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SOP CONFERENCE 2012 MONDAY 12 TH NOVEMBER 2012 ROYAL GARDEN HOTEL

SOP CONFERENCE 2012 MONDAY 12 TH NOVEMBER 2012 ROYAL GARDEN HOTEL. ‘How CIPS is working to ensure Public Sector procurement is up there with the best in class ’ Paula Steele and Peter James 12 th November 2012. The Public Procurement Juggler. Policy. Collaborate. Savings. Scrutiny.

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SOP CONFERENCE 2012 MONDAY 12 TH NOVEMBER 2012 ROYAL GARDEN HOTEL

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  1. SOP CONFERENCE 2012MONDAY 12TH NOVEMBER 2012ROYAL GARDEN HOTEL ‘How CIPS is working to ensure Public Sector procurement is up there with the best in class’ Paula Steele and Peter James 12th November 2012

  2. The Public Procurement Juggler Policy Collaborate Savings Scrutiny Social Value and Supplier Diversity Legislation Getting the job done

  3. What has CIPS done to try and help public procurement? (1) • In partnership with Unipart CIPS developed the lean sourcing learning initiative that is being rolled out through GPS • Signed an MOU with the Efficiency Reform Group (ERG) and GPS to support the development of a learning and development environment for central government agencies which will also be available to wider government. • In partnership with the National Institute of Governmental Purchasing (NIGP) CIPS have developed a series of Values and Guiding Principles (VGPs) for public procurement

  4. What has CIPS done to try and help public procurement? (2) • Again with NIGP CIPS have invested in the development of a public procurement maturity model that will shortly be available. • Responded to the Department of Health’s call for evidence to support the NHS ‘raising our game’ paper and assisting in the development of the NHS Procurement Strategy through the development of an NHS Procurement Academy • In discussion with LGA National Advisory Group about the national procurement strategy especially in relation to capacity building

  5. What is CIPS doing to try and help public procurement? • The CIPS CEO is a non executive advisory member on the Procurement Executive Board for Central Government • More focused engagement with wider Government including local, regional and devolved Government plus public procurement networks • We now have a clearer idea of what our local government membership expects and some of their frustrations with CIPS • We are now more joined up with SOPO also in supporting events.

  6. What is CIPS doing to try and help public procurement? • Working with ERG and GPS to develop a learning and development environment for public procurement in the UK • Lobbying the European Commission on public sector procurement modernisation • Working with other Institutes to develop a solution for Commissioning • Internationally CIPS are working with local partners in Afghanistan, Bangladesh, Lebanon, Philippines and Tunisia to help build public procurement capacity

  7. Global Reach and Influence

  8. The Challenge for CIPS • The provision of meaningful support to the Public Sector • Static UK Public Sector Membership versus international growth • Medium to long term positioning and maintaining relevance to Public Procurement in constantly changing environment. • Segmentation – Bringing together the common themes without losing sight of the specific elements of Healthcare Procurement and Local Government for example

  9. Over to you • What for you want and expect from CIPS? • What is it you value about CIPS? • What is it you don’t like? • What is it that CIPS should be doing that they are not? • What is that CIPS are doing that you think they should not be?

  10. What do you want and expect from CIPS? • Guidance and knowledge management • Exemplar models • More shaping towards markets such as social care with groups from non procurement backgrounds who need advise on procurement • Recognition in the difference between social care commissioning and services commissioning • More opportunities to network within the Public Sector

  11. What is it you value about CIPS? • Cross sector representation not just Public Sector • Branch support (but would like more) • Importance of CPD • Career support

  12. What is it you don’t like? • Not enough visibility in Government especially local government • Lack of commentary and position on PS issues (compared for example to CIPD or CIPFA) • CIPS brand not strong and political level – senior public sectors don’t recognise CIPS in the same way they revere CIPFA

  13. What is it that CIPS should be doing that they are not? • Adopt a more CIPFA type approach where they monitor public policy and legislative changes and respond with solutions for dealing with then • Comment on public procurement issues and take an authoritative position that would help achieve the senior level recognition in HMG

  14. CIPS responses and wrap up • We intend to be more joined up with SOPO • We are preparing a budget to support PS specific activity including the development of a PS specific portal • We will integrate with existing PS groups (if invited) rather than create new groups • We are listening!

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