corporate procurement plan 2016-2018 · 2.2 corporate procurement plan 2016-2018 ... document...

Approved version. V1.0 January 2016

Tipperary County Council

Corporate Procurement Plan 2016-2018


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Contents

Forward from the Chief Executive ................................................................... 3

1.0 Overview ......................................................................................... 4

1.1 Corporate Procurement Plan ............................................................... 4

1.2 Procurement Reform ........................................................................ 4

1.3 Office of Government Procurement (OGP) .............................................. 4

1.4 Tipperary County Council .................................................................. 4

1.5 Procurement Function – Organisational Structure ...................................... 5

1.6 Procurement and Purchasing ............................................................... 5

2.0 Mission Statement ............................................................................. 6

2.1 Tipperary County Council Corporate Plan 2015-2019................................... 6

2.2 Corporate Procurement Plan 2016-2018.................................................. 6

2.3 Mission Statement ........................................................................... 6

3.0 Analysis .......................................................................................... 7

4.0 Corporate Procurement Plan Objectives ................................................... 10

5.0 Action Plan .................................................................................... 11

6.0 Implementation Plan ......................................................................... 20

7.0 Conclusion ..................................................................................... 20

Table 1 OGP Category Breakdown ................................................................ 21

Appendix 1: Authorised Officers .................................................................... 22

Appendix 2 Procurement Steering Committee ................................................... 23

Acronyms ............................................................................................... 24


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Forward from the Chief Executive This corporate procurement plan sets out Tipperary County Council’s procurement objectives for the period 2016 – 2018. The objectives reflect both national and local procurement policies and priorities. The plan has been prepared in the context of the developing national procurement agenda and the recent merger of ten separate authorities to form Tipperary County Council. As Chief Executive, I am committed to maximising the best possible use of the resources available to our organisation. A fundamental component of this approach is ensuring effective service delivery through compliant, equitable and transparent procurement systems. This plan seeks to deliver on these objectives. Joe MacGrath, Chief Executive, Tipperary County Council


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1.0 Overview

1.1 Corporate Procurement Plan This Corporate Procurement Plan identifies the actions that need to be implemented in order to maintain a professional and compliant procurement function in Tipperary County Council. The plan sets out targets for delivery over the next three years. The procurement objectives will support the efficient and effective delivery of services by Tipperary County Council. This Plan has been prepared in accordance with the Local Government Strategic Procurement Centre (LGSPC) document ‘Guidance for Corporate Plan Procurement Planning in the Local Government Sector’.

1.2 Procurement Reform The Report of the Local Government Efficiency Review Group (2010) highlighted the need for procurement reform to meet changing economic conditions. The Public Sector Reform Plan 2011 requires procurement to achieve better value for money through increased use of centralised procurement frameworks, increased professionalism and more innovative use of technology. In response the CCMA and LGMA resourced the setup of the LGSPC to support the local government sector play a meaningful role in the reform of procurement. The LGSPC will support the development of the procurement function as well as the processes and systems needed to meet new national requirements.

1.3 Office of Government Procurement (OGP) In 2014 the Government established The OGP to implement reform measures. These principally include a transition to greater use of centralised contracts and frameworks by all public bodies. The establishment of the OGP represents a key milestone towards centralised procurement for goods and services for the entire public service; however the procurement of capital works will remain with the contracting authority. The Council, as the contracting authority, remains accountable for all procurement it carries out

The OGP has identified sixteen categories1

of spend and they will lead up the procurement arrangements for eight of them. The Local Government Operational Procurement Centre (LGOPC), based in Kerry County Council, will lead up two categories on behalf of the public sector, i.e. Minor Building Works and Civils and Plant Hire. The other categories are managed by other agencies.

1.4 Tipperary County Council Tipperary County Council was formed in 2014 from the merger of two County Councils, one Borough Council, six Town Councils and a Joint Library Committee. Now the eight largest local authority in the country, the Council is working to ensure it has systems and practices to meet the procurement requirements of an organisation with a significantly larger spend than any of its singular predecessors. Between November 2014 and October

1 See Table 1


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2015, Tipperary County Council spent almost €158m in the delivery of services. €56 million of this spend is covered by the Procurement Directives (€39m Revenue, €17m Capital).

1.5 Procurement Function – Organisational Structure Tipperary County Council operates a primarily decentralised procurement system2

A Chief Executive’s Order lays out the procurement authorisation levels for Authorised Officers

. Procurement and Purchasing authority is delegated to many staff members at directorate, section and district levels. The procurement and purchase of any given product or service would be carried out by multiple staff in multiple sections throughout the organisation. Recent years have brought about some centralisation of the procurement element and this will increase significantly over the next few years. Purchasing remains decentralised.

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The Procurement Officer’s role is mainly strategic; to provide advice and guidance to the Management Team and staff on legislative requirements and to pro-actively engage with the OPG and the LGSPC. To date it has not been operational. In order to meet national requirements and use centralised contracts, the Council had to consider how to match an in-house decentralised approach with an external centralised one. The addition of the Procurement Steering Group (PSG) in mid 2015 was in response to the need to take an organisation-wide view of procurement. This Plan will include actions to expand and clarify the Procurement Officer and PSG roles and responsibilities to meet changing requirements.

. The Chief Executive (CE) has ultimate responsibility to ensure compliant procurement. The CE delegates significant budgetary and procurement responsibilities to each Director of Services. Each Director has the responsibility to ensure that the budget holders, to whom they in turn delegate, take responsibility for the compliant procurement of all goods, services and works for which they authorise spend.

1.6 Procurement and Purchasing In this document, Tipperary County Council broadly considers ‘Procurement’ to describe the array of functions and processes required to source acquire the goods, services and works that it requires to provide services. It includes strategic elements such as Policy & Governance; Budgeting & Planning. It also includes operational elements including Sourcing; Operations; Contract Management, and Requisition to Pay.

‘Purchasing’ is a subset of the overall procurement process. It refers to the transactional process of buying goods and services or engaging a works contractor i.e. raising a purchase order on the Agresso system, receiving the goods and services, receipt of invoice and payment.

2 An outline of the organisational structure is provided in Figure 1.1 3 The limits for approving recommendations or accepting tenders by grade/position in the organisation are contained in Appendix 1.


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2.0 Mission Statement

2.1 Tipperary County Council Corporate Plan 2015-2019 The Tipperary County Council Corporate Plan 2015-2019, provides a strategic framework for Tipperary County Council to deliver its core functions and services. The Vision Statement ‘Tipperary Together – Ambitious for our communities, demanding of ourselves and working to a shared purpose to delivery prosperity across the County’ is supported by three Strategic Statements focusing on developing a Strong Economy; Quality of Life; and a Quality Environment.

2.2 Corporate Procurement Plan 2016-2018

The Council’s procurement of goods, services and works facilitates the development of critical infrastructure, community services and improved environmental quality. This Corporate Procurement Plan sets out how to achieve effective and efficient procurement that will support the Council’s corporate objectives.

2.3 Mission Statement Our mission is ‘to ensure that Tipperary County Council’s procurement function drives and facilitates the sustainable development of the County; operates in accordance with best practice and all legislative standards in public procurement: achieves effective service delivery; best value for money; and accountability and transparency across all functions of the organisation’


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3.0 Analysis

Tipperary County Council was established in June 2014. Ten former authorities were merged into the new Council. The new and substantially larger organisation has significant procurement challenges ahead. It must ensure that the new organisation develops appropriate procurement structures and systems to meet procurement directives and national guideline requirements.

An analysis of the following was undertaken in preparation of this plan

a) Organisational Procurement Objectives b) Organisational Structures c) Process and Systems d) Expenditure Optimisation and Risk Management

The main findings are recorded here and they lead directly to the statement of Corporate Procurement Plan Objectives in Section 4.0 and the Action Plan Table in Section 5.0 which sets out the goals and targets to be achieved over the lifetime of the Corporate Procurement Plan.

3.1 Before the merger, both North and South Tipperary had corporate procurement policies in place. As with all government agencies, earlier plans were becoming dated due to the rapid change in policy at national level. Given the number of different entities that merged to form Tipperary County Council, rather than review each one separately, the more productive approach of considering the current situation of the new entity has been taken.

3.2 However, it is important to recognise the achievements that have taken place, in part or in full since the implementation of procurement reform. They include

o Use of OGP National Frameworks for a wide range of goods and services o Use of LGOPC frameworks on SupplyGov.ie o Appointment of Procurement Officer and establishment of the PSG o Procurement Guidelines and Tender Box Procedures in place o Commenced a training programme for staff involved in procurement o Initiated a ‘contract coordinator’ role where staff members coordinate the roll-

out of central contracts across sections.

3.3 Over the next three years it will be necessary to ensure the consistent roll out of the existing national contracts over the whole organisation.

3.4 In earlier procurement plans, supply positioning matrices - where relative expenditure is mapped against difficulty of securing supply, were prepared in order to determine the most appropriate procurement strategy to use when approach to the market.

To a large extent, this strategic planning role has been taken over by the OGP, who approach the market on behalf of the whole government sector. As the OGP projects that it will procure much of the high expenditure goods and services, Tipperary County Council will utilise the resulting national contracts as appropriate. For lower spend items not


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covered by the OGP, the procurement approach will need to be determined. Capital spend will be procured on a case by case basis as appropriate.

3.5 Formal adjustments need to be made to the Council’s Procurement Policy & Governance structures. This is to ensure that the Council’s newly merged structures are aligned in order to assess and determine procurement requirements from a corporate-wide perspective. The Council must be readied to implement its commitment to ongoing procurement reform in such a way that it supports efficient and effective service delivery.

3.6 As a result of the merger, the larger aggregated spend on more of the goods and services procured are now above National and European thresholds. There are significant implications in terms of procurement, particularly given the decentralised procurement structure. It is vital that each section has a cohort of well trained staff in order to meet the increased National and European scrutiny of the procurement function and the increased level of risk to the organisation.

3.7 As the programme of procurement reform progresses, the procurement of more goods and services will be organised centrally, and staff from all sections purchasing from the central arrangements. To facilitate this, there will need to be an increased use of IT and other technologies to streamline procurement processes, create efficiencies, and provide mechanisms to ensure compliance.

3.8 All government agencies are now required to provide procurement and spend data to the OGP, NOAC and other bodies. The Agresso Financial Management System is not currently configured to record or report in the formats required. Significant work needs to be done to enable Local Authorities record the data in a usable format. The pending upgrade to Agresso can be used to advantage. A review of coding and current data entry systems and procedures is needed. Staff training will need to be prioritised. A number of projects have been identified that will significantly enhance compliance while a national local authority approach is being developed

3.9 The CCMA and LGMA have provided resources nationally through the LGSPC to assist local authorities implement the procurement reform requirements. Tipperary County Council recognises that it is through this office that local authorities can best work with the OGP to identify and implement procurement requirements in a way that enhances the delivery of local services and delivers best value for money. The Council will work with the LGSPC as required and where relevant. In the short term the focus will be on developing and implementing of interim data gathering and tender management initiatives. In the longer term, more comprehensive management systems are being developed.

3.10 The OGP has developed a number of national contracts for goods and services to be used by all government agencies. It also has a significant number of projects in the pipeline for development over the next number of years. Tipperary County Council will avail of these contracts where they are relevant and provide value for money. In order to utilise the OGP contracts, the Council will need to develop an in-house system to manage the contract from a whole organisation viewpoint. Each framework for goods and services is set up in a different way, so the Council will have to develop guidelines on a case by case basis.


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3.11 The OGP has identified sixteen categories of goods and services for which it intends to have national contracts prepared. Given the multitude of products and services that fall under each category, it will take significant time to put all proposed contracts in place. In order to achieve procurement compliance as efficiently as possible, Tipperary County Council’s approach will be to work with the OGP and LGOPC existing and pipelined national contracts where available and appropriate. If there is not likely to be a national approach available within a reasonable timeframe, then seek to work regionally or in alliance with other local authorities where feasible. In the absence of these, the Council will then look at preparing a framework for the whole organisation.

3.12 The main supplier management strategy implemented to date has been the introduction of the low value purchase card in some sections of the organisation. An analysis will be required to measure whether it has achieved its objectives. Other supplier management initiatives need to be identified and implemented.

3.13 Tipperary County Council recognises the impact that centralising procurement could have on SMEs. The Council will undertake all steps possible within the parameters of the directives, including the positive measures set out in Circular 10/14: Initiatives to assist SMEs in Public Procurement to promote SME involvement in public sector procurement.

3.14 There is currently no measurement of how economic, social and environmental objectives are incorporated in procurement throughout the organisation. Where feasible and appropriate, Tipperary County Council will facilitate and record the Economic, Social and Environmental objectives used when procuring goods, services and works.

3.15 Communication on procurement change, systems and issues needs to be addressed. There has been significant growth and change in the organisation’s structure; new procurement systems are being implemented; and there are ongoing changes in procurement requirements at national level. All of this needs clear and direct communication with staff. The challenge will be communicating with large numbers of staff engaged in procurement and purchasing at different levels, and who are spread over a large county. It must be addressed comprehensively.


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4.0 Corporate Procurement Plan Objectives

1. To ensure compliance with procurement Directives, Legislation, Circulars and other legal requirements, and that staff engaged in procurement also adhere to the organisations procurement policies and procedures.

2. To support effective service delivery in accordance with the strategic objectives in Tipperary County Council’s Corporate Plan.

3. To achieve greater value for money by

• ensuring that purchasing is carried out in a coordinated manner; • reviewing, and where possible, streamlining existing procurement processes; • identifying opportunities for savings

4. To facilitate economic, social and environmental objectives through procurement where feasible

The Goals set out below, are aligned the Mission Statement of the Plan, and have been

agreed by the Senior Management Team. They are the main procurement priorities for the

Council over the lifetime of the plan.


5.0 Action Plan Goal ID

Goal Actions to Achieve Target Date KPI Responsibility Status

1 Continually adapt and improve Policy & Governance to implement procurement reform and support service delivery

1. Incorporate the commitment to implementing the principles and procedures underpinning public procurement in the next revision of the Corporate Plan

2. Strengthen links with the

annual Budgeting, Strategic Planning and internal auditing functions

3. Corporate Procurement

Plan approved by Management Team with commitment to resourcing actions

4. Progress reports on

implementation of procurement reform on Management Team agenda twice a year

5. Procurement to be an

agenda item on Directorate/ Team /Section functional meetings each quarter

1. 2019 2. Ongoing 3. Q1 2016 4. Ongoing 5. Ongoing

1. Procurement function linked to Corporate Plan’s strategic objectives in the next revision of Corporate Plan

2. Procurement compliance

and procurement needs from a corporate wide perspective included in strategic actions

3. Plan approved and

resources committed annually

4. On agenda twice a year

5. Record of procurement on

agendas

1. MT

2. MT, HoF, each DoS,

Internal Audit 3. MT, HoF, each DoS 4. MT, HoF, Procurement

Officer

5. Each DoS. PSG

members


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Goal ID


6. Terms of Reference for Procurement Steering Group refined and agreed

7. Procurement Steering

Group members supported to participate in PSG work

8. Auditing and Monitoring

built into all phases of procurement

9. Review Procurement

Guidelines document as required

6. Q3 2016 7. Ongoing 8. Ongoing 9. Ongoing

6. ToR agreed 7. % attendance of designated

person at PSG meetings; participation in relevant subcommittee work

8. Data available for review

of procurement strategy annually.

9. Up to date procurement

documents available at all times

6. Management Team 7. Each DoS 8. Each DoS

9. Procurement Officer

2. To ensure that each director sets out the procurement roles, responsibilities and procedures for authorised staff and other relevant staff within their sections

1. Prepare/update Section Procurement Procedural Manuals

2. Ensure procurement

functions and targets are integrated with PMDS and included in Team Plans

3. Carry out a training

needs analysis of staff

1. Q3 2016 2. Q4 2016 3. Q4 2016

1. Number of section procurement procedure manuals updated

2. Number of Team plans

updated with specific procurement targets and responsibilities

3. Training needs analysis

carried out. Training requirements identified by category and included in each person’s PDP • above/below national

thresholds • procurement rules • Goods

1. Each DoS 2. Each DoS 3. Each DoS, PSG,

Training Section


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Goal ID


4. Prepare a training plan to

address requirements in each section

5. Ensure that authorised

staff have the appropriate training to carry out their roles in procurement

4. Q4 2016 5. Ongoing

• Services • Works • use of electronic

systems • other

4. Training plan resourced. 5. Number of staff with

appropriate training and experience procuring on behalf of the organisation

4. Each DoS, HR,

Training Officer, PO 5. Each DoS

3 Increase the use of IT and other technologies to streamline procurement processes, create efficiencies, provide data for procurement management and provide mechanisms to ensure compliance

1. Use eTenders for all advertisements over local thresholds.

2. Use SupplyGov for all

framework mini-tenders available

3. Increase the use of

SupplyGov for below threshold quotations

4. Prepare guidelines and

procedures to initiate full electronic tendering processes

1. Ongoing 2. Ongoing 3. Q1 2016 Ongoing 4. Q3 2016

1. Number of eTenders advertisements

2. Number of SupplyGov mini-

tenders 3. Number of new ‘quotes’

categories used on SupplyGov

4. Electronic tendering

Procedures adopted

1. Each DoS 2. Each DoS

3. Each DoS, PO, PSG,

ICT, HoF 4. MT, PO, ICT, PSG,

HoF, Corporate Affairs


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Goal ID


5. Start mandatory electronic tendering roll out

6. Develop in-house

electronic systems to manage utility invoices.

7. Develop an online

Contract Tracker and Pipeline log for goods and services

8. Develop ‘Works’ tender

tracker for internal and external (eg.NOAC) monitoring and reporting

9. Implement the Agresso

Milestone 4 monitoring feature to gain best procurement compliance advantage

5. Q3 2016 Ongoing 6. Q1 2016 7. Q3 2016.

Ongoing 8. Q3 2016. Ongoing 9. Q2 2017

5. % of eTenders contracts carried out electronically

6. % of utility invoices

managed outside of Purchase Orders

7. % tenders logged and

monitored

8. % works expenditure tracked

9. Prioritised spend categories

monitored.

5. Each DoS, PO, ICT, PSG, HoF

6. Each DoS, PO, ICT,

HoF 7. PO, ICT, HoF, each

DoS, Auditor 8. PO, ICT, HoF, each

DoS, Auditor 9. Head of Finance

PO, ICT

4. Participate in LGSPC procurement initiatives

1. Make LGER returns as required

2. Implement the Agresso

Coding system being developed

3. Work with LGSPC to

develop and implement a country-wide local authority contract

1. Ongoing

2. Q3 2016 3. End 2017

1. Returns made in time with and increasing degree of accuracy

2. Effective spend analysis by

product code available

3. Tender management system providing consistent information on spend and compliance in place.

1. Procurement Officer HoF, Each DoS

2. Head of Finance 3. LGMA. CE


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Goal ID


management system 4. Work with the LGSPC to

communicate effectively with the OGP

5. Participate in LGSPC fora as required

6. Identify current regional initiatives and determine if they will continue

7. Identify and participate

in future Regional initiatives as appropriate.

4. Ongoing 5. Ongoing 6. Q2 2016 7. Ongoing

4. Number of frameworks with

appropriate lots and regionalised arrangements to suit local authority requirements.

5. Number of issues identified

by local authorities and addressed nationally or regionally.

6. Coordinator identified and progression plan for each regional initiative in place.

7. Number of new initiatives with coordinator and contract management systems in place.

4. Procurement Officer 5. Procurement Officer 6. Each DoS, PSG

7. Each Dos, PSG

5 Participate in public sector procurement initiatives where they add value and enhance compliance

1. For existing relevant OGP and LGOPC contracts, appoint a contract coordinator to implement and manage each contract.

2. Appoint a contract

coordinator to implement and manage future OGP and LGOPC contracts as they arise.

1. Q2 2016 2. Ongoing

1. Number of Coordinators with contract management system in place.

2. Number of Coordinators

with contract management system in place.

1. Each DoS, PSG 2. Each DoS, PSG


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Goal ID


3. Consider the potential

role of Stores where appropriate as coordinator for contracts.

3. Ongoing

3. Number of suitable

frameworks managed through Stores

3. Each DoS, PSG

6. Prioritise achieving compliance with new procurement requirements, starting with the highest spend products and services

1. Develop a three year plan and timetable to ensure availability of suitable frameworks for prioritised goods and services

2. For priority products

not covered by OGP, LGOPC or Regional frameworks, identify in-house contract coordinator to run contract across sections for aggregate spend

3. For Products outside

the prioritised categories and not covered by OGP, LGOPC, Regional framework, directors to appoint contract coordinator for others products as they are identified through the PSG.

1. Q2 2016 2. Ongoing 3. Ongoing

1. 80% of procurable spend in these categories have access to procurement compliant frameworks

2. Number of new priority products with in-house coordinated frameworks

3. Number of products

outside of priority with in-house coordinated frameworks

1. Each DoS PO, PSG, MT

2. Each DoS, PO, PSG,

Directors, MT 3. Each DoS, PO, PSG,

Directors, MT


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Goal ID


4. Ensure that Works and Works Related Services are tendered compliantly and logged with Procurement & Finance.

5. Evaluate the roll-out of

the low value card and identify further action required for supplier management

6. Evaluate effectiveness of

decentralised approach to contract management

4. Q2 2016, Ongoing

5. Q4, 2016 6. Q3 2018

4. Current status of all work tenders available for audit at all times.

5. Supplier management

strategy developed 6. Decision to continue with

decentralised or plan to centralise some or all of the procurement process

4. Each DoS, HoF, PO, IA

5. MT, PO, IA, HoF 6. CE

7 Facilitate economic, social and environmental objectives

1. Encourage local SMEs to tender for public contracts through

a) holding local awareness events when new relevant national and local frameworks are advertised

b) dividing local authority tenders into lots where feasible

2. Where feasible encourage

green procurement through the use of ‘lifetime costs’ rather than price for tender award

1. Ongoing

2. Ongoing

1. a) number of SMEs contacted

b)number of tenders run with lots 2. Number of tenders using ‘lifetime costs’ criteria

a) Director LEO/C&E/ Procurement Officer

b)Directors of Services 2. Each DoS


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Goal ID


3. Consider, where

appropriate and feasible to include social clauses in tendering

3. Ongoing

1. Number of tenders with

social clauses

3. Each DoS

8 Develop Procurement Communication Plan

1. Prepare communication plan to inform management, staff and other stakeholders of procurement developments

2. Maintain accessible up-to

date procurement document library on SharePoint and LGMA extranet

3. Comprehensive and up to

date information on procurement available on website for suppliers

1. Q2 2016 2. Ongoing 3. Ongoing

1. Communication Plan activated

2. Latest directives,

legislation, circulars and guidelines available on SharePoint and links to LGMA extranet

3. Up to date procurement

information available for suppliers

1. Procurement Officer. PSG




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Figure 1.1: Organisational Structure: Procurement

Chief Execuitve

Director of Roads, Health & Safety

Nenagh MD Manager

Director of Planning, Fire & Emergency

Services

Director of Housing Cashel-Tipperary

MD Manager

Director of Community and

Economic Development

Clonmel MD Manger

Director of Corporate and

Human Resources Carrick-on Suir MD

Manager

Director of Environment

Thulres-Templemore MD Manager

Director of Water Services

Director of Finance & Information

Systems

Procurement Heads of Section / Municipal & District Administrators & Engineers

Other Authorised Officers

Procurement Officer

Internal Auditor

Procurement Steering Group

Office of Government Procurement

Audit Committee LGSPC LGOPC NOAC Other Bodies

Impl

emen

tati

on

Mon

itor

ing


6.0 Implementation Plan

The Action Plan set out in Section 5 will be monitored on an annual basis and a progress report in the format below will be prepared by the Procurement Officer for the Senior Management Team.

Goal ID

Goal Actions to Achieve

Target Date

Measure of Delivery

Progress Review Year 1



7.0 Conclusion Tipperary County Council is the eighth largest county council in the country and is rapidly adapting to our changed and expanded operating environment. Through adopting this plan, the management team and staff are committing to implement actions and bring about the change designed to meet the greater procurement responsibilities of a larger local authority. The reforms require more staff to take on the role of coordinating procurement contracts across the organisation, rather than contracts for just their own team or section. It will also require:

• the establishment of more ICT and procedural systems to collect and interpret procurement data in a more accessible and user-friendly way;

• more specialist training;

• embedding of the procurement function at policy and governance levels,

and at all times, it requires focus to ensure that the procurement function is compliant, fair, open and transparent as well as achieving effective service delivery.

Through the development and implementation of an effective communications plan, management and staff will work to effect the changes required to connect a primarily decentralised procurement system to the more centralised requirements of national bodies. At the end of this three year plan, in addition to having a procurement function that is fit for purpose, it is anticipated that the data gathered through the new systems will facilitate informed decision making which will shape of the procurement function required for the years ahead. The work begins now. January 2016.


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Table 1 OGP Category Breakdown

Sixteen Categories of Spend


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Appendix 1: Authorised Officers

Grade or Position

Limit

Designated Clerical Officer, Assistant Staff Officer

Goods, Services, Works up to €1,000.

Staff Officer, Executive Technician, Senior Executive Technician, Housing Technician, Civil/Environmental Technical Grade 1


Senior Staff Officer, Executive Engineer, Storekeeper


Staff Officer, Housing Approval of Grants up to €30,000

Administrative Officer, Administrative Officer Grade in C&E, Civil Defence Officer, Assistant Chief Fire Officer, Heritage Officer, Environmental Awareness Officer, Veterinary Inspector, Clerk of Works, Technical Services, Supervisor/Executive Engineer assigned to Machinery Yard, Executive Engineer Housing, Senior Executive Engineer and analogous grades.

Goods, Services, Woks up to €100,000

Senior Executive Officer, Senior Engineer, Head of IT, Chef Fire Officer and analogous grades.

Goods, Services, Woks up to €250,000

Director of Services analogous grades. Good, Services, Works up to €500,000 Appointment of consultants up to €250,000. Purchase of land or other property up to €250,000

Director of Services – Roads Goods, Services, Works up to €1,000,000

Chief Executive, Head of Finance. Unlimited.


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Appendix 2 Procurement Steering Committee 4

Eileen Horgan: Finance/Procurement Officer (Chair)

Anne Peters Environment

Eddie Ryan Fire Services

Michael F. Hayes Roads

Donal Purcell Roads

Tom O’Donnell Machinery Yard

Ger Lynch IT

Nuala O’Connell Planning

Breda O’Connor Community and Economic Development

Jess Codd Libraries

Seamus Deely Housing

Paul Morris Housing

John Doyle Corporate Affairs

Noirin O’Dwyer Internal Auditor

Brian Dunne Nenagh MD

Darby Mullen Cashel-Tipp MD

Deirdre O’Shea Templemore-Thurles MD

Michael O’Brien Clonmel BD

Seamus Loughlin Carrick on Suir MD

4 Group as of January 2016


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Acronyms

CCMA County and City Management Association

CE Chief Executive

DoS Director of Services

HoF Head of Finance

IA Internal Audit

LEO Local Enterprise Office

LGMA Local Government Management Agency

LGOPC Local Government Operational Procurement Centre

LGSPC Local Government Strategic Procurement Centre

MT Management Team

OGP Office of Government Procurement

PO Procurement Officer

PSG Procurement Steering Group

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