TUSLA National Procurement Plan

Transcription

1 TUSLA National Procurement Plan

2 Introduction In line with the new Code of Practice for the Governance of Public State Bodies TUSLA has developed a 3 year Procurement Plan which commenced in Procurement strategy, policy and practice has a key impact on the outcomes achieved by the Agency. Our vision for procurement is to provide a strategically focused support in the delivery of innovative, sustainable, safe, cost effective and quality services in line with the functions of the Agency as outlined in the Child and family Agency Act, TUSLA is committed to achieving value for money in the procurement of supplies and services essential to support its work in providing high quality service to the public in a cost effective and efficient manner. Procurement by TUSLA takes place in the context of EU Directives and supported by Procurement Guidelines published by the Department of Finance. The guiding principles are transparency and openness of competition. All procurement carried out by TUSLA is governed by the following key principles: the achievement of best value-for-money compliance with EU and National Law and National guidelines the maximum use of established framework agreements The following EU Treaty principles must be observed on all procurements: equal treatment and non-discrimination (all parties must be treated equally and without bias at all stages of the process) transparency (the procurement process must be clear and easily audited) mutual recognition (equal validity must be given to the qualifications and standards of other Member States) proportionality (procurement procedures and decisions must be proportionate) free movement of goods and services (Articles 28 and 49 of EC-Treaty) the right of establishment (Article 43 of EC -Treaty) Background The Agency has a requirement to set a plan in accordance with the Code of Practice for the Governance of State Bodies, 2016, which states: The Office of Government Procurement Policy framework requires that all noncommercial State bodies complete a Corporate Procurement Plan. This plan is underpinned by analysis of expenditure on procurement and the procurement and purchasing structures in the organisation. The plan should set practical and strategic aims, objectives for improved procurement outcomes and appropriate measures to achieve these aims should be implemented.

3 The TUSLA Financial Regulation 01 (Purchase to Pay), implemented on 1 st July 2017 also states: The Agency must put in place a National Procurement Plan, which incorporates input from HSE HBS Procurement, TUSLA Estates, TUSLA ICT Unit & TUSLA Operations as appropriate to address: 1. Appropriate categorisation and rationalisation of suppliers. 2. Contracts to be renewed or terminated/allowed to lapse and their timeframes. 3. Additional contracts to be put in place 4. Main service developments (new legislation, new services, service expansions, service reductions) likely to impact on procurement over the following 12 months. 5. Any other relevant matters. A National Procurement Plan should be updated annually and replaced every 3 years. Objectives The procurement objectives of the Agency are as follows: To achieve efficiencies, value for money and cost reductions through the procurement process To prioritise procurement activity based on service need and the effective use of resources and budget To promote awareness of procurement regulations within the Agency To develop an in-house Procurement function to enable greater collaboration with HBS Procurement and the Office of Government Procurement (OGP) To ensure compliance with all regulations, policies and procedures To increase the proportion of spend with contracted suppliers The Plan The objective of this Procurement Plan is to set a clear framework for procurement for the Agency for the next 3 years. The plan will commence in 2017 and prioritise procurement exercises that have been targeted for completion in 2018 as a strategic priority. The plan will be revised annually to account for changes in service demands and newly directed procurement actions. The environment in which we operate is constantly changing due to economic factors, changing competitive markets and pressures on public finances to leverage efficiencies and economies of scale. TUSLA will work with suppliers, HSE HBS Procurement and other public bodies such as the OGP to maximise improvements in procurement solutions and performance. By implementing this plan the Agency can expect to realise: More effective, efficient, innovative and sustainable procurement Improvement in procurement outcomes Improved value for money

4 Effective collaboration and partnerships Better risk management and business continuity Better project planning Better compliance with procurement regulations Better corporate governance Spend Analysis & Categorisation The expenditure of TUSLA (for 2016) and categorisation is listed below. Each category of non-pay expenditure has been flagged to indicate whether or not this expenditure requires procurement input. No Procurement required = this expenditure does not require any procurement input. Procured Services = this expenditure does require procurement exercises. Expenditure in these areas has various levels of compliance. Breakdown 2016 '000 Comment Foster Care and After Care Allowances Independent Placement Provision Grants to Outside Agencies Legal Expenses and Guardian Ad Litem Costs General Child Care Services Office and Administration Total Expenditure Non-Pay 117,841 95, ,924 28,706 11,533 28, ,000 No Procurement required - Includes Statutory Cash Allowance Payments Procured Services - Includes Private Fostercare, Private Residential & Unaccompanied Minors No Procurement required - S56, S59, SCP, FRC and Counselling Grants Procured Services - but also includes GALs which are not procured. Procured Services - Counselling, Therapy and Res Unit Overheads Procured Services Overheads but also includes travel which is not procured 2016 '000 Comment Agency 18,622 Procured Services - Agency staff Total Expenditure Agency Pay 18, '000 Comment Capital Projects 14,174 Procured Services Capital & ICT Total Expenditure Capital 14,174

5 Summary 2016 '000 Comment Total 261,765 No Procurement required Total 197,004 Procured Services Total Expenditure 458,769 Assessment of Compliance Levels Due to the limited resources within the ICT infrastructure, the Agency does not have the facility to implement real time controls but continue to rely heavily on manual review processes to ensure compliance with procurement guidelines. The below is an estimation of compliance levels across the categories of non-pay expenditure: Independent Placement Provision 95,914 Private Fostercare ( 18m) prioritised for a procurement exercise. At invitation to tender stage. Private Residential & Unaccompanied Minors ( 76m) is compliant until QTR Legal Expenses and Guardian Ad Litem Costs 28,706 Legal services competitively procured in General Child Care Services 11,533 Interim solution identified in relation to Therapy & Psychology services ( 3m) which may be accessed through a procured provider from QTR Light, Power & Heat- Large volume of work undertaken in 2017 to have TUSLA locations switched to the preferred OGP Providers ( 1.3m) Cleaning & Security ( 2m) prioritised in the plan for procurement exercises. Lingual/Interpreters fees ( 400k) prioritised in the plan for procurement exercises. Other minor procurements to be identified and addressed in accordance with priority. Office and Administration 28,082 Travel and subsistence ( 9m) does not require a procurement exercise.

6 Professional Services ( 3.4) - Minor noncompliance identified in 2016 but generally compliant. Monitoring to continue on this expenditure type. Computers & Systems Maintenance ( 2.7m) Generally drawn down from HSE HBS Frameworks. Monitoring to continue on this expenditure type. Stationery & printing ( 1.1m)- Minor non-compliance identified in 2016 but generally compliant. Monitoring to continue on this expenditure type. Insurance ( 455k) prioritised in the plan for procurement exercises. General monitoring to continue on other areas of purchasing under this heading. Agency 18,622 Agency staff ( 19m) - prioritised in the plan for procurement exercises. Capital Projects 14,174 Procured Services Capital & ICT Procurement is managed through HSE Estates. ICT Procurement also managed through the OGP. Monitoring to continue in this area Total Expenditure- Procured Services 197,004 Procurement Priorities 2018 The procurement planning priorities of the Agency are ranked as follows and have been identified following a review of the 40/02 report produced by Procurement. 1 Agency (Admin & Managerial) TUSLA Procurement and TUSLA HR have commenced a procurement exercise to address this. 2 Private Fostercare The tender for this procurement is at Invitation to Tender stage with an estimated budget of 20m. This will provide services for General Foster Care, Special Foster Care & Supported Lodgings Services. 3 4 Private Residential Psychology & Behavioural Assessment, Therapy/Care Services Contract due to expire in 2018 estimated budget 70m The new Agency (Allied Healthcare Professionals) contract is now in place and will address some elements of this service requirement but a framework procurement is still required for a permanent solution. 5 Security A new portfolio has been set up in HBS Procurement Health Care Support (HCS) to address expired contract requirements. Security is included in the first phase of this initiative. A customer needs analysis has been requested from each region for inclusion with this exercise with HBS. 6 Cleaning A new portfolio has been set up in HBS Procurement

7 7 Lingual / Interpreter Fees To be procured. Health Care Support (HCS) to address expired contract requirements. Cleaning is included in the first phase of this initiative. A customer needs analysis has been requested from each region for inclusion with this exercise with HBS. 8 Insurance A new portfolio has been set up in HBS Procurement Health Care Support (HCS) to address expired contract requirements. This is a phased based initiate and insurance is expected to be addressed in Taxis / Client Transportation HBS are undertaking a procurement process for patient transportation which includes Tusla. Procurement Priorities 2019 to 2020 The procurement plan will incorporate key service developments as identified by Senior Management Team. The following listing is a sample of some of the key service developments that have been identified which may generate procurement requirements: Transformation Programmes Payroll (Time and Attendance) System Travel & Subsistence ICT solution Commissioning National ChildCare Information System Cash Allowances Payment Module Linking Pulse and NCCIS Residential Care ICT System Alternative Care Strategy Aftercare Implementation Timely & Specific Supports to Children/Families Adoption National Register Public Awareness Campaigns, Design and Print of TUSLA publication and materials, and Communications / Public Relations Consultancy and Advisory Services Additional resources for Workforce Learning & Development, and for HR Strategy E-Learning Prevention Partnership Family Support Contracts to be renewed/reviewed for extension Contracts that are nearing expiry dates will form part of the procurement plan to ensure these are extended where permissible and suitable and retendered where necessary. A new portfolio has been set up in HBS Procurement Health Care Support (HCS) to address expired contract requirements. Capital Projects

8 Procurement for Estates Capital Projects are managed by TUSLA Estates in conjunction with HSE Estates. Procurement for ICT Capital Projects are managed by TUSLA ICT in conjunction with HBS Procurement and OGP. When procuring for a capital project the costing must include the complete cost of the project to completion/in use stage and must be prudent to take account of any likely or anticipated variations. All Capital procurement must comply with the TUSLA Financial Regulation 01, Section 5. Training and Communication Plan The training and communication plan for TUSLA staff is to continue with the development of the Hub, increased roadshows and training sessions for staff. As part of the TUSLA Financial Regulation 01 Roadshow staff were briefed on the procurement requirements and contact information has been provided to staff for all procurement related matters. The Procurement team will continue to regularly interact directly with TUSLA staff and to provide information, support and guidance on a timely basis.