The implementation of this policy is in accordance with the University’s core values, which are to be:

• Ethical
• Respectful
• Transparent
• Inclusive and fair
• Challenging
• Confident
• Collaborative
• Professional

The Policy commits the University, and every individual involved in procurement and supply management processes within the organisation, to use their best endeavours to ensure that procurement and contracting activities are:

- Legal

- Accountable and auditable

- Ethically, environmentally and socially responsible

- Economically effective

- Open to continuous improvement and development, in particular by training, development and support.

University staff who fail to adhere to the terms of this policy may be subject to disciplinary action, up to and including dismissal.

Purpose and Application

This Procurement Policy applies to and binds all Governors, Directors, Managers and Employees of the University of Wolverhampton (‘the University’) in any situation where they are involved in a Procurement process, whether as requisitioners or specifiers, purchasers or negotiators, or those who validate or authorise payment. Adherence to the Procurement Policy is both an individual and corporate/institution responsibility.

Being a body governed by Public Law, the University must ensure, for all purchasing activity and procedures, compliance with the Public Contracts Regulations 2015 (PCR15, as amended). The PCR 2015 are derived from EU law and enacted into English law. This means that following the UK’s exit from the EU in December 2020, PCR15 continue to apply but with some amendments.

The principles of public procurement remain applicable, with the main difference since Brexit being where Contracting Authorities (in this case the University) are required to advertise tendering opportunities. Opportunities exceeding particular thresholds were previously required to be published in the Official Journal of the European Union (OJEU) to ensure cross-border interest. This is no longer mandated in law, however there is a new requirement for Contracting Authorities to publish on the UK’s Find a Tender Service (FTS), and Contracts Finder websites.

It remains optional for Contracting Authorities to publish opportunities in OJEU where they are seeking to maximise exposure. In addition, some externally funded projects (such as ESIF) still require the Contracting Authority to publish in OJEU as a condition of securing the funding they provide.

When contracts are awarded, Contracting Authorities are required to publish an Award Notice. These notices are publicly accessible, and their purpose is to inform the market which organisation(s) has been awarded the contract. This is to aid transparency and also to assist organisations who may be seeking sub-contracting/other opportunities.

The PCR 2015 (as amended) also mandate specific timescales for some elements of certain procurement processes. Further information can be provided by the Procurement Lead depending on the specification and circumstances of the requirements.

Value for money is central to the University’s Procurement Policy and Strategy, as is efficiency and effectiveness of spend activity, and will be attained by:

- Ensuring the procurement process delivers the most economically advantageous results in terms of cost, quality and student benefits (supporting the Teaching Excellence and Student Outcomes Framework (TEF)
- Maximising influenceable spend by monitoring spend against thresholds
- Ensuring that appropriate procurement routes are available for all spend activities
- Managing the supplier base on Agresso and cleansing the data at the start of each academic year to remove suppliers who have not been used in the previous two years
- Ensuring that Contracts for common use items are easily accessible, avoiding duplication of effort and gaining maximum benefit from the University’s purchasing power
- Providing clear guidance through a high quality website and ensuring regular communications on the activities of Procurement and the procedures required for the various activities
- Ensuring all high value and strategic procurement projects (in-line with the University’s Procurement Thresholds) involve timely consultation between the Stakeholder and Procurement
- Providing management information where appropriate, internally and externally, in a timely manner and in accordance with legislation.

The Procurement Team commits to the University Core Values, whilst also adhering to the six Principles of Procurement embedded within Public Procurement Regulations.

Procurement activities must also comply with the Chartered Institute of Procurement and Supply (CIPS) Code of Conduct in all aspects.

- Enhance and Protect the Standing of the profession
- Maintain the highest standard of integrity in all business relationships
- Promote the eradication of unethical business practices
- Enhance the proficiency and stature of the profession
- Ensure full compliance with laws and regulations

Fundamental to the Procurement Team’s ethical conduct is working to eradicate unethical business practices including bribery, fraud, corruption and human rights abuses, such as modern slavery and child labour. A Supplier Code of Conduct has been developed using the Crown Commercial Service documentation as a guide. This is held on the Procurement webpages and referenced in Tender documentation.

Procurement processes must seek to protect the interests of the University by ensuring that all conflicts of interest are identified and acted upon. Stakeholders who are involved in tender processes undertaken by Procurement are requested to complete a Declaration of Interest form in relation to the potential tenderers. The stakeholder must also advise if a conflict arises following the notification of final respondents. In addition, tenderers are requested to declare any conflict of interest with the University as part of their tender submission.

The Procurement Team will not only undertake the University’s Mandatory training but also the specific Higher Education Purchasing Academy (HEPA) training when relevant.

Analysis of Procurement Spend Data

The University non-pay spend is circa £50M with most spend activity via the Agresso system. The use of Payment Cards for lower value activity is also in place, thus making the process more efficient.

In accordance with the University’s Strategic Plan, Procurement aim to build stronger relationships with Suppliers through various mechanisms. These include regular ‘Meet the Buyer’ events which will ensure that potential suppliers have the opportunity to liaise with Procurement face-to-face (these sessions can be held in person or virtually as necessary). Tender opportunities are advertised on Contracts Finder, BravoSolution (Jaggaer), Find it in the Black Country and Find a Tender Service/OJEU (when relevant). The Procurement ‘Twitter’ account (@WLVProcurement) is also used to notify the market of tender opportunities.

For simplification of processes and in accordance with PCR15, e-tendering activities utilise an e- tendering portal (BravoSolution/Jaggaer), this provides ease of use for the Procurement team and also for Tenderers.

Business Review/Contract Review meetings are held regularly in accordance with the requirements of the category/product/service and led by the appropriate Procurement Lead.

The Procurement Team has a Category Management structure; this provides one point of contact for Customers and a knowledgeable team in relation to their category area. In addition, the team has regular meetings with Faculty representatives providing ad hoc support and guidance with the Head of Procurement meeting regularly with Faculty Deans and Directors to identify overarching Procurement requirements.

Quarterly ‘Procurement News’ is emailed to all staff concerning movements and updates from the Procurement Team, including student and graduate benefits, number of contracts awarded, value of savings, contract award communications and key activities. A ‘Procurement Insights’ flyer is included in all Corporate Induction Packs for new starters and provides an overview of Procurement, contact details for the team and details of the Procurement thresholds; this is also available to download from the Procurement intranet pages. In addition, Procurement deliver a short presentation at the monthly Corporate Inductions.
For more in-depth information ‘Procurement Awareness Sessions’ have been launched to provide summary overviews of the Procurement function, processes and thresholds. These sessions are open to all staff who require further detail about compliance with Procurement processes.

Prior to a renewal, large or complex Tender activity being carried out, Procurement complete a Category Strategy/Project Initiation Document, which includes details of the current contract, market research, supplier development, spend analysis, sustainability impacts and recommendations for the procurement process. It is the responsibility of the Procurement Lead to run and manage the tender process, including award and implementation meetings with the successful Supplier, along with ongoing spend reviews.

Operationally the Contracts are managed by the key stakeholders. Contract Management for Contracts awarded via Procurement is led by the Procurement Lead, ensuring involvement with the key stakeholders and regular discussions with the Suppliers. Business Review/Contract Review meetings are held at intervals suited to the nature of the Contract and involve the Procurement Lead where appropriate.

Where external Frameworks are in place, i.e. established by a third party consortia organisation, the Procurement Lead often has the opportunity to be involved in structuring specifications with the national Consortia working party.

High Value contracts such as Capital investment and/or Estates related projects are usually represented by either the Head of Procurement or Procurement Manager in addition to critical Project Board Meetings.

The structure of the Procurement Team, and building stronger internal relationships throughout the University, has provided the University with enhanced value for money from the procurement service.

With Procurement displaying a greater presence in the University, the team is able to influence a broader range of Tender activity. There are also possibilities to negotiate with Suppliers prior to awarding the business, dependant on the tender process and spend threshold. Also during the lifetime of the Contract, Suppliers are tasked with bringing innovation by way of: streamlining processes, improving usage of core items and reducing off-contract spend, in addition to providing benefits to students/gradates and supporting the TEF.

Controls are in place for reviewing off-contract spend, monitoring payment card activities and complying with legislation. Furthermore, the Procurement Team is committed to developing the management of Supplier relationships in addition to growing those within the existing Customer base.

Public Sector procurement in the UK is required to achieve value for money and is governed by the public procurement rules to ensure that it is fair and open. In order to achieve value for money, the University must also consider environmental, social and economic (ESE) impacts within Procurement processes, and utilisation of the Contract post award. ESE impacts, along with Equality and Diversity, are included in all tenders, evaluations, contract discussions, general supplier visits and in our student and graduate benefits.

Procurement webpages display a link to the City of Wolverhampton Charter and tender documentation includes questions concerning Supplier commitment to the five Core Principles:

• develop and grow a skilled workforce
• encourage healthy lifestyles and independence
• support more people to be active within their communities
• support business to develop and grow
• support the reduction to the carbon footprint and eliminate unnecessary waste

The Procurement Team continues to meet with various Public Sector bodies, including representatives from the City of Wolverhampton Council, to review Procurement opportunities and secure cross working relationships. The Procurement Team has a strong relationship with its own University Purchasing Consortia (North West University Purchasing Consortium (NWUPC)) for sector support and Framework usage. These relationships will continue to be developed where it is deemed beneficial to University Procurement activity.

The Head of Procurement is the Chair of the Midlands Universities Procurement Group which meets every four months, in addition to being the Midlands Procurement Representative for the Higher Education Purchasing Association (HEPA).

Strategic Situation Analysis

A review of the high level SWOT (Strengths, Weaknesses, Opportunities and Threats) for Procurement at the University provides the following information:

In order to improve the Institution’s procurement capability the Procurement Team must continue to provide regular communications e.g. quarterly 'Procurement News', Procurement awareness sessions, presentations at Faculty/Department events, and training for using Supplier websites e.g. Travel, Stationery etc.

In addition, the Procurement Team will continue to investigate Continued Professional Development opportunities and knowledge of current Legislation and Procurement processes etc. Procurement have access to online e-learning modules via Higher Education Purchasing Academy (HEPA) and the Chartered Institute of Procurement and Supply (CIPS) to support their awareness and provide up- to-date information on relevant areas.

A detailed Procurement Manual covering processes and procedures around Contract advertising, using the Contracts Management Database (via Agresso), creating tenders, thresholds guidance, communications, evaluation processes etc is held on the Procurement central drive. The Procurement Strategy and Policy documentation will continue to be available via the Procurement pages.

Contracts which are processed by the Procurement team recorded on the Contracts Management Database held in Agresso. The objective is to review the Contracts, monitor spend, savings, and compliance through reports, and enable expiry alerts to be pushed from the system to each Procurement Lead for review and action. This provides real time monitoring and allows forecasting of workload to be considered. An output of the Contracts Register is held on the Intranet and also shared externally on the University webpages for Suppliers to be aware of Contract expiry dates and potential tender activities (including potential sub-contracting opportunities).

Procurement continue to utilise BravoSolution/Jaggaer for etendering requirements, this includes a Programme Manager facility providing a workflow for the users and key stages for approval in the system.

Procurement spend visibility continues to be a challenge, as such the reports from Agresso are constantly being reviewed, a process is also in place to assess additional spend via payment card. Procurement hold an overarching version control document to track changes to templates and policy documents as necessary. The version control document continues to be updated as required. This is valuable in monitoring compliance with current legislation and documentation structures.

Key Performance Indicators (KPI’s)

Whilst KPI’s have been in place for some time for Stationery, Workwear and large construction projects, they are being considered for wider roll out where the Contract is appropriate. A central log of the KPI master lists will be stored centrally for use by the Procurement team to continue with this development.

Annually data is provided to HEPA via the Procurement Value Survey. The following indices are monitored and reported on, results are provided in the Procurement Value for Money Report:

HEPA develop an anonymised report from the consolidated returns, which can be located on the HEP website (www.hepa.ac.uk).

There are no exceptions to this policy.

This Policy was approved by the University’s Executive Board on 12 July 2022. The University may change this Policy at any time, and where appropriate. Where a policy is not due for review, but is found to require updating, it will remain published, unless the reasons for review render it obsolete.

For general queries, please contact the University Procurement Team; procurement@wlv.ac.uk
or the Corporate Compliance Team; compliance@wlv.ac.uk, via email.