Developement Plan (PE)

Corporate Award programme - in Company A

Graduated Diploma Route (E)

NVQ Level 3 Local College

Fast Track Meet Targets

Self Study

Distance Learning

Specified Development Activity

Tutorials Part-Time

Cert in Purchasing and Supply Foundation Stage

Foundation Stage NVQ Level 4 and 3+yrs in responsible position

Advanced Cert in Purchasing and Supply Professional Stage

Professional Stage

MCIPS

Continuing Professional Development

Note: CIPS does NOT recognise an IIPMM qualification obtained through the Personal Development Plan Route. MSc with MCIPS complete mandatory modules (100 credits). Without MCIPS additional elective modules must be completed (180 credits). Other dispensations are available subject to assessment. Short course programme supports all routes and is the core of the Graduate Diploma Fast-Track and Corporate Awards routes.

E: Examination Based A: Assignment Based WE: Work Experience Based PE: Peer Evaluation Based

Membership of CIPS or equivalent Corporate Member of the Chartered Institute of Purchasing and Supply (MCIPS) Whilst it is not obligatory to have the foundation element of the Diploma completed in one year the Diploma must be completed within 3 years.

Providers

Method Graduate Diploma in Purchasing and Supply Year 1 Foundation or qualification accepted as equivalent (eg, CMP).

Comments

This is normally a 3-year course but the Certificate Belfast Institute in Management Practice of Further and Purchasing and Supply (CMP) Higher Education gives exemption from foundation (BIFHE) and some year. Attendance at College one local Colleges afternoon and evening leading to examinations.

Years 2 and 3 Graduate Diploma BSc (Hon) Public Policy and Management (Purchasing and Supply)

MPA

University of Ulster (UUJ)

This is normally a 4-year course but exemptions can reduce number of modules to be undertaken. Attendance at UUJ is normally afternoon and evening depending on number of modules being undertaken.

UUJ

This is a 3-year course (can be reduced to 2 years if 2 modules are taken each year in summer semester). Method of attendance half day afternoon and evening.

Master of Public Administration with (purchasing options)

At UUJ discretion exemptions can be given for some modules. NVQ Level 4

CIPS approved provider

Course taken at student’s own pace but generally it takes 1-2 years depending on previous experience qualifications.

Membership of CIPS or equivalent

Providers

Method Personal Development Programme

Distance Learning

Modular training

Member of the Irish Institute of Purchasing and Materials (MIIPMM) Note: CIPS does NOT recognise an IIPMM qualification obtained through the Personal Development Plan Route

Diploma in Purchasing and Materials Management

Comments

CIPS





Cheltenham Tutorial College or COPS

The applicant (normally someone in a senior position with many years procurement experience) can apply for full corporate membership without undertaking the Diploma course. The individual completes the CIPS application form and provides a knowledge and competence – based profile. This profile is benchmarked against a typical MCIPS. If there are any gaps CIPS advises how these can be filled to enable the individual to gain MCIPS. Tutor support is provided for 2 years. Examination is arranged through CIPS direct and not through the College.

CIPS

This is an intensive 3, 4 or 5 day workshop closely followed by an examination. Modules can be selected individually or together to form a complete course of learning. It is available for both the foundation and professional stages of the CIPS Diploma.

IIPMM

This is a 3-year course – Year 1 – Part 1 Year 2 – Part 2 Year 3 – Part 3 Exemptions are offered to University graduates and holders of other academic or professional qualifications on a subject for subject basis.

Distance Learning

IIPMM

The Institute provides and delivers a Distance Learning Programme as an alternative to attending a College.

anneX 3 Procurement competence Framework for the northern ireland Public Sector

comPetence areaS Procurement 1. Northern Ireland Public Procurement Context

level 0

reQuirement reQuirement No knowledge of Competence area

· Government Procurement Policy · Government Accounting Rules · EC Procurement Directives · Sustainable Development · Environmental issues · Social Issues · Role of Office of Government Commerce (OGC), OGD’s · Policies/procedures · Freedom of Information Awareness 2. Strategic Procurement · · · · · · · · ·

Risk management Benefits Analysis Business cases Contracting strategies Cross Functional Teams Supplier Management Project Planning Supply chain management Procurement Excellence Model

level 1

No knowledge of Competence area

level 2

level 3

level 4

reQuirement

reQuirement

reQuirement

Limited awareness of public procurement policy and associated implications and requirements. Compliance with administrative and procedural needs through adherence to pre-defined rules/ procedures, under close supervision.

Awareness of public procurement policy and associated implications. Compliance with pre-determined rules, accompanied by an understanding of the risk of noncompliance. Through experience has the knowledge and understanding of when to seek advice.

Limited awareness of strategic issues. Involvement in supporting or administrative capacity only, under close supervision.

Awareness of strategic issues, and ability to identify circumstances where value and risk require a strategic approach to be taken. Enough experience of strategic procurement to know when to seek advice.

Understands public procurement policy, able to comply with rules through knowledge and experience. Understands risks of non-compliance. Able to review compliance options and challenge, and to recommend the preferred approach. Has the knowledge and ability to provide sound advice.

Understands public procurement policy, and the rationale that underpins it. Totally familiar with compliance rules, is seen as a valued source of advice on compliance options/risk of non-compliance. In co-operation with OGC/ OGD’s, has the ability to contribute to the further development of policy in this area.

Experience of operating on strategic projects as part of cross-functional teams. Able to draw up business cases and project plans, able to manage risk. Able to identify differing contracting strategies and to recommend preferred option. Some experience of supplier management.

Thorough knowledge and skills is able to play a leading role in crossfunctional teams handling strategic procurements. Able to manage all aspects of projects from business case through to delivery. Able to identify and implement appropriate contracting strategies. Actively manages relationships with key suppliers.

COMPETENCE AREAS PROCUREMENT 3. Markets · · · ·

· Performance indicators · Performance Review · Problem resolution

6. Inventory Management · · · · ·

Receipts Storage Stock Control Distribution Disposal

Level 2

Level 3

Level 4

REQUIREMENT

REQUIREMENT

REQUIREMENT

Basic knowledge of Thorough experience markets, commodity and knowledge of and products, with specific markets, and ability to apply commodities with the basic procurement ability to exploit them processes in search through application of best value. of well developed Some commercial procurement skills. focus, with enough Commercially aware experience to know and credible externally. when to seek advice.

Skilled and experienced in market exploitation. Able to identify appropriate tactics dependent on supplier position in the market. Complex commodity knowledge. Very focussed commercially, very credible externally.

No knowledge of Competence area

Awareness of markets as a source of supply, but no detailed market/ product knowledge, with limited commercial focus. Limited commodity knowledge. Administrative/ supporting involvement only under close supervision.

No knowledge of Competence area

Limited awareness Able to apply of procurement basic procurement processes. processes to routine Involvement procurement in supporting/ situations. administrative Understanding of the capacity, in line with tendering procedures pre-determined rules (Open, Restricted and under close and Competitive supervision. Dialogue). Some experience of negotiation but requires support. Experienced enough to know when to seek help or advice.

Familiar and comfortable with all aspects of procurement processes/tendering procedures. Able to provide advice on specifications, and to take the lead on procurement aspects as part of a cross-functional team. Experienced in negotiating high value contracts, commanding credibility and respect externally.

Totally familiar with all aspects of procurement processes, through experience and knowledge. Able to apply judgement to determine how best to apply processes to secure best value in any particular set of circumstances. Able to direct and coach others, able to command credibility with OGC/OGD’s and suppliers.

No knowledge of Competence area

Understands Able to monitor Limited awareness/ contractor when contractor appreciation of performance requires contract management performance against pre-determined corrective action, and issues. Involvement milestones, and is able to identify the in supporting/ to identify when appropriate action to administrative capacity, under corrective action be taken. Experienced close supervision. needed. Requires in negotiating to assistance achieve and maintain to negotiate the necessary level improvements. of improvement.

Experienced in identifying and negotiating contractor performance milestones, and in monitoring performance. Ability to resolve difficulties through negotiation, leading to improvement. Knowledge of how to terminate contracts appropriately and legally where necessary.

No knowledge of Competence area

Awareness of the fact that stocks are held at local level, but no detailed understanding of inventory management. Involved in administrative/ supporting capacity, under close supervision.

Tendering Procedures Specifications Invitations to Tender Terms & Conditions, law Bid evaluation Negotiation Award of Contracts De-briefing

5. Contract Management

Level 1

REQUIREMENT REQUIREMENT

Market knowledge Product knowledge Commercial focus Commodity knowledge

4. Tendering Processes · · · · · · · ·

Level 0

Appreciation/ familiarity with basic stock control. Able to operate stock control systems in line with pre-determined criteria e.g. reorder levels. Able to recognise where advice is required.

Basic skills and Experienced in design, experience in all implementation and aspects of inventory management of management. Able to inventory control systems, manage the balance so that money tied up between the need to in stock is minimised provide high levels of whilst optimum levels of customer service, customer service and the need to are maintained. minimise money tied up in stock.

COMPETENCE AREAS PROCUREMENT 7. Marketing/Customer/ Supplier Management

Level 0

Level 1

REQUIREMENT REQUIREMENT No knowledge of Competence area

· Promotion, selling procurement · Customer awareness · Customer relationships · Customer care · Understanding business needs · Identifying stakeholders

Limited awareness /understanding of a customer focused approach. Supportive/ administrative involvement only, under close supervision. Understands the business requirements of internal customers. Identifies and clearly documents business needs for all significant purchases.

Level 2

Level 3

Level 4

REQUIREMENT

REQUIREMENT

REQUIREMENT

Understands and commits to a positive, helpful customer focussed approach. Knows when to seek support. Through establishing effective communication and working relationships with internal customers and stakeholders is able to identify real business needs. Uses the identified business needs to develop supplier evaluation criteria and drive the development of the procurement strategy.

Experienced and skilled in dealing with customers at all levels, so that they feel both valued and satisfied. Commands customer respect and creates confidence that excellent service will occur Through establishing effective communication and working relationships with internal customers and stakeholders is able to identify, agree and document real business needs. Uses the identified business needs to develop forward plans and priorities for self and team.

8. Procurement Strategies No knowledge of Competence area · PFI/PPP and Others and attendant processes · Competition processes · Service pricing mechanisms · Benchmarking techniques · Strategic Partnering · Collaboration with other Public Bodies

Basic knowledge of Basic knowledge of PFI/PPP policy PFI/PPP policy and and practice. practice. Able to Administrative/ follow pre-determined supporting procedures. involvement in PFI/ Understands risks PPP processes under of non-compliance. close supervision Sufficiently knowledgeable to recognise when to seek advice and other support.

9. Project planning skills

Limited awareness of Basic understanding Competent to project planning of the formulation, oversee all facets key components and of the project cycle, use of the project ensuring proposals execution plan. are realistic and manage processes to accomplish full completion of the project.

· · · ·

Project cycle Project execution plan Critical path analysis Project evaluation

No knowledge of Competence area

Experienced and skilled in all aspects of pro-active management of customer relationships. Effective in promoting procurement influence. Through establishing effective communications and working relationships with internal customers and key stakeholders, is able to identify, prioritise, agree and document real business needs. Uses the identified business needs to develop forward plans, priorities and deliverables.

Understands PFFI/ Understands PFI/PPP PPP policy and policy and practice, and practice. Awareness arguments for and against. of attendant risks and Thorough knowledge and able to contribute to practical experience. Has their management. proper understanding of Commercial commercial partnering and awareness and able to play a leading role experience of high in it. Able to contribute to value contract continuous improvement negotiation in in PFI/PPP policy and this arena. practice.

Be able to understand the formulation, key components and use of the project execution plan. Establish the minimum time necessary to complete a project by calculating the longest sequence of activities.

Suitably qualified and experienced to act as a single focus point and manage the department’s interest in the project. Ability to assess performance costs and outputs independently against project plan and take necessary measures to improve future outcomes.

COMPETENCE AREAS PROCUREMENT 10. Construction · Construction process · Knowing the construction industry · Contract Strategies · Costing systems in industry · Design – quality/ environmental issues · Forms of contracts · Space Management · Claims · CDM regulations/health and safety regulation · Achieving Excellence · Key Performance Indicators

11. IT Procurement · Information management · Advice and guidance · Business strategy and planning · Technical strategy and planning · Supply management · Project management · Quality management · Resource management · Systems development · Human resources · Ergonomics · Service delivery

Level 0

Level 1

REQUIREMENT REQUIREMENT

Level 2

Level 3

Level 4

REQUIREMENT

REQUIREMENT

REQUIREMENT

No knowledge of Competence area

Limited awareness and understanding of the key issues of each subject heading and their implications for the client department.

Able to understand Able to understand Able to understand the key issues of the key issues of each the key issues of each each subject heading subject heading and subject heading and their and their implications their implications for implications for the client for the client the client department department and able to department. and able to ask ask relevant questions relevant questions on the subject. Basic understanding Understand the on the subject. of the current Health current Health & Have the technical ability & Safety Legislation Safety Legislation and Have the technical to do what is required at and its effects its effects ability to do what each stage of the project on projects. on projects. is required at each or able to direct someone stage of the project to perform detailed or able to direct requirement. . Knowledge someone to perform and understanding of the detailed requirement. Construction (Health, Knowledge and Safety & Welfare) understanding of the Regulations 1996. Construction (Health, Also to understand the Safety & Welfare) project sponsors role as Regulations 1996. “client” under the CDM Regulations.

No knowledge of Competence area

Basic awareness Communicate ideas of the importance and work within of Information & multi-functional Communications teams with minimum Technologies and the supervision and need for procurement infrequent reference to be involved at an to others. early stage. Have a methodical Possible involvement and organised in assisting the approach to work and various stages of the demonstrate ability to procurement lifecycle learn new skills and in an administrative apply newly acquired capacity. knowledge.

Knowledge/experience of strategy and planning, management and administration, development and implementation and service delivery for Information and Communications Technologies processes. Ability to work effectively within multi-functional team Limited involvement Basic awareness environment. in system testing, of the importance project office support, of Information & Ability to quickly application and Communications absorb complex system support Technologies, the issues/data and role that procurement communicate this at should play and the all levels. need . for procurement to be Conversant in the involved at an early following areas; stage. business risk management; contract management; project office; quality management/ assurance; asset management; systems development management.

Experience in procurement strategies and planning for development, implementation and service delivery of Information and Communication Technologies projects. Ability to team lead, influence and negotiate Understands, explains and presents complex ideas to both technical and non-technical audiences. Able to understand and communicate the potential impact of emerging technologies on the organisation and individuals

COMPETENCE AREAS PROCUREMENT

Level 0

Level 1

REQUIREMENT REQUIREMENT

Level 2

Level 3

Level 4

REQUIREMENT

REQUIREMENT

REQUIREMENT

12. Knowledge of No knowledge of Procurement/Contract Law Competence area

A limited knowledge of the basics of contract law, but is able to recognise when experts need to be consulted in relation to contractual issues.

13. Management (self)

Aware of the need to Makes good use support others in a of time, is flexible. helpful, flexible way. Aware of the need to Able to adopt a plan. Limited ability polite, positive to be creative, limited attitude, working awareness of risk and under close its implications. supervision and in Possesses basic accordance with numeracy and pre-determined communicates well. rules/procedures. Limited influencing skills, but able to be a good team player.

· Business ethics · Time management, flexibility · Planning · Creativity · Risk awareness · Numeracy/analysis · Communications · Influencing · Teamwork · Improvement · Presentations · Relationship Management

14. Management (team) · Performance management of staff · Recruitment/selection · Budgets/RAB · Workload prioritisation · Management of staff · Handle staff conflict · Team building · Organisational skills · Relationship Management · Leadership Skills

No knowledge of Competence area

No knowledge of Competence area

Has a sound Has a sound knowledge of the knowledge of the basics of contract nature, application law, and understands and implications of when to seek advice contract law. Has from other sources. a sound knowledge of applicable local law and, where appropriate, EC procurement legislation. Able to plan use of time, and to react to change in a flexible way. Limited creativity, but very comfortable with managing high value procurement processes. Able to manage risk. Comfortable with numbers, able to communicate well both orally and in writing. Good influencing/ management skills, and a good team player. Aware of the need for continuous improvement.

Understands fully the nature, application and implications of contract, in particular complexities in contract law. Seen as organisational expert in EC procurement legislation

Ability to provide direction and leadership. Able to agree plans and ensure performance against milestones is managed pro-actively. Able to manage risk. Flexible, comfortable with change - constantly seeking improvements to existing practice. Creative, numerate and able to communicate effectively. Strong influencing/negotiating skills.

Aware of the need to Aware of the need to Able to plan use of support others in a support others in a time, and to react to helpful, flexible way. helpful, flexible way. change in a flexible Aware of the roles of A good team player way. A good team others and how they who can effectively player that can interact. Able to work manage staff. Aware effectively prioritise with others as part of of the need to workload and identify a team. support management the skills required in ensuring that an within the team to effective team is deliver to the needs of developed to deliver the business plan. the needs of the business plan. Able to effectively manage a team, Able to identify staff whilst being able conflicts and work to identify any staff with management conflicts and work with to resolve. management to resolve.

Ability to provide direction and leadership. Able to agree plans and ensure performance against milestones is managed pro-actively. Able to recognise the skills required for a team and through recruitment and development ensure that an appropriate team is built to meet the business objectives. Ability to effectively manage a team (s) as necessary, handling conflict effectively, as appropriate.

COMPETENCE AREAS PROCUREMENT 15. Finance

Level 0

REQUIREMENT REQUIREMENT

· Identifying sources of management information · Developing processes for data collection · Analysing and interpreting data · Using management information to inform decision making

Level 3

Level 4

REQUIREMENT

REQUIREMENT

REQUIREMENT

Limited appreciation Enough knowledge of financial accounts/ of financial accounts appraisal, and of to be able to identify supplier cost bases. companies which are Enough knowledge at risk. Sufficiently to know when further aware of cost bases to advice may be be able to negotiate necessary. cost reductions. Able to identify when specialist financial advice may be needed.

No real understanding of financial management issues, no involvement in appraisal of suppliers’ accounts/ cost bases.

No knowledge of Competence area

Able to operate basic IT tools in a supporting/ administrative capacity, under close supervision.

No knowledge of Competence area

Awareness of the Ability to develop importance and processes for usefulness of collecting accurate accurate information data on procurement in procurement. expenditure, supplier Ability to collect performance etc. basic information Ability to interpret on procurement data and prepare expenditure management and supplier information reports. performance. Ability to benchmark supplier prices for key items and assist in identifying potential areas where VFM gains can be achieved. Ability to use data to manage stockholdings and economic ordering quantities.

· Management Information, systems · Tools – spreadsheets, word processing, other · E-commerce

17. Information Management

Level 2

No knowledge of Competence area

· Financial accounts · Financial appraisal · Supplier cost base

16. Information Technology

Level 1

Ability to operate basic IT tools, coupled with an appreciation of how to exploit them to support procurement processes.

Understands profit and loss accounts and balance sheets. Able to calculate key financial ratios, to provide evidence as to companies that are at risk. Detailed understanding of suppliers cost bases and cost drivers. Aware of boundaries of own knowledge, able to judge when specialist financial advice is necessary.

Familiar and Experienced in design, comfortable with basic implementation and IT tools. Working management of knowledge procurement systems, as to how IT can which interface with support procurement financial systems, reduce systems. Appreciation manual effort and facilitate of the potential provision of meaningful for IT systems to procurement management produce management information. Working information. to exploit opportunities offered by e-commerce. Experienced and skilled in using management information to develop procurement strategies, carry out market analysis and inform key decision making processes. Experienced in supplier management and uses management information to improve the effectiveness of supplier relationships.

Experienced and skilled in the strategic use of management information tools available. Uses data to improve the strategic effectiveness of the supply chain and manage risk. Uses data to forecast demand and supply characteristics to target specific areas where VFM gains can be generated.

COMPETENCE AREAS PROCUREMENT 18. Negotiation Skills

Level 0

Level 1

REQUIREMENT REQUIREMENT No knowledge of Competence area

Understands the principles, tools and techniques of basic negotiation. May get involved in basic negotiations under close supervision.

Level 2

Level 3

Level 4

REQUIREMENT

REQUIREMENT

REQUIREMENT

Develops Develops well-thought Develops well-thought through through and documented well-thought through and documented and documented negotiation strategies, negotiation plans plans and targets. Involves negotiation plans internal customers in the and targets. Involves and targets. Involves internal customers internal customers planning and execution in the planning of the negotiation ensuring in the planning and execution of and execution of that they understand the negotiation their role and contribution the negotiation ensuring that they throughout the negotiation ensuring that they understand their understand their process. Able to lead on role and contribution the most complex/difficult role and contribution throughout the throughout the negotiations. Able to negotiation process. negotiation process. effectively coach and Results consistently Results consistently develop others in the deliver against deliver at the upper negotiation process. negotiation targets. end of expectations.

anneX 4 Procurement competence assessment Schedule and Personal development Planning

name

JoB title

diviSion

grade

Section

Competence Competence PROCUREMENT COMPETENCE Level Required Current Level for Post AREAS (0/1/2/3/4) (0/1/2/3/4) 1. Northern Ireland Public Procurement Context · · · · · · ·

Government Procurement Policy Government Accounting Rules EC Procurement Directives Sustainable Development Environmental issues Social Issues Role of Office of Government Commerce (OGC), OGD’s · Policies/procedures · Freedom of Information Awareness

2. Strategic Procurement · · · · · · · · ·

Risk management Benefits Analysis Business cases Contracting strategies Cross Functional Teams Supplier Management Project Planning Supply chain management Procurement Excellence Model 3. Markets

· · · ·

Market knowledge Product knowledge Commercial focus Commodity Knowledge

4. Tendering Processes · · · · · · · ·

Tendering Procedures Specifications Invitations to Tender Terms & Conditions, law Bid evaluation Negotiation Award of Contracts De-briefing 5. Contract Management

· Performance indicators · Performance Review · Problem resolution

PRIORITY

ACTION

REVIEW DATE

Competence Competence PROCUREMENT COMPETENCE Level Required Current Level for Post AREAS (0/1/2/3/4) (0/1/2/3/4) 6. Inventory Management · · · · ·

Receipts Storage Stock Control Distribution Disposal 7. Marketing/Customer/Supplier Management

· · · · · ·

Promotion, selling procurement Customer awareness Customer relationships Customer care Understanding business needs Identifying stakeholders

8. Procurement Strategies · PFI/PPP and Others and attendant processes · Competition processes · Service pricing mechanisms · Benchmarking techniques · Strategic Partnering · Collaboration with other Public Bodies 9. Project planning skills · · · ·

Project cycle Project execution plan Critical path analysis Project evaluation

10. Construction · · · · · · · · ·

Construction process Knowing the construction industry Contract Strategies Costing systems in industry Design – quality/environmental issues Forms of contracts Space Management Claims CDM regulations/health and safety regulation · Achieving Excellence · Key Performance Indicators

PRIORITY

ACTION

REVIEW DATE

Competence Competence PROCUREMENT COMPETENCE Level Required Current Level for Post AREAS (0/1/2/3/4) (0/1/2/3/4) 11. IT Procurement · · · · · · · · · · · ·

Information management Advice and guidance Business strategy and planning Technical strategy and planning Supply management Project management Quality management Resource management Systems development Human resources Ergonomics Service delivery 12. Knowledge of Procurement/Contract Law 13. Management (self)

· · · · · · · · · · · ·

Business ethics Time management, flexibility Planning Creativity Risk awareness Numeracy/analysis Communications Influencing Teamwork Improvement Presentations Relationship Management 14. Management (team)

· · · · · · · · · ·

Performance management of staff Recruitment/ selection Budgets / RAB Workload prioritisation Management of staff Handle staff conflict Team building Organisational skills Relationship Management Leadership Skills 15. Finance

1. Financial accounts 2. Financial appraisal 3. Supplier cost base 16. Information Technology · Management Information, systems · Tools – spreadsheets, word processing, other · E-commerce

PRIORITY

ACTION

REVIEW DATE

Competence Competence PROCUREMENT COMPETENCE Level Required Current Level for Post AREAS (0/1/2/3/4) (0/1/2/3/4) 17. Information Management · Identifying sources of management information · Developing processes for data collection · Analysing and interpreting data · Using management information to inform decision making 18.

Negotiation Skills

PRIORITY

ACTION

REVIEW DATE