DURHAM CONSTABULARY STRATEGY

Transcription

1 DURHAM CONSTABULARY STRATEGY Durham Constabulary Freedom of Information Act Publication Scheme Name of Strategy Strategic Lead ACO Mr Melia Strategy Owner Procurement Strategy Head of Date approved at FMG 13 th May 2008 Life Span August 2008 July 2011 Version Version 2 Protective Marking Publication Scheme Y/N Open Yes 1

2 STRATEGY TEMPLATE SECTION 1: STRATEGIC AIM AND OBJECTIVES The aim of this Strategy is to ensure that high quality goods and services are provided to Durham Constabulary effectively, efficiently and ethically, utilising available resources; to achieve business benefits and efficiency gains. The overarching aim of this strategy will be delivered through successful implementation and measurable improvement of the following objectives; OBJECTIVE 1. Customer Engagement MEASUREMENT Provision of specialist advice in consultation with the customer, and identification of the appropriate procurement solution to deliver efficiencies. Sampling of internal customer satisfaction. Efficiency savings reports. 2. Developing People Professionally qualified and appropriately experienced staff, who will be provided with the appropriate support and development opportunities. PDR process Qualifications achieved by staff 3. Policy and Processes Procurement activity which is transparent and consistent, ensuring the highest standards of probity and accountability. Minimisation of commercial and reputational risk for the Authority through ensuring adherence to internal and external governance and Law. Internal and External Audit Reports. Police Authority reports. Feedback through Force Practitioners Group. Feedback through Agresso User Group. Streamlined Procurement policy and processes. 2

3 OBJECTIVE 4. Collaboration and Partnering Active involvement in collaborative arrangements that deliver efficiencies. Increased working in partnership with existing suppliers and provision of potential suppliers with support, guidance and encouragement in dealing with Durham Constabulary. Increased working with other public authorities, emergency services and the North East Centre of Excellence, to identify appropriate collaboration opportunities, and work towards harmonisation of strategies, procedures and documents. MEASUREMENT Performance indicators for various corporate spend categories. Development of information packs and guides for organisations wishing to supply to the Force. Good practice monitored through the Force Collaboration Matrix and North East Procurement Working Group 5. Systems Development of internal systems and improved management information. Active use of and development of e solutions. Accountability meetings Key Performance Indicators Practitioners Meetings 6. Performance Effective measurement of performance against Key Performance Indicators and a commitment to continual improvement. Accountability meetings Key Performance Indicators 3

4 OBJECTIVE 7. Social Responsibility To ensure that procurement activity supports the Force s Environmental strategy and positively contributes to sustainable development. To ensure that procurement practices support the Force s priorities on equality and diversity Adopt the principles of the Local Government Equality Standard as part of the procurement contracting process MEASUREMENT Relevant Environment Strategy actions monitored through business plans and accountability processes. Introduce and monitor impact assessments in respect of procurement exercises undertaken for the supply of goods and services Introduction of relevant documents and processes Progress in achieving these objectives will be tracked through an action plan which clearly sets out tasks, timescales and lead responsibilities. SECTION 2: PRODUCTION PROCESSES The potential for improvement and maximisation of efficiency gains in procurement practices has been recognised following a number of key government led studies carried out over a period of years. This Strategy is designed to incorporate some of the key themes included in recent Government reports which resulted from these studies, (the Byatt Report on Local Government Procurement and the Gershon Report on delivering efficiencies). In addition it reflects the key principles set out in the ACPO National Procurement Strategy to 2011 which, together with the above reports, all emphasise an over arching aim of securing greater efficiency and Best Value. The Strategy also supports Durham Constabulary s commitment to valuing equality and diversity in the delivery of policing services to the communities of County Durham and Darlington. It will promote procurement practices and policies which contribute to the Constabulary s priorities on equality and diversity, ensuring that all tenderers, contractors and partners are treated equally, and that they themselves operate and comply with an effective equality policy. Durham Constabulary also accepts that as an employer and provider of services to the community, it can have a significant impact upon the environment. This strategy will aim to ensure that in delivering best value, consideration will always be given to selecting products and services that may not always be cheapest in the short term, but which ultimately lead to long term financial gain, less frequent replacement or reduction in waste. 4

5 Finally, this strategy underpins the Organisation s Aiming for Excellence philosophy which is based upon the key principles of; effective leadership at all levels, accountability for performance, role clarity and open communication. These principles, together with the Constabulary s vision and values, ensure continuous improvement of performance in delivering community focused policing. Delivery of this strategy will depend upon successful implementation of a number of key processes and initiatives, including the following: Preparation of an annual Procurement Plan, incorporating all force projects for the following year. Project management of the timescales in the Procurement process, involving all relevant officers for tender specification preparation through to tender evaluation. Identification and use of the appropriate Procurement process for each piece of work, according to its value, e.g. quotation, tender, EU tender. An annual review of contracts, to ensure compliance with all relevant environmental and social responsibility legislation issues. Monitoring of other Force strategies to identify impacts upon delivery of the Procurement Strategy. The Procurement Section to be staffed by experienced Procurement professionals. Review and monitoring of Whole Life Costs for existing and new Contracts. Regular reporting of Procurement activity to the Police Authority, to ensure accountability and transparency. Monitoring and review of Procurement documents, to ensure compliance with the Equality Standard. Participation in benchmarking exercises, with other forces and organisations, to ensure the best practice is identified and adopted where possible. DATE CONSULTATION 01/08 03/08 03/08 03/08 03/08 03/08 Internal Stakeholders Business Support Group Force Diversity Officer Head of Financial Services DFSA DGSN BAPA LEAD RESPONSIBILITY Mr R Moor 5

6 04/08 02/08 Force Management Group Members Corporate Development Strategy Support External Stakeholders Police Authority North East Centre of Excellence Mr R Moor / Ms A Dodds Ms A Dodds/Ms G Porter Mr R Moor Compliance tests have been undertaken as detailed below. The FOI and Data Protection tests are to be completed advice is being sought from the Information Department. TEST INDICATE COMPLIANCE Implications of the strategy Equality Impact Assessment Compliant Human Rights Compliance test Compliant Police Science and Technology Strategy Compliant Risk assessment (this is risk re compliance Completed issues) Bureaucracy Scrutiny Framework Policy and Compliant Gateway Every Child Matters Completed Freedom of Information Not yet completed Data Protection SECTION 3: CORRELATION WITH PRIORITIES Please indicate which priorities are relevant to the strategy. STRATEGIC POLICING PRIORITIES RELEVANCE (Y/N) SPP Priority 6: The tougher financial settlement for Yes the CSR period requires both police authorities and forces to make the best use of resources, with a continuing commitment to achieving significant cashable improvements in efficiency and productivity. The Police Service should see resource management as a core responsibility of delivering sustainable improvement. LOCAL POLICING PLAN PRIORITIES Although the objectives do not specifically relate to the individual priorities as detailed below, the benefits of the strategy will enable more efficient financial practices in terms of procurement initiatives which in turn should have a positive impact upon our resources available to deliver the local and force priorities. Make our communities safer through effective Neighbourhood Policing and tackling anti-social behaviour, working in partnership with other agencies. Reduce the harm caused to our communities by organised crime groups. Protect vulnerable people from serious harm e.g. abuse, assault or injury. Reduce the harm to our communities caused by the 6

7 effect of alcohol and drug abuse. FORCE PRIORITIES (OPERATIONAL) Combat terrorism and protect our communities Combat and disrupt organised crime groups Protecting vulnerable people from the risk of serious harm Reduce the harm to communities caused by alcohol and drugs Make communities safer and more cohesive (including NHP and ASB) FORCE PRIORITIES (SUPPORT) Training Data quality and compliance Workforce modernisation Internal and external communication Profiling target groups Implementing appropriate communication channels SECTION 4: CORRELATION WITH CORPORATE PLAN THEMES AND DOMAINS Please indicate which corporate plan themes and delivery areas should benefit as a result of the strategy. Themes & Delivery Areas Indicate relevance (Yes/No) Service Provision Reducing Crime Yes Investigating Crime Yes Promoting Public Safety Yes Providing Assistance Yes Customers and Stakeholders Public Confidence Yes User Satisfaction Yes Fairness and Equality Yes Community Cohesion No People Health, Safety and Welfare Yes Training and Development Yes Retention No Recruitment No Managing a Diverse Workforce Yes Improvement and Efficiency Financial Management Yes Science and Technology Yes 7

8 SECTION 5: STRATEGY HIERARCHY This is a sub strategy of the Financial Strategy. The impact of the Procurement Strategy upon other Force Strategies and initiatives will be identified and managed through the relevant policy and decision making groups, in conjunction with the relevant Strategy and initiative owners. The main impact of the Strategy will be in regard to Financial Management, under the corporate theme of Improvement and Efficiency. However, it also supports the outward facing themes of Service Provision and Customers and Stakeholders. Implementation of the strategy will be in accordance with Force Financial Instructions, Standing Orders, National and EU law. SECTION 6: CORPORATE DELIVERY AND ACCOUNTABILITY FUNCTIONS Each year a programme of key tasks and priorities will be outlined in the Department Business Plan and support Work Plan. These tasks will be performance managed to ensure development of procurement activity in support of this strategy; Use of relevant key performance indicators relating to the work undertaken by the Procurement Section. Efficiency saving targets to be set each financial year, monitored on a regular basis. The extent of collaboration with other Forces, Emergency Services and Local Authorities will be monitored by the Corporate Development Business Change Branch. SPIs, KPIs, INSPECTION REQUIREMENTS AND AREA/DEPARTMENTAL RESPONSIBILITIES Please indicate which statutory performance indicators which are expected to show an improvement as a result of the successful delivery of the strategy. STATUTORY PERFORMANCE INDICATORS LINK TO STRATEGIC OBJECTIVE (as detailed in section one) Organisational Management Delivery of cashable efficiency All targets Police collaboration All Business processes All Police Use of Resources All 8

9 The following table details the key performance indicators which have been identified as a means of measuring progress of the strategy. KPIs still being considered, some of which will be identified as part of the action plan as the strategy progresses. KPI LINK TO STRATEGIC OBJECTIVE BASELINE TARGET There are no relevant partnership indicators identified at present. This will be monitored during the lifetime of the strategy and any emerging indicators will be added as appropriate. PARTNERSHIP INDICATOR LINK TO STRATEGIC OBJECTIVE (as detailed in section one) Any identified inspection regimes should be included within this section. INSPECTION SUBJECT METHODOLOGY AREA/ DEPT FREQUENCY PROGRAMME BOARD PROJECT Service Support and Infrastructure E-Procurement Project 9

10 SECTION 7: AREA AND DEPARTMENTAL RESPONSIBILITY This section lists the areas and departments who have a responsibility for delivery of the strategy with the relevant number of SPIs etc. AREA/DEPT SPI KPI INSP ACTIONS 4 42 Financial Services 6 Corporate Development 2 Personnel and 4 Development IS & T 2 All other Areas/Departments 1 SECTION 8: PARTNERSHIP INVOLVEMENT Collaboration opportunities will be considered when appropriate. Centres of excellence are providing a focus on developing collaborative working across the region and with regional forces. In addition, the revised ACPO National Procurement Strategy will drive greater collaboration between forces on a national and regional basis. This strategy also seeks to create partnerships with suppliers through improved supplier engagement, including the Third Sector (voluntary and community sector), to deliver efficiency savings, environmental and ethical benefits. SECTION 9: ADDITIONAL RESOURCE REQUIREMENTS Although some additional requirements have been identified it is not possible to estimate costs at this point in time. FINANCIAL COST YR 1 YR 2 Yr 3 TOTAL COST External training for specification writing no details of cost available yet Impact assessment training HUMAN RESOURCES None at the outset however a potential resourcing risk has been identified IT REQUIREMENTS Nothing identified ESTATE REQUIREMENTS Nothing identified 10

11 SECTION 10: BUSINESS BENEFITS Benefits Outputs: Ongoing savings towards the Force Efficiency savings target. Increased capital and revenue savings ongoing procurement efficiency savings. Improved accountability and internal control Cost reduction within the procure to pay process through utilisation of e- procurement. Direct savings through increased competition and supplier performance monitoring. Process improvement and efficiencies (cashable and non cashable). Outcomes: Improved training and skills of Managers and Procurement staff Benefits to customers A more informed client with a greater understanding of procurement processes and financial instructions. Greater resilience through collaboration and upstream, analysis of key suppliers. Consideration of whole life costs including cost of disposal or recycling. The improvements to corporate procurement of goods and services to within this strategy support the majority of delivery areas and corporate themes for the Force. Streamlined procure to pay process. SECTION 11: POTENTIAL EFFICIENCY GAINS Efficiency savings will be an outcome of the strategy and forwarded to CDD as the strategy progresses. EFFICIENCY DETAIL E procurement should provide the biggest saving Purchase cards 11

12 SECTION 12: RISK ASSESSMENT REF. NO. DATE: 1 ST May 2008 RISK TITLE: Lack of Resources to Implement the Procurement Strategy RISK OWNER: Head of FURTHER DETAILS: The new procurement strategy is intended to deliver a series of improvements in the procurement of goods and services by Durham Constabulary during the period August 2008 and July 20. The strategy will be implemented through a comprehensive action plan and managed through the established business planning and performance management frameworks. The action plan necessarily places the vast majority of responsibility for implementation onto the Procurement Manager and Procurement Officer. As these members of staff are already hard pressed to meet day to day commitments of their roles, there risk of failure to deliver the strategy leading to loss of efficiency improvements poor service delivery to the force and lost efficiency savings. This will lead to adverse HMIC inspection grading and lost financial savings to the Force CORPORATE THEMES: Improvement and Efficiency Risk Rating Assume no controls Impact 2 Likelihood 3 Risk M6 Current Controls to Manage Risk Business planning and accountability process Impact 2 Likelihood 3 Risk M6 Additional Measures proposed to improve management of risk Responsible person Timescale for Completion As the strategy plan is implemented, there may be a justifiable business case for an additional post within procurement, which would be self financing and also generate additional efficiency saving savings for the force. Impact 1 Likelihood 2 Risk L3 Updates re: Proposed Improvements Form completed by: R. Moor 12

13 SECTION 13: FORMAL APPROVAL THIS STRATEGY IS SUBMITTED TO FORCE MANAGEMENT GROUP FOR APPROVAL ON 13 th May 2008 SECTION 14: PUBLICATION Internet Intranet Neither SECTION 1: STRATEGIC AIM AND all OBJECTIVES SECTION 2: PRODUCTION all PROCESSES SECTION 3: CORRELATION WITH all PRIORITIES SECTION 4: CORRELATION WITH all CORPORATE PLAN THEMES AND DOMAINS SECTION 5: STRATEGY all HIERARCHY SECTION 6: CORPORATE yes DELIVERY AND ACCOUNTABILITY FUNCTIONS SECTION 7: AREA AND yes DEPARTMENTAL RESPONSIBILITY SECTION 8: PARTNERSHIP yes INVOLVEMENT SECTION 9: ADDITIONAL yes RESOURCE REQUIREMENTS SECTION 10: BUSINESS BENEFITS yes SECTION 11: POTENTIAL yes EFFICIENCY GAINS SECTION 12: RISK ASSESSMENT yes SECTION 13: FORMAL APPROVAL all SECTION 14: PUBLICATION yes SECTION 15: STRATEGY AUTHOR yes SECTION 16: ACTION PLAN yes SECTION 15: STRATEGY AUTHOR Strategy Authors:- Roy Moor, Head of Eric Hopper, Procurement Manager SECTION 16: ACTION PLAN The following pages outline the specific actions for the strategy. These actions will be included within business plans for progression and accountability purposes. Each action has a start and end timescale attached to it as well as a priority status. 13

14 ACTION PLAN STRATEGIC OBJECTIVE: - Theme 1 Customer Engagement PROVISION OF SPECIALIST ADVICE TO THE CUSTOMER IN ORDER TO IDENTIFY THE APPROPRIATE PROCUREMENT SOLUTION. ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE April - June 2010 Establish the level of knowledge and understanding of key customers through structured interviews. Identify gaps in knowledge, understanding and awareness of the procurement process. Develop and implement appropriate solutions to increase knowledge and awareness of the procurement process. Develop customer satisfaction survey through the use of the Intranet July Sept Jun - July UPDATE REQUIREMENT M M H PRIORITY STATUS 14

15 STRATEGIC OBJECTIVE: - Theme 2 Developing People TO ENSURE THERE IS A STRUCTURED APPROACH TO EDUCATION, TRAINING AND DEVELOPMENT IN ORDER FOR PROCUREMENT STAFF TO ACHIEVE NATIONALLY RECOGNISED PROCUREMENT QUALIFICATIONS. ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE Provide procurement staff with the appropriate Lifetime of support and development opportunities strategy Regular monitoring of staff education, training Lifetime of and development via PDR and performance strategy management processes. Participate in the work of the North East Regional Procurement Working Party (NERPWP) training and development programme. Participate where appropriate in the work of North East Centre of Excellence (NECE) Capacity and Skills programme. Lifetime of strategy Lifetime of strategy UPDATE REQUIREMENT Yearly Yearly L L PRIORITY STATUS 15

16 STRATEGIC OBJECTIVE: - Theme 3 Policy and Processes MINIMISATION OF RISK OF SERVICE DISRUPTION BY ENSURING CONTINUITY OF SUPPLY OF CRITICAL GOODS AND SERVICES. ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE April June Ensure Business Continuity Management is incorporated into all procurement tender and evaluation documentation. Include the use of supplier references and feedback relating to Business Continuity to assist the evaluation process, minimising possible risks to Durham Constabulary Jan March 2010 UPDATE REQUIREMENT 6 monthly H 6 monthly M PRIORITY STATUS 16

17 STRATEGIC OBJECTIVE: - Theme 3 Policy and Processes STREAMLINED PROCUREMENT POLICY AND PROCESSES FACILITATING PROCUREMENT ACTIVITY WHICH IS TRANSPARENT, CONSISTENT AND WHICH ENSURES THE HIGHEST STANDARDS OF PROBITY AND ACCOUNTABILITY ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE Review and revise procurement documents, April July procedures and controls to include new tender thresholds. Review and revise all tender documentation. April Sept Develop a standard Procurement Request form, to initiate a tender process, for use on the Intranet. Undertake a review of the existing process map for the procurement process, to implement efficiency and process improvements where appropriate. Undertake a process mapping exercise for the purchasing card process. Sept - Dec April July April July UPDATE REQUIREMENT 6 monthly H 6 monthly H M M H PRIORITY STATUS Consider the adoption of the standardised Police Service tender documentation for all procurement. Identify and adopt best practice amongst other Police Forces to develop a Procurement Toolkit/Guide, for use by all levels of staff Lifetime of strategy Sept Dec M M 17

18 involved in Procurement activity 18

19 STRATEGIC OBJECTIVE: - Theme 4 Collaboration and Partnering ACTIVE INVOLVEMENT IN COLLABORATIVE ARRANGEMENTS TO IMPROVE EFFICIENCY AND EFFECTIVENESS OF SERVICE PROVISION. ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE Identify and maintain a full list of contracts April June across the Force Identify and periodically review the full list of Lifetime of contracts on a national and regional basis. strategy Identify and utilise areas for collaboration. Lifetime of strategy Identify non-pay spend by supplier and category April June Identify the level of spend against the current April June and proposed tender threshold levels Identify whether the spend shown within the previous two actions was from existing contracts April June UPDATE REQUIREMENT H 6 monthly M 6 monthly M H H H PRIORITY STATUS 19

20 STRATEGIC OBJECTIVE: - Theme 4 Collaboration and Partnering INCREASED WORKING IN PARTNERSHIP WITH EXISTING SUPPLIERS AND PROVISION OF POTENTIAL SUPPLIERS WITH SUPPORT, GUIDANCE AND ENCOURAGEMENT IN DEALING WITH DURHAM CONSTABULARY. ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE UPDATE REQUIREMENT Research other Forces supplier engagement Apr. 6 monthly M methods and materials Develop Supplier information Pack May 6 monthly M Apr. 10 Development of How to do Business with Apr. 6 monthly M Durham Constabulary Guide Apr. 10 The adoption of harmonised Police Service Lifetime of 6 monthly M tender documentation to be used for all strategy procurement across the Service. PRIORITY STATUS 20

21 STRATEGIC OBJECTIVE: - Theme 5 E-Procurement Systems TO UTILISE E-PROCUREMENT, WHERE APPROPRIATE, TO SUPPORT THE AIMS OF THE PROCUREMENT STRATEGY THEREBY IMPROVING EFFECTIVENESS AND EFFICIENCY OF THE PROCUREMENT FUNCTION ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE and Apr IS & T Mar Internet and Intranet Development - Develop with IS & IT the internal facing website providing staff support and guidance Internet and Intranet Development - Develop with CDD the external facing website providing procurement support and guidance for the Business Community Purchase Cards - In conjunction with Phase 2 of Agresso implementation identify and assess the opportunity to roll out the current purchase card scheme throughout the Force. Purchase Cards - After completion of the above action, where appropriate, implement the use of purchase cards throughout the Force. Purchase Cards - Measure and review the value achieved from the implementation of the purchase cards Electronic Tendering and Quotations - To embed the Blue Light electronic tendering and quotation system within the Procurement Team of Durham Constabulary. and CDD and Finance Dept and Finance Dept and Finance Dept Apr Mar 2011 May July July Sept. May Jan Oct Mar 2010 UPDATE REQUIREMENT Yearly Yearly L L H H H M PRIORITY STATUS 21

22 Electronic Tendering and Quotations - Measure and review the value achieved from the use of the implementation of the electronic tendering and quotation system. Electronic Marketplace - Maintain awareness of developments both within the police service and the business community in respect of electronic marketplace. April June 2010 Lifetime of strategy Yearly M L 22

23 STRATEGIC OBJECTIVE: - Theme 6 Performance EFFECTIVE MEASUREMENT OF PERFORMANCE AGAINST KEY PERFORMANCE INDICATORS AND A COMMITMENT TO CONTINUAL IMPROVEMENT ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE June Aug Review current key performance indicators to establish their validity with the Region and the Force s Executive Consider and develop a performance indicator suite, taking into account the needs of internal customers and external inspection requirements. Aug Oct UPDATE REQUIREMENT H H PRIORITY STATUS Provide regular reports to the Police Authority identifying outcomes and performance update Lifetime of Strategy M 23

24 STRATEGIC OBJECTIVE: - Theme 7 Social Responsibility TO ENSURE THAT PROCUREMENT ACTIVITY SUPPORTS THE FORCE S ENVIRONMENTAL STRATEGY AND POSTIVELY CONTRIBUTES TOWARDS SUSTAINABLE DEVELOPMENT. ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE April 2010 Mar 2011 To increase procurement staff awareness of the principles of sustainability by encouraging attendance at appropriate events. To ensure there is a clear link between the Procurement Team and key customers (through the Business Support Group) to promote and encourage sustainable procurement by development of appropriate guidance. Develop a corporate approach to specification writing and contract award criteria ensuring whole life costs and benefits to the project are captured. Procurement Manager to identify specification writing training for appropriate staff across the force. All areas and departments to identify and inform the force Procurement Manager of appropriate staff to be trained in specification writing. April 2010 Mar 2011 April 2010 Mar 2011 Jun. Sept. ALL areas and departments Jun. Sept. UPDATE REQUIREMENT 6 monthly L 6 monthly L M M M PRIORITY STATUS 24

25 STRATEGIC OBJECTIVE: - Theme 7 Social Responsibility TO ENSURE THE FORCE S PROCUREMENT PRACTICES SUPPORT THE FORCE S PRIORITIES ON EQUALITY AND DIVERSITY ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE Procurement Manager to identify impact Apr 2010 assessment training for procurement staff Mar 2011 Procurement staff to undertake appropriate Apr 2010 Impact Assessment training with regard to the Mar 2011 six strands of diversity. Develop and implement appropriate templates for use when undertaking impact assessments. Apr 2010 Mar 2011 UPDATE REQUIREMENT M M M PRIORITY STATUS 25

26 STRATEGIC OBJECTIVE: - Theme 7 Social Responsibility ADOPT THE PRINCIPALS OF THE LOCAL GOVERNMENT EQUALITIES STANDARD AS PART OF THE PROCUREMENT CONTRACTING PROCESS ACTION AREA/DEPT RESPONSIBILITY DELIVERY TIMESCALE Aug 08 Nov. 08????? Amend tender documentation to include approved questions as prescribed by he Secretary of State in respect of the Local Govt. Act 1988 Business Support Dept and Personnel and Development to produce a Durham Constabulary Equalities Standard based upon two levels and implement into tender procedures Personnel and Development Aug. 08- Jun.????? UPDATE REQUIREMENT H H PRIORITY STATUS 26