Politicians and Procurement Don’t Mix!

Some might say that like oil and water, politicians and procurement should never be mixed together, as frequently the outcome can be really messy.

 This year has seen a plethora of ministers and politicians espousing their opinions on procurement-related matters, without, in many instances, any clear understanding of what the implications of their pontificating might be.

 Back in February 2011, David Cameron announced his plans for the Big Society, stating that: “We’re sweeping away ridiculous rules and bureaucracy and seeking to eliminate, for smaller contracts, assessment hurdles at the beginning of the process”, but forgot to confirm that the EU and UK procurement rules would still apply across the board. He further declared: “We need to make the system much more open, competitive and transparent”, forgetting to add that this is exactly what the EU Treaty principles require it to be, before continuing, “wherever possible, we’re going to break up large contracts into smaller elements, so that SMEs can make a bid and get involved”, so long as we aren’t looking at breaching the EU disaggregation laws along the way, one presumes.

 Meanwhile, Cabinet Office Minister Francis Maude initiated an, on the face of it, laudable renegotiation process with major suppliers to central government, pushing for price reductions in contracts. However, did anyone consider that this could be tantamount to Material Contract Variation and in clear breach of the Remedies Directive?

 Come June, we had multiple politicos frothing at the mouth, complaining about Siemens (a German company) stealing British jobs from Bombardier (a Canadian company, incidentally) and promising that it would never happen again, we would be protecting jobs in the UK, etc. Yet again, there appears to be a clear breakdown in their understanding of the EU Treaty, which enshrines the Freedoms; of Establishment; to Provide Services; of Movement of People; and of Movement of Goods; and which provides us with a market which constitutes 40% of our exports. Any form of protectionism would automatically lead to action by the European Commission and a date to visit the Court of Justice of the European Union (CJEU). Indeed, come July we even had a Commons debate where suggestions were made that the National Audit Office should look closely at the procurement exercise, criticism was heaped on the Department for Transport and accusations of parochialism were raised against other EU countries.

 On to September and it was the turn of Labour leader Ed Milliband to suggest that the public sector should look at distinguishing between ethical and non-ethical companies. While the idea of ethical procurement is one to be applauded, the unfortunate reality is that there is a real chance of breaching the EU principles when trying to determine how to procure ethically sourced products and services. Indeed, we have been there already with the well-meaning but flawed ‘Food Miles’ programme. The simple truth is that ethical procurement, without sound policy and detail, can be discriminatory in the extreme.

 And so to October and the latest political foray into the procurement arena, as the Minister of State for Universities and Science, David Willetts, suggested that there is a benefit to be derived by universities when government funding is effectively reduced with additional income now to be derived from student tuition fees. Mr Willetts intimated that, when their direct funding from government is cut to 40%, universities will be exempt from EU procurement rules, since these have a public funding test of 50%.and above. Unfortunately, no consideration seems to have been given to all the other sources of public funding that universities currently receive, such European Regional Development Fund (ERDF) grants, research grants and so forth. Add these back into the equation and suddenly the funding percentage could well rise back over 50%.

 The reality is that, when politicians make pronouncements on procurement issues, their views, although well meaning, can often present a real risk to the public sector and land public procurement with the impossible task of trying to satisfy political aspirations, while remaining compliant with both the European and UK procurement rules.

Posted in Council, Government, Local Government, Procurement, Procurement, PQQ, ITT, Public sector, Remedies Directive, Shared Services, Procurement, Spending Review, Procurement, Contract Management, UK | Leave a comment

Public procurement – leading the way

The public sector is not always the first to embrace innovation but in one area they are racing ahead of the private sector – gender equality.

The Lord Davis report, Women on Boards, made recommendations that the FTSE100 should challenge themselves to increase the proportion of female directors on their boards to 25% by 2015.

The Times recently released its Top 50 Employers for Women which included six public sector employers: the Home Office, Humberside Fire & Rescue Service, Leicestershire Constabulary, Genesis Housing Association, Olympic Delivery Authority and West Midlands Police.

The public sector is learning that diversity is the way forward. In tight financial times such as these it pays to embrace a wide skill-set – the whole really is greater than merely the sum of its parts!

Public sector procurement is setting a good example with female public sector procurement leaders like Karen Bowman, the Director of Procurement and Printing Services for Edinburgh University and Alison Thomas, the Head of Procurement for the Olympic Delivery Authority.

Across all areas of the public sector in the UK, women such Louise Tulett, HM Treasury’s Group Director of Finance, Procurement and Operations and Sheena Evans, Head of Procurement at Thames Valley Police, are operating at the top levels of the procurement industry.

The wider public sector is aware that it cannot rest on its laurels. For instance, in May, the civil service published the senior management diversity targets it aims to reach by 2013. By this date 39% of senior civil service posts – the highest tiers of Whitehall positions – should be held by women  (up from 35.6% in September 2010) with a target of 34% of top management posts to be held by women.

One of the key factors associated with the success of women in business, whether in the public or private sector, is their ability to network.

As social media and more competitive face-to-face conferences become the norm, being able to make a connection and keep asking the right questions is hugely valuable.

The old boys club is outdated, stale and increasingly irrelevant in a modern business world. Women are bringing a fresh perspective to the board.

McKinsey’s global survey, Moving Women to the Top, suggests that women are more likely to show leadership styles that improve organisational performance and address challenging issues.  It also indicated that having three or more women in top management made businesses more organised and more likely to benefit from improved innovation, values and work environment. I can’t imagine a company which wouldn’t profit from being better organised!

However, women often suffer from the ‘double burden’ when it comes to their careers, juggling the roles of primary domestic caregiver and worker.

When Brent Council won the Opportunity Now award for the public sector, they attributed their achievements to their work-life balance initiative. Flexible working gave women a greater chance to contribute and stay in work.

The joy of a model which balances work and home is that it can be open to both men and women, everyone can benefit from it – which is where working smarter not harder pays dividends.

Juggling home and career responsibilities is just one among a number of reasons why there are so many ‘lost women’ who disappear from the workplace after graduate and junior levels. Women often undervalue their skills and are not always as comfortable with self promotion as men.

However, the barriers to women’s advancement in the workplace can be reduced by changing the way we look at mentoring, development, skills and work patterns.

The need for more women to join the higher echelons of the private sector is echoed across Europe where gender quotas loom large over big business. Women resist these (and rightly so) as quotas undermine their success and talents.

Female faces are appearing in the top talent strata of private sector procurement, such as Grace Puma who is Senior Vice President and Chief Procurement Officer at PepsiCo – the largest public company in North America. Barbara Kux holds a similar position at European company Siemens, (also Julia Brown at Kraft Foods, Jean Badershneider at Exxon Mobil or Heather Rodgers at Centrica…) but until seeing women in such prominent roles stops being ‘an unusual case’ and starts being simply the way business is, there is much work to do.

Posted in Gender equality, Innovation, Procurement, Public sector, UK | Tagged , , , , , , , , , , , , , , | Leave a comment

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