Community Services Procurement Capability Review Framework

Community Services ProcurementCapability Review FrameworkThe Review process is designed to assess a Public Authority’s ability to undertake best practiceprocurement under the requirements of the Delivering Community Services in Partnership (DCSP)and applicable State Supply Commission Policies. The assessment will provide commentary andrecommendations on the Public Authority’s procurement capability which then informs thedevelopment of a coordinated Direct Agency Support (DAS) strategy for the Public Authority.‘Best Practice’ is defined across five broad pillars of community services procurement competency,namely:• Accountability and Governance;• Planning and Strategy;• Development and Award;• Delivery and Management; and• Maximising Outcomes.Central to all five pillars of best practice procurement is an acknowledgement of the partnershipprinciples and behaviours articulated in the DCSP Policy, and the requirement to consider the needsof citizens at the heart of all processes.Government agencies will be required to demonstrate where applicable, how they are achieving thebest practice dimensions under each of the pillars which incorporate requirements of the DCSP Policyand State Supply Commission Policies.A written response, including evidence, is required from your Public Authority to address criterion;1.1, 1.2, 1.3, 1.4, 11.3, 13.1, 13.2, 13.4, 13.5.PillarBest Practice DimensionsStrategy and AlignmentAccountabilityandGovernance1.1 The community services procurement function is represented on thecorporate executive.1.2 The community services procurement function is aligned with, andsupports the achievement of corporate objectives.1.3 Contractual performance information is reported to the corporateexecutive.1.4 Processes are in place to regularly review ongoing community needs,procurement requirements, strategies and activities.

PillarBest Practice DimensionOwnership and Responsibility2.1 Roles and responsibilities for procurement activities are clearly defined.2.2 Processes are in place to transition through each phase of theprocurement process.2.3 Knowledge management processes are in place to maintain corporateknowledge and ensure continuity.2.4 Guidance is available for staff with procurement responsibility and there isaccess to opportunities for knowledge sharing.Resourcing and DevelopmentAccountabilityandGovernance3.1 Procurement roles are identified in the corporate structure and decisionmaking authority is reflected.3.2 Procurement staff have a detailed understanding of their serviceagreements, providers and users.3.3 Procurement staff are involved in strategy development and forwardprocurement planning.3.4 Career development opportunities exist for procurement staff, and there isaccess to relevant and contemporary training.Documents and Controls4.1 Standard tools and templates are used for all procurement activities.4.2 Records of key decisions and issues are kept, easy to access, and haveintegrity.4.3 Trigger points for key contractual events are identified and recorded.4.4 Record-keeping policy or procedure is in place which reflects relevantinternal policy and legislation.4.5 Financial data is regularly reviewed to ensure the contractual expendituredoes not exceed approved budgets.4.6 Where service providers are required to provide financial reporting, thereis a genuine need for the information and the effort involved for serviceproviders is commensurate with the scale and risk of the serviceagreement.2

PillarBest Practice DimensionStakeholder Management9.1 A planned and structured program is in place for managing stakeholderrelationships.9.2 There is clarity around stakeholder roles and responsibilities.9.3 Stakeholders are informed of key service agreement information andactivities.9.4 Dispute resolution processes are in place to prevent the escalation ofminor issues.Performance ManagementDelivery andManagement10.1 A performance management framework is in place and utilised.10.2 Service provider performance is assessed in accordance with theperformance management framework.10.3 Regular feedback is given to service providers.10.4 Service provider capacity is monitored to protect service continuity.10.5 There is a focus on capturing service provider innovations and knowledge.10.6 Issues are identified in a timely manner and appropriate strategies are putin place to manage risk.Financial Management11.1 Payment Schedules are included in service agreements.11.2 Payments are indexed in accordance with Government policy.11.3 Checks and balances are in place to review, approve and makepayments.11.4 Payments are made in line with the terms and conditions of the serviceagreement.11.5 Extraordinary price variations are executed in accordance with the termsand conditions of the service agreement.11.6 Reporting requirements do not overly rely on complex and onerousfinancial data provided by service providers.Risk Management12.1 There is a risk management strategy in place to address service deliveryfailure.12.2 Processes are in place to identify, monitor and manage risk throughout thelife of the service agreement.5

PillarBest Practice DimensionService Agreement EnhancementMaximisingOutcomes13.1 Continuous improvement is a clear objective and its importance isrecognised as a key contractual outcome.13.2 Governance arrangements support improvements in service delivery.13.3 Processes for service agreement change are well-defined, anddemonstrate probity and accountability in decision-making.13.4 Any material changes to service agreement scope and/or price areundertaken in consultation with the service provider and reflect thepartnership principles of the Delivering Community Services in PartnershipPolicy.13.5 Consideration is given to relevant Government, procurement and agencypolicy prior to implementing any material changes to service agreementscope and/or price.6