|Council objective||Implications for procurement|
|Consultation will be used in order to consider priorities and performance targets.||Contracts, partnership agreements and other forms of agreement will contain performance targets and will contain agreement as to how performance is to be measured and monitored. Advice from appropriate sources may be required e.g. consultants.|
|The Council will ask basic and challenging questions as part of each Service Review including “who can best provide the service?”.||Procurement decisions will have to take account of a variety of factors which will lead to identification of the best value option, including market research. The Council’s Guidance on the Conduct of fundamental Service reviews must contain adequate and clear guidance.|
|The Council will work with Social Services, the health authorities and the voluntary sector to provide better co-ordinated service delivery and to improve services.||Procurement decisions need to encompass co-ordination issues, and contract documents and agreements need to specify requirements whilst protecting the interests of the Council.|
|Council homes will continue to be repaired promptly and to a good standard.||Contracts and purchasing decisions need to take account of quality as well as price, but must also take account of legal liabilities.|
|Waverley’s LA21 Strategy sets out sustainability-related policies, including environmental, social and economic factors to be considered when making decisions, looking at procurement from the “whole life” perspective.||Procurement decisions must include consideration of environmental, social and economic implications throughout the whole life of the project. Products acquired should be looked at in terms of “the cradle to the grave”, taking account not just price but efficiency e.g. energy efficiency.|
Procurement decisions and documentation must reflect the Council’s targets.
|Services will be improved or costs reduced where studies show that service or financial benefits can be achieved.||Procurement decisions must pay regard to the future impact upon the Council’s budget and give the best value solution, taking into account of any efficiency savings targets.|
|The Council will improve practice in procurement and contract management so as to obtain value for money from its suppliers and service providers.||Procurement practice needs to keep abreast of current developments and needs to be realistic and practical. It should provide scope to act in emergencies in ways commensurate with how the Council’s private sector contractors operate.|
Best practice in procurement and contract management must be applied consistently with adequate back-up in the form of training, and advice from Legal Services and Internal Audit.
Contract documentation must be clear, and standardised specifications and contract conditions should be used which provide for monitoring and management by the Council during the currency of the contract.
|The Council will review, reassess and evaluate regularly its property portfolio.||Property acquisitions and disposals, together with contracts for building/alterations, need to take account of the effect upon the Council’s finances.|