NORTHERN IRELAND TRANSPORT HOLDING COMPANY TRANSLINK PROCUREMENT POLICY EQUALITY IMPACT ASSESSMENT REPORT FOR CONSULTATION

Transcription

1 NORTHERN IRELAND TRANSPORT HOLDING COMPANY TRANSLINK PROCUREMENT POLICY EQUALITY IMPACT ASSESSMENT REPORT FOR CONSULTATION October 2008

2 Any comments or queries on this report for consultation should be directed to Name Title Address Catherine Burns Head of Corporate Services NITHCo Chamber of Commerce House 22 Great Victoria Street Belfast BT2 7LX Telephone Fax E mail catherine.burns@nithc.co.uk Textphone (This connects to the Translink Call Centre) This report and other equality documents can be accessed on the Translink website It can be made available in large-print, on disk, on audiocassette, in Braille and in other languages on request. For information about obtaining a copy in any of these formats or to request a copy in any other accessible format please contact Catherine Burns.

3 Contents Executive Summary & Formal Consultation Introduction Background Aims of the policy Consideration of Data and Research Available & Pre-consultation Decision and publication Assessment of impacts Consideration of measures Monitoring Conclusion

4 Executive Summary NITHC/Translink EQIA of Procurement Policy 2008 The Northern Ireland Transport Holding Company (NITHC) is responsible for the operation of its subsidiary companies Citybus (Metro), NI Railways and Ulsterbus which operate together under the brand name Translink. Section 75 of the Northern Ireland Act 1998 requires NITHC and thus Translink to have due regard to the need to promote equality of opportunity therefore an Equality Scheme is in operation. The Procurement Policy was highlighted as an area for Equality Impact Assessment (EQIA). This report for consultation sets out the introduction and background to which this EQIA is taking place and the aims of the policy under assessment that is the NITHC/Translink Procurement Policy only. The report also sets out the extra requirements placed upon the policy such as The Utilities Contracts Regulations 2006 and the principles of equal opportunity and a level playing field for suppliers and potential suppliers. The report demonstrates who are believed to be directly affected by the policy, namely suppliers and potential suppliers to NITHC/Translink and employees with delegated procurement authority; the report also illustrates the interface with other bodies in relation to implementation of the policy. After consideration of data and research available the report for consultation will identify that it has not possible to assess local impact of the Procurement Policy given the scarcity of quantitative and qualitative data in this area. In light of this an informal pre consultation was conducted with selected members of the 9 Categories which may be affected by the policy in terms of the Section 75 and in addition the Confederation of British Industry (CBI) Northern Ireland, the Institute of Directors and the Federation of Small Businesses were also contacted. One response was received reinforcing the scarcity of quantitative and qualitative data in this area.

5 Formal Consultation NITHC/Translink wish to consult on the preliminary findings of this report and in doing so will take the following actions to consult as appropriately as possible: The Executive Summary will be issued to all the consultees listed in Translink Equality Scheme and the full report to any of the consultees and or to any member of the public on request; A copy of this report will be made available to the public via the Translink website and the full procurement policy documents can be found at The closing date for responses shall be by 30 th January 2009 and responses should be directed to the Head of Corporate Services whose contact details are listed at the front of the report for consultation.

6 Introduction The Northern Ireland Transport Holding Company (NITHC) is responsible for the operation of its subsidiary companies Citybus (Metro), NI Railways and Ulsterbus which operate together under the brand name Translink. Section 75 of the Northern Ireland Act 1998 requires NITHC and thus Translink to have due regard to the need to promote equality of opportunity therefore an Equality Scheme is in operation. More information about the Equality Scheme can be found at Background Under the Equality Scheme NITHC/Translink have completed the process of screening policies and this screening process identified Procurement Policy as an area which may have implications for equality of opportunity. The majority of NITHC/Translink spend is under the EU Thresholds and procurement varies from Supplies of Cash Handling Machines to Services such as Training on Health and Safety to Construction works and services such as electrical contractors services. NITHC/Translink Procurement Policy consequently was highlighted for an Equality Impact Assessment (EQIA). There are 7 elements which are part of an EQIA: definition of the aims of the policy analysis of available data and research assessment of impacts consideration of measures formal consultation decision making and publication of results monitoring. To assess the equality impacts it is necessary to consider the 9 Categories which may be affected by the policy in terms of the Section 75. The nine categories are:

7 religious belief political opinion racial group age marital status sexual orientation gender disability dependency Aims of the policy Translink s policy was originally set by the Translink Chief Executive in April 2006 and was reviewed and endorsed by the Group Chief Executive in August 2008; it is this policy that is due for review under EQIA. Purpose of the policy: NITHC/Translink is dedicated to operating a Procurement Management System in accordance with all relevant company, industry and legislative requirements, in order to demonstrate its commitment to the provision of a quality procurement service. Outcomes that the policy achieves: Timely delivery and value for money Supplier management Best procurement and commercial practice Protection of Translink interests Full recognition of safety and environmental concerns Compliance with Specification Ethical, social and environmental responsibility To establish mandatory procedures and controls that adhere to all applicable policies and legislation to ensure all holders of delegated procurement authority act within the aims of the Procurement Policy.

8 To develop stable, long term relationships with key suppliers and at the same time encouragement will be given to appropriate new suppliers in order to maximise the benefit of competitive procurement. To award Contracts to suppliers who meet the specified quality, reliability and safety requirements that represent the best overall value to Translink. The full policy information is located at Annex 1 to this report. Extra requirements placed upon the policy: For the purposes of procurement legislation, NITHC is listed as a Public Utility under the Utilities Contracts Regulations. NITHC/Translink therefore operate under the Utilities Directive 2004/17/EC via Statutory Instrument 2006 No 6 The Utilities Contracts Regulations 2006 which came into force on the 31 st January This in addition to other Procurement Rules laid down by the EC means that whilst NITHC/Translink must comply with the laws of Northern Ireland and NITHC/Translink can pursue local objectives it must be careful that action taken provides all suppliers and potential suppliers with equal opportunity and a level playing field. Translink Purchasing Department endeavour to act in accordance with the Department of Finance & Personnel (DFP) Public Procurement Policy May 2002 including the 12 Principles of Public Procurement: 12 Principles of Public Procurement 1. Accountability: Effective mechanisms must be in place in order to enable Departmental Accounting Officers and their equivalents in other public bodies to discharge their personal responsibility on issues of procurement risk and expenditure. 2. Competitive Supply: Procurement should be carried out by competition unless there are convincing reasons to the contrary. 3. Consistency:

9 Suppliers should, all other things being equal, be able to expect the same general procurement policy across the public sector. 4. Effectiveness: Public bodies should meet the commercial, regulatory and socio-economic goals of government in a balanced manner appropriate to the procurement requirement. 5. Efficiency: Procurement processes should be carried out as cost effectively as possible. 6. Fair-dealing: Suppliers should be treated fairly and without unfair discrimination, including protection of commercial confidentiality where required. Public bodies should not impose unnecessary burdens or constraints on suppliers or potential suppliers. 7. Integration: In line with the Executive s policy on joined-up government, procurement policy should pay due regard to the Executive s other economic and social policies, rather than cut across them. 8. Integrity: There should be no corruption or collusion with suppliers or others. 9. Informed decision-making: Public bodies need to base decisions on accurate information and to monitor requirements to ensure that they are being met. 10. Legality: Public bodies must conform to European Community and other legal requirements. 11. Responsiveness: Public bodies should endeavour to meet the aspirations, expectations and needs of the community served by the procurement. 12. Transparency: Public bodies should ensure that there is openness and clarity on procurement policy and its delivery. The legal requirements listed above coupled with the additional public procurement policies of Northern Ireland ensure that competition is seen as the bedrock to Translink procurement processes. Requirements over 30,000 are advertised and are open to all those who wish to apply. Requirements under this value are subject to Procurement Control Limits which require an element of competition by obtaining quotations.

10 Those it is believed are affected by the policy: Directly Suppliers and potential Suppliers Employees with delegated procurement authority Indirectly Ultimately Passengers The Primary focus of the EQIA is on those affected directly by the policy of which are external to NITHC/Translink and are the main stakeholders for EQIA i.e. Suppliers and potential Suppliers. The decisions on what the actual procurement requirements are for NITHC/Translink are outside the remit of this policy. Interface with other bodies in relation to the implementation of the policy: Translink is a Centre of Procurement Expertise (CoPE) and NITHC conduct procurement activity through an established Service Level Agreement which requires that Translink policy is adopted as NITHC policy also. Centres of Procurement Expertise are appointed and monitored by the Procurement Board for Northern Ireland and Translink as a CoPE must satisfy the Procurement Board on a set level of procurement competency every three years against set criteria. The Central Procurement Directorate (CPD) sits within the Department of Finance and Personnel and is viewed within NITHC/Translink as the coordinating authority regarding procurement policy in Northern Ireland (NI). CPD supports the Procurement Board, develops and flows down Procurement Policy to meet Government s agenda and hosts the forum for interaction with the CoPEs. NITHC/Translink policy aligns with CPD s aim to achieve value for money. Since CoPE accreditation in March 2007 NITHC/Translink follow CPD s lead on procurement policy and Translink are responsible for any revisions to NITHC/Translink policy and procedures as a result. Therefore NITHC/Translink Procurement Policy is mainly dictated by legislation, by the Procurement Board for Northern Ireland and the Office of Government Commerce (through CPD).

11 Consideration of Data and Research Available & Pre-consultation Statistical and qualitative information on suppliers and potential suppliers regarding the 9 categories in relation to procurement policy that was available within Translink: Translink s supplier selection process is based on fair-dealing and evaluation criteria are set around supplier capabilities and capacity to deliver the best value for money solution for Translink. Consequently Translink does not collate information to assess the 9 Section 75 categories in relation to procurement during this process or through any other process which links to procurement policy. Statistical information that is available from external sources on suppliers and potential suppliers regarding the 9 categories in relation to procurement policy: Qualitative data was located in relation to general information about suppliers and potential suppliers in relation to Section 75 and procurement policies. However no statistical information on the specific categories and procurement policy could be located at the time the research was carried out. As part of the informal consultation no statistical information was provided. Qualitative information that is available from external sources on suppliers and potential suppliers regarding the 9 categories in relation to procurement policy: Other EQIA reports from other public sector bodies on Procurement Policy were reviewed as part of the research in this area. The Belfast Harbour Commissioners Procurement Policy EQIA 2005 was viewed as relevant as this organisation has similar commercial focus to NITHC/Translink. Their report demonstrated that the organisation did not collate statistical and qualitative information on the 9 categories internally. Their report points out that at the time of the report information was not being monitored and indirect further research carried out in relation to things such as Statistics in the NI Labour Force Survey for the religious composition of the workforce and

12 statistics taken from the Northern Ireland Census suggested that there was no evidence of potential adverse differential impacts in many of the category areas. This sort of indirect research was also not deemed by Translink to be beneficial to conduct again given that the policies are very similar and this research did not target or relate to procurement policy. The Department of Finance and Personnel (DFP) Implementation of the Strategic Review of Public Procurement Policy EQIA 2002 was viewed as relevant as this organisation is charged with responsibility for the CPD from which Translink follow in relation to Procurement Policy. This review demonstrated that Translink work towards the same aims as the New Public Procurement Policy which underwent an EQIA in 2002 and included the 12 principles of Public Procurement which NITHC/Translink adopts. Their EQIA report also demonstrated that this organisation did not have readily available the statistical and qualitative information in relation to the Section 75 categories. Both EQIA s reviewed demonstrated concern about contracting out services and both concluded that the contracting authority must be mindful of in their application of procurement policy in this event and that a review should be made once a decision to contract out has been made. The latest guidance published by the Equality Commission and CPD which will impact NITHC/Translink Procurement Policy was also reviewed. The Equality of Opportunity and Sustainable Development in Public Sector Procurement ISBN: was published in May 2008 after public consultation led by the Equality Commission and states the following: The approved guidance contains a number of case studies and procurement process models which will be helpful to equality and procurement practitioners across the public sector to enable them to deliver equality opportunity in sustainable procurement. (The Equality of Opportunity and Sustainable Development in Public Sector Procurement ISBN: , preface, 2008) This guidance which NITHC/Translink will try to incorporate into the procurement processes makes reference to Section 75 on many occasions and points out that decision makers and practitioners within public authorities should be active in seeking out opportunities to promote equality of opportunity and sustainable development.

13 The document also highlights that there may be a need in the procurement process to screen procurement decisions and if required conduct equality impact assessments if these decisions could change policy for the purposes of Section 75. The document illustrates the stages when screening could occur. An extracted table from the document is shown below.

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15 All the above documents which were reviewed make reference to the Special Contracts Arrangement Scheme which according to The Equality of Opportunity and Sustainable Development in Public Sector Procurement ISBN: , pg 28, 2008 are designed to help workshops for disabled people to compete for public contracts. It applies only to contracts below the threshold level for EU rules. The point of contact for the Online Supported Business Directory website was contacted in June 2008 in relation to contact information which they may have had listed for supported businesses in Northern Ireland as a step to evaluate the level of support that may be given to this type of business in Northern Ireland but by the publication date of this report a response was yet to be received. The Online Supported Business Directory which is sponsored by JobCentreplus, and spearheaded by the Department of Work and Pensions, Remploy, GMB, the Office of Government and Commerce, and the British Association of Supported Employment to bridge the gap between Government procurers and disabled people This new service has been developed to support changes in the EU Public Sector and Utilities Directives, which now allow procurement officials in Central, Regional, and Local Government and wider public authorities the scope to reserve and place public procurement contracts for supported factories and businesses, where over 50% of the workforce have a disability. The website provides easily accessible information on the vast range of quality products and services supported factories and businesses can provide to the public sector. Supported businesses will be able to register online and provide details of the type of products and services they offer (Online Supported Business Directory Website about us section June 2008) The Qualitative data which is demonstrated above in this report was located in relation to general information about suppliers and potential suppliers in relation to Section 75 and procurement policies. However it was not possible during the research phase to find any qualitative data on specifically the 9 Section 75 categories bar what has been listed above for the category of disability in relation to procurement policy.

16 As a consequence NITHC/Translink conducted an informal consultation in relation to the procurement strategy and placed the documentation on the Translink website at This informal consultation consisted of contacting the organisations listed below and requesting their preliminary views on any issues which the policy may cause for those within the Section 75 categories (the letter issued is listed for reference in Annex 2). Age Concern Carers Northern Ireland Coalition on Sexual Orientation Disability Action Gingerbread Northern Ireland Mencap Northern Ireland Council for Ethnic Minorities Women s Resource & Development Agency Northern Ireland Council for Voluntary Action Committee on the Administration of Justice Confederation of British Industry (CBI) Northern Ireland Institute of Directors Federation of Small Businesses One response was received during the informal consultation. The response stated in the suggestions box; Disabled people obviously have a number of difficulties with access difficulties with access not only to stations and vehicles but also with access to information and forms of communication When asked how to make the consultation process easier the response went on to state; We suggest you hold a focus group of disabled people to hear directly from them their experiences. NITHC/Translink appreciates the time taken to complete the above response the issue. NITHC/Translink acknowledges that ease of access to information is important and currently

17 instructions on how to tender for Translink business and all of our Tendered work can be viewed on our website and from the Central Procurement Directorate website. NITHC/Translink have also standardised and reduced waste in our tendering processes e.g. we now operate a efficient Pre Qualification system and aligned tender documents with the Lead Centre of Procurement Expertise in Northern Ireland; the Central Procurement Directorate. Translink have been very pro-active with the Central Procurement Directorate in the area of e-sourcing and are in talks with the Central Procurement Directorate to establish this web portal. Translink Purchasing Department are set to start running a trial project in October With regards to access to stations and vehicles this is outside the scope of this EQIA. NITHC/Translink would be willing to consider a focus group if deemed necessary during formal consultation for those in this category who wish to Tender for NITHC/Translink contract work. Assessment of impacts The information collected shows that there are no direct impacts on the 9 categories from the NITHC/Translink procurement policy. The research suggested that their may be an effect if large outsourcing projects were undertaken but this is currently not the case in NITHC/Translink. Therefore the evidence shows that no category appears to be affected differently. Consideration of measures The suggested route is to continue to implement the new guidance The Equality of Opportunity and Sustainable Development in Public Sector Procurement ISBN: This ongoing implementation will also require detailed procurement practitioner training to enable NITHC/Translink to maximise the benefits that can be obtained from the guidance. Measures such as screening (and if necessary EQIA) for large individual procurement decisions should also be considered in the future were appropriate and in line

18 with the guidance. NITHC/Translink will also continue to review and implement best practice guidance produced by the Central Procurement Directorate were appropriate. Monitoring Translink will also approach DFP to obtain monitoring information from DFP on their Public Procurement Policy of which Translink follows. In the future it is hoped that Translink will be in a position to monitor the 9 categories efficiently but this efficient monitoring can only be achieved once an electronic porthole is utilized by Translink and its suppliers. Translink are due to commence trials in October 2008 on electronic tendering in which it is anticipated that such statistical collection and reporting will be collected due to the supplier registration process. Conclusion NITHC/Translink is committed to Section 75 of the Northern Ireland Act 1998 and we view it as important to ensure that the 9 categories are not adversely impacted by our procurement policy. NITHC/Translink did not find as a result of this investigation that any of the 9 Categories listed in Section 75 have been affected by the NITHC/Translink Procurement Policy. Decision and publication The outcomes of this EQIA will be published and posted on the Translink Website at

19 Annex 1 PROCUREMENT POLICY STATEMENT Citybus Ltd, Northern Ireland Railways Company Ltd and Ulsterbus Ltd, known as Translink, is dedicated to operating a Procurement Management System in accordance with all relevant company, industry and legislative requirements, in order to demonstrate its commitment to the provision of a quality procurement service. This will incorporate: - Timely delivery and value for money - Supplier management - Best procurement and commercial practice - Protection of Translink interests - Full recognition of safety and environmental concerns - Compliance with Specification - Ethical, social and environmental responsibility We will establish mandatory procedures and controls that adhere to all applicable policies and legislation to ensure all holders of delegated procurement authority act within the aims of the Procurement Policy. We will develop stable, long term relationships with key suppliers and at the same time encouragement will be given to appropriate new suppliers in order to maximise the benefit of competitive procurement. Contracts will be awarded to suppliers who meet the specified quality, reliability and safety requirements that represent the best overall value to Translink. These will be based on 'whole life' costs that also consider factors such as technical compliance, operating costs, warranty and product support, inventory and distribution costs, pricing and payment schedules. Holders of Delegated Procurement Authority will be subject to frequent review and audit to verify compliance with the instructions contained in this manual. It is part of the Company s training programme; to ensure that this policy statement is briefed, understood and implemented at all levels within the company. Catherine Mason Group Chief Executive August 2008

20 Policy statement expanded: NITHC/Translink EQIA of Procurement Policy 2008 To ensure compliance with the following regulations and the Procurement Standards listed in order to retain Translink s Status as a Centre of Procurement Expertise all Procurement, tender action and contract placements must be put through & authorised by the Purchasing Department of Translink. Note: The Procurement Standards include guidance on public sector procurement practice, legal aspects and standards required by the Financial Memorandum from DRD. If you are dealing with Construction Procurement it is recommended that Translink staff review and follow were appropriate the DFP Construction Procurement Guide (which can be found at It should be noted that Translink Procurement Standards take precedence over the DFP Construction Procurement Guide save for those areas which are of direct relevance to the Construction Industry only. For the purposes of procurement legislation, NITHC is listed as a Public Utility under the Utilities Contracts Regulations. Translink therefore operate under the Utilities Directive 2004/17/EC via Statutory Instrument 2006 No 6 The Utilities Contracts Regulations 2006 which came into force on the 31 st January The Purchasing Department of Translink achieved the award of Centre of Procurement Expertise (COPE) on the 27 th March 2007 with a letter of commendation from the Director of the Central Procurement Directorate (CPD) on behalf of the Procurement Board for Northern Ireland. Translink Purchasing Department act in accordance when appropriate with the Procurement Policy Guidelines issued by CPD on behalf of the Procurement Board for Northern Ireland. Translink Purchasing Department act in accordance when appropriate with the Department of Finance & Personnel (DFP) Public Procurement Policy May 2002 including the 12 Principles of Public Procurement: 12 Principles of Public Procurement 13. Accountability: Effective mechanisms must be in place in order to enable Departmental Accounting Officers and their equivalents in other public bodies to discharge their personal responsibility on issues of procurement risk and expenditure. 14. Competitive Supply: Procurement should be carried out by competition unless there are convincing reasons to the contrary. 15. Consistency: Suppliers should, all other things being equal, be able to expect the same general procurement policy across the public sector. 16. Effectiveness: Public bodies should meet the commercial, regulatory and socio-economic goals of government in a balanced manner appropriate to the procurement requirement. 17. Efficiency: Procurement processes should be carried out as cost effectively as possible. 18. Fair-dealing:

21 Suppliers should be treated fairly and without unfair discrimination, including protection of commercial confidentiality where required. Public bodies should not impose unnecessary burdens or constraints on suppliers or potential suppliers. 19. Integration: In line with the Executive s policy on joined-up government, procurement policy should pay due regard to the Executive s other economic and social policies, rather than cut across them. 20. Integrity: There should be no corruption or collusion with suppliers or others. 21. Informed decision-making: Public bodies need to base decisions on accurate information and to monitor requirements to ensure that they are being met. 22. Legality: Public bodies must conform to European Community and other legal requirements. 23. Responsiveness: Public bodies should endeavour to meet the aspirations, expectations and needs of the community served by the procurement. 24. Transparency: Public bodies should ensure that there is openness and clarity on procurement policy and its delivery. Strategic Procurement: In accordance with CPD Guidance Note 07/04 on Strategic Procurement Translink should clearly distinguish strategic and routine requirements, adopt contract management strategies appropriate to the nature of the requirement, and ensure that highly skilled and appropriately qualified Purchasing staff are allocated to strategic contracts. Procurement staff should be given the authority to influence all purchasing requirements especially those that are critical to the operation of the contracting authority. They should be encouraged to adopt a proactive and strategic approach to focus their expertise on higher value and more strategically important procurements. It is therefore essential that contracting authorities plan adequately for such procurements and invite their procurement staff into their strategic planning at the earliest opportunity. Procurement best practice dictates that skilled and appropriately trained procurement staff should be involved from the outset to: ensure they have the opportunity to become familiar with the market conditions, in particular the latest technological solutions; identify the risks and develop risk management strategies; assist in defining specifications that at least detail the outputs required from the contractor; and define the evaluation criteria and those to be used to monitor the contractor s performance throughout the contract period. The Translink Executive Team must encourage their Purchasing Department staff to look for new and innovative approaches to improve procurement performance and should provide training and development in this area to build up expertise and ultimately to achieve best value for money on strategic procurements. Development of staff should also include secondment to private sector organisations and through professional bodies which span both the public and private sector. Translink must be able to provide sufficiently detailed management information on procurement to facilitate collaboration and aggregation of spend in the purchase of common

22 goods and services and the development of Agresso to meet this need is key to the Purchasing Departments ability to fulfil their obligations in this area. The Principles of procurement good practice include: Early planning and clearly agree requirements with the Purchasing Department Manage Risks with the Purchasing Department Seek continuous improvement with the Purchasing Department Monitor performance with the Purchasing Department (These principles are detailed in Guidance Note 07/04 on Strategic Procurement.) The principle of competition and the use of rolling contracts: It is the Northern Ireland Executive s policy that the procurement of goods, services and works is based on best value for money principles and all requirements of Translink must be acquired through competition unless there are convincing reasons to the contrary. The use of rolling contracts is not regarded as best practice and nor is it an approved method for Translink procurement. Competition promotes economy, efficiency and effectiveness in public expenditure and is a useful means of ensuring that the market is fully tested. Procurement through competition remains the best way of achieving best value for money and will assist in demonstrating transparency and integrity (CPD Note 03/06). Policy statement update from the NITHC / Translink Financial Memorandum Final version 28/07/06 & its accompanying NITHC Management Statement dated 28th July 2006 (amended Jan 2007) Which guidance takes precedence? The DRD on the 30 th April 2007 states: As the MSFM specifies the financial framework within which NITHC and its operating subsidiaries are required to operate and is intended to encompass inter-alia, finance, performance, accountability and control as well as detailing the conditions which are attached to the supply of public monies to the sponsored body then in my view it should take precedence and be the first port of call for guidance. This puts an onus on PPTD however to ensure that the MSFM is kept under regular review and amended promptly when necessary Competitive Procurement & Value for Money: Translink will always attempt to place contracts on a competitive basis and tenders accepted from suppliers who provided best value for money overall. Proposals for single-tender action

23 will be subject to the approval and prior consent of the Department of Finance and Personnel. Translink with always attempt to gain the best value for money option for works, supplies and services this is the optimum combination of whole life cost and quality (or fitness for purpose) to meet Translink s needs. A commensurate economic appraisal should be applied to all proposals to spend, and this includes a demonstration of the value for money aspects of the proposal. Translink must consider and comply where appropriate to the requirements for Value for Money laid down by CPD guidance notes Value for Money Measurement and Evidencing Best Value for Money. Public / Private Partnerships: Translink shall seek opportunities to enter into Public / Private Partnerships where this would offer better value for money over conventional procurement. Payment of Commercial Debts: Translink shall collect receipts and pay all matured and properly authorised invoices in accordance with contract terms and as provided for in Section 16.3 of Government Accounting Northern Ireland. Translink shall comply with the Late Payment of Commercial Debts (Interest) Act 1998 as amended and supplemented by the Late Payment of Commercial Debts Regulations The 1998 Act permits creditors to claim statutory interest and compensation on late payment of all commercial debts. Further information at DAO (DFP) 12/98 Late Payment of Commercial Debts (Interest) Act 1998 and DAO (DFP) 19/02 Late Payment of Commercial Debts Regulations 2002 contain further information. Capital expenditure: Where it becomes likely that project timings or costs or specifications differ from that for which approval was originally granted, the approval should be re-sought immediately. (Where timing is delayed by 24 months, costs vary by 10% or where there are significant changes to the specification of the project).

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