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NHS Shetland

Procurement Strategy

2016-2019

Version 5 18/10/2016

2 | Page NHS Shetland: Procurement Strategy 2016-2019

Table of Contents

1 Introduction / Executive summary .......................................................... 4

1.1 Foreword from NHS Shetland Chief Executive ..................................... 5

2 Procurement Vision / Mission Statement .................................................. 6

2.1 NHS Shetland Board Objectives ........................................................ 6

2.2 NHS Shetland Procurement Vision ..................................................... 6

2.3 NHS Shetland Procurement Mission ................................................... 6

3 Strategy Rationale / Context .................................................................. 7

3.1 Purpose ......................................................................................... 7

3.2 Strategy Drivers ............................................................................. 7

3.3 The Economic Challenge ................................................................ 12

4 Strategic aims, objectives & key priorities ............................................. 14

4.1 An enabler of corporate objectives .................................................. 14

4.2 NHS Shetland Procurement structure .............................................. 14

4.3 Procurement strategic objectives .................................................... 15

5 Spend ............................................................................................... 18

6 Mandatory Obligations ........................................................................ 19

6.1 Introduction ................................................................................. 19

7 Monitoring, reviewing and reporting on strategies ................................... 24

7.1 Monitoring our objectives ............................................................... 24

7.2 NHS Shetland Contract Register ...................................................... 24

7.3 Annual Report .............................................................................. 24

8 Delivering Procurement Excellence ....................................................... 26

8.1 Procurement Sub-Processes ........................................................... 26

8.2 Developing the Profession .............................................................. 27

8.3 Developing the Function ................................................................ 27

9 Strategy ownership & contact details .................................................... 30

10 Policies, tools & procedures ............................................................... 31


11 Appendices ..................................................................................... 32

11.1 Appendix A – NHS Shetland Procurement Steering Group Terms of

Reference ............................................................................................. 32

11.2 Appendix B – NHS Shetland Procurement User Group Terms of

Reference ............................................................................................. 33

11.3 Appendix C – PCIP ‘Lite’ Assessment ............................................ 35

11.4 Appendix D – PESTLEE Analysis ................................................... 41

11.5 Appendix E NHS Shetland Procurement Balanced Scorecard ............ 42

12 Glossary ......................................................................................... 44

13 Bibliography .................................................................................... 44

DOCUMENT CONTROL SHEET: ................................................................... 54


1 Introduction / Executive summary

The proper management of Procurement is an important factor contributing

towards the efficient operation of NHS Shetland and the attainment of corporate

objectives. In order to support steps already underway to deliver better

healthcare, it is vital to staff and patients that products and services are

delivered at the highest quality and optimum value, within systems tested as fit

for purpose at point of delivery, whilst managing risk and due diligence.

This Procurement Strategy positions the Procurement function visibly within the

organisation; establishing Board level commitment to and involvement in the

management of the Board’s procurement deliverables. It additionally sets out

clear, measurable objectives and priorities for improvement which will be closely

monitored. Progress against strategic objectives will be reported to the NHS

Shetland Board through the Executive Management Team.

This strategy sets out clearly the Procurement Service’s commitments over the

next three years and is also written to be fully compliant with the following

Procurement regulations governing Public Procurement in Scotland:

The Procurement Reform (Scotland) Act 2014

The Public Contracts (Scotland) Regulations 2015 and;

The Procurement Scotland Regulations 2016.

The strategy will be supported in line with management accountability structures

and savings targets will in turn be reflected within the savings plans of

Departments.

The strategy will additionally shape the Board’s procurement procedures which

set out the detailed operational controls governing procurement activity in a

manner which meets the requirements of the Board’s Standing Financial

Instructions and Financial Operating Procedures.

The emerging picture of Health and Social Care Integration across NHS Shetland will be kept under review and the Strategy will be updated accordingly. In any

case NHS Shetland will review its procurement strategy


annually and make such revisions as it considers necessary.

This strategy spans the period from the remainder of financial year 2016-17

from 1st January 2017 to March 31st 2017 and the subsequent three financial

years across 2017-18 to 2019-20.

1.1 Foreword from NHS Shetland Chief Executive

NHS Shetland’s overall vision is to deliver sustainable high quality, local health &

care services, that are suited to the needs of our population.

In a modern Health service this is delivered by a well qualified staff, who have

the appropriate support, equipment and tools to carry out their roles. All of this

support will at some point be impacted by procurement, whether this is for the

purchase of physical products, obtaining additional services such as education &

training or perhaps the sourcing of other technical input, for example engineers

or external service experts.

Good procurement should therefore be seen as key to the effective and efficient

delivery of our services.

This strategy sets out our Procurement objectives for 2016-2019; it explains

how we will address the responsibilities placed upon us as a Scottish Public

Sector body by the latest Procurement regulations and how we will balance the

need to obtain value for money, while also ensuring appropriate choice and

provision of the best possible equipment for our staff. This should also be done

in a way which is both environmentally and ethically responsible.

Finally it is essential that we all recognise that responsibility for the delivery of

the objectives & goals within this strategy rests with our entire workforce and

not only the Procurement team. Only through effective collaboration and

collective responsibility will we demonstrate the value that excellent

Procurement can deliver for NHS Shetland.

<Signature> Ralph Roberts

Chief Executive


2 Procurement Vision / Mission Statement

2.1 NHS Shetland Board Objectives

NHS Shetland Procurement’s vision / mission and subsequent objectives operate

in harmony with the Health Board objectives (Shetland, 2015) as follows;

Figure 1 NHS Shetland Board Objectives

2.2 NHS Shetland Procurement Vision

To be recognised as having leading commercial, procurement and commissioning

practices and skills delivering outstanding outcomes. To have the people of our

region and service users at the heart of what we do.

2.3 NHS Shetland Procurement Mission

We deliver our service in partnership with colleagues, patients and suppliers to

ensure we achieve the optimum solution which balances available resources with

the highest quality outcomes.

I. To continue to improve and protect the health of the people

of Shetland

II. To provide quality, effective and safe services, delivered in

the most appropriate setting for the patient

III. To redesign services where appropriate, in partnership, to

ensure a modern sustainable local health service

IV. To provide best value for resources and deliver financial

balance

V. To ensure sufficient organizational capacity, capability and

resilience


3 Strategy Rationale / Context

3.1 Purpose

The purpose of this strategy is to lay out a clear framework for the activities of

the NHS Shetland Procurement function over the three year period of 2016-

2019. This will provide the reader with a detailed understanding of what the

priorities of the function are, the reasons these priorities have been chosen

along with an action plan to deliver against these priorities.

3.2 Strategy Drivers

It is an accepted principle within the Scottish Public Sector that all of an

organisation’s non-pay expenditure should be subject to professional

procurement influence. John F. McClelland’s “Review of Public Procurement in

Scotland“ (Mclelland, 2006), commonly referred to as the McClelland Report,

outlined the path to “Best Value” in Public Sector Procurement and contained

attributes and performance assessment metrics for organisations to aspire to

and map their way to superior performance. NHS Scotland has used the

McClelland Report as a basis for its Reform Programme and to develop its reform

agenda aligned with Scottish Government and its Public Procurement Reform

Programme. In support of this aim newly created Procurement Centre’s of

Expertise (CoE’s) were created. The NHS Scotland CoE being NHS National

Procurement hosted within NHS National Services Scotland.

3.2.1 Policy

NHS Shetland work within the Scottish model of Procurement, defined by

Scottish Government as follows;

“The Scottish Model of Procurement puts procurement at the heart of Scotland’s

economic recovery. It sees procurement as an integral part of policy

development and service delivery.

Like all good ideas, it’s a simple concept - business friendly and socially

responsible. Looking at outcomes not outputs, it uses the power of public spend

to deliver genuine public value beyond simply cost and /or quality in purchasing.


Government led, it benefits from strong political leadership including three

successive Cabinet Secretaries. It is also owned by all of the Scottish public

sector. Working together to develop strategic relationships with key business,

Third Sector organisations and, a project level partnership with them to agree

solutions to specific problems.

The Value for Money triangle sums up the Scottish Model of Procurement; it is

not just about cost and quality, but about the best balance of cost, quality and

sustainability.”

Figure 2 The Scottish Model of Procurement

How Procurement is structured

The figure below shows the inter-relationship between the different public

procurement organisations and their respective responsibilities.


Figure 3 Scottish Procurement Structure

2016 has been a major year for Public Procurement Policy in Scotland. in

addition to the enactment of an updated version of the European Union Public

Procurement Regulations (SSI, The Public Contracts (Scotland) Regulations

2015, 2015) the Scottish Government has put into force two pieces of

legislation, “to focus Government and public services on creating a more

successful country, with opportunities for all of Scotland to flourish, through

increasing sustainable economic growth” (SSI, Procurement Reform (Scotland)

Act 2014, 2014), (SSI, The Procurement Scotland Regulations 2016, 2016). This

legislation compels almost all public bodies in Scotland to ensure there is

complete transparency of their non-pay expenditure in order to support and

encourage SME and 3rd sector opportunity and growth.

3.2.2 Health Policy

Within the Health context the NHS Scotland approach has been developed

further and is now controlled within the NHS Scotland Procurement Steering

Group. The CEL 05 (2012) (Directorate for Health Finance and Information,

2012) sets out the key principles of this engagement to be adopted by all Health

Boards and Special Boards in Scotland with regards to Procurement activity.


In Particular:-

National & Sectoral, Regional and Local Contracts will be used as part of the

strategy

Where a contract exists then it must be used within the Health Board or

exceptions noted and justified.

Procurement, Clinical and Technical leads will work with NHS National

Procurement, Regional Procurement and Local Procurement to support these

contracts and ensure best value decisions are made for the board on their use.

Commodity Advisory Panels (CAPs) and Technical Users Groups (TUGs) will

continue to function and progress reported through Procurement Steering Group.

Wide coverage on all the various National, Regional and Local contracts will be

maintained through the engagement of the TUGs and CAPs.

3.2.3 The 2020 Vision

In 2011, the Scottish Government set out its strategic vision for achieving

sustainable quality in the delivery of healthcare services across Scotland, in the

face of the significant challenges of Scotland’s public health record, our changing

demography and the economic environment.

The 2020 Vision provides the strategic narrative and context for taking forward

the implementation of the Quality Strategy, and the required actions to improve

efficiency and achieve financial sustainability.

The Scottish Government's 2020 Vision is that by 2020 everyone is able to live

longer healthier lives at home, or in a homely setting and, that we will have a

healthcare system where:

We have integrated health and social care

There is a focus on prevention, anticipation and supported self-management

Hospital treatment is required, and cannot be provided in a community setting,

day case treatment will be the norm

Whatever the setting, care will be provided to the highest standards of quality

and safety, with the person at the centre of all decisions


There will be a focus on ensuring that people get back into their home or

community environment as soon as appropriate, with minimal risk of re-

admission

The Shetland Islands are not immune to the challenge; by 2037 Shetland’s

population is expected to increase by 8.3% from 2012. The 75+ age group is

expected to increase most. (Scotland N. R., 2015)

3.2.4 NHS Shetland Positioning

A SWOT (Strengths, Weaknesses, Opportunities and Threats) was carried out by

the service improvement forum to understand how the Board is positioned to

face up to future challenges. This has been further developed by the

Procurement team; the following outputs from this exercise will directly influence

the success of delivery of the Procurement Strategy.

Strengths

- Formal Procurement governance structure in place - Recognition of issues and willingness to improve - Ability to utilise NHS Scotland national contracts - Small Board and ownership of staff in setting the direction. - Easy to find the right person in the Board. - Including a patient in service improvement and quality.

Weaknesses

- Low level of local procurement knowledge - Difficulty in attracting and retaining Procurement knowledge and skills - Dependence on logistics carriers (Sea/Air) for medical supplies /

equipment - Poor utilisation of eProcurement system and limited meaningful data - Low level of Procurement engagement from local stakeholders

Opportunities

- Exploit existing knowledge from colleagues across different Health Boards

- Partner with local authority and utilise Health Board consortia structure - Develop a talent pool of staff - Develop local suppliers, prioritise economic growth - Work with Health Board / IJB to commission innovative approaches to

Health and social care services

Threats

- Budgetary pressures - Health Board re-structuring - ‘Unknown impacts’ arising from Health & Social Care integration

Table 1 SWOT Analysis Outcomes


3.3 The Economic Challenge

The following chart taken from the latest Audit Scotland NHS Scotland report

(Scotland A. G., 2015) demonstrates in stark detail the challenge facing public

healthcare services;

Figure 4 Pressures on Health Budgets

The Audit Scotland report makes the following recommendation;

“The Scottish Government needs to increase the pace of change if it is to

achieve its 2020 vision. In doing so, it is important that the Scottish Government

and NHS boards ensure changes are underpinned by good long-term financial

and workforce planning. They also need to consider the implications for

performance targets and standards and the NHS estate, as well as ongoing

initiatives and reform programmes. By doing so, the Scottish Government and

boards will gain a better understanding of the nature, scale and impact of

changes required.”

NHS Shetland shares this very difficult challenge of balancing demand with

resource as detailed within the Local Delivery Plan (Shetland, 2015), NHS


Shetland is required to deliver Efficiency savings in 2016-17 of £1.768 Million of

which £151K are directly attributable to Procurement.

3.3.1 Procurement Capability

A focus of NHS Scotland’s drive to attain “Best Value” is the use of a

Procurement & Commercial Improvement Programme (PCIP) (Government T. S.,

2016). This was formerly known as the Procurement Capability Assessment

(PCA) and is conducted annually assessing performance in terms of the

attributes outlined in the McClelland report.

During 2014/15 the new PCIP arrangements were being formulated and

therefore no assessments were carried out in Health during this period. In early

2016 a PCIP assessment was performed on NHS Shetland which yielded a score

of 35% aligning within the ‘Blue’ performance band; which places the Health

Board in the lower 50% of NHS Scotland Procurement performance. However

more pressing is the need to develop the performance of the Development and

Tender and Contract areas are these have been measured as non-conformant at

the assessment.

NHS Shetland’s positioning in this assessment provides a baseline and platform

to drive and develop the function through our partnership with NSS National

Procurement and will receive considerable focus over this strategy period.

3.3.2 Hosted Procurement with National Services Scotland

NHS Shetland has recognised the skills gap required to sustain Procurement

improvement and has moved to close this gap by utilising the skills from NHS

National Procurement to directly manage its Procurement function. It is hoped

that sharing this knowledge resource will lead to better local outcomes for all

stakeholders. This service will focus on strategic Procurement, encompassing

contracting and tendering, governance, benefits tracking and compliance with all

Procurement Regulations. Guidance and mentoring for local Procurement

administration staff to support them should they wish to develop their

Procurement career will also form part of the partnership.


4 Strategic aims, objectives & key priorities

4.1 An enabler of corporate objectives

Procurement, when done well can have a huge impact on the success of an

organisation, any organisation.

Organisations gain competitive advantage through the use of resources at their

disposal (Barney, 1991) (Barney, 1995). It is now widely recognised that by

establishing appropriate external relationships, organisations can tap into

resources beyond their four walls and even find synergies and create new

complementary resources (Dyer and Singh, 1998) (Lavie, 2006).

4.2 NHS Shetland Procurement structure

The overall governance and strategic leadership within the Board is controlled

and directed by the Procurement Steering Group (PSG). Reflecting the strategic

nature of this group the membership is as follows;

Procurement Steering Group Membership

Board Chairman (Chair)

Director of Finance

Director of Pharmacy

Director of Nursing & Acute Services

Director of Community Health & Social Care

Director of Human Resources & Support Services

Head of Estates

Clinical Director of Dental Services

Note: the PSG Terms of Reference is presented in Appendix A – NHS Shetland

Procurement Steering Group Terms of Reference.

Operationally the function will report and drive delivery and performance

through the Procurement User Group (PUG) which meets every 2nd month;

Procurement User Group Membership

Head of Finance & Procurement (Chair)


Estates Project Manager

NSS hosted Procurement lead

Facilities Manager

Primary Care Service Manager

Dental Business Manager

Chief Medical Physics Officer

Assistant Director of Nursing (Hospitals)

Head of IM & T

(Or nominated deputies)

Note: the PUG Terms of Reference is presented in Appendix B – NHS

Shetland Procurement User Group Terms of Reference.

The NSS Hosted Procurement approach will be to work closely with the above

groups to agree, develop and drive Procurement performance within NHS

Shetland.

4.3 Procurement strategic objectives

In support of NHS Shetland’s corporate strategy the following strategic

objectives have been agreed; (please note year 2 & 3 may be refined at annual

review).

Board

Objective

Objective Name Year 1

Target

Year 2

Target

Year 3

Target

1 Recurring Procurement

Savings

£140K £140K £140K

Objective summary: as detailed in the local delivery plan, NHS Shetland is

required to make £1.768M efficiency savings in 2016 alone, with £151K directly

attributable to Procurement. Procurement savings will be primarily delivered

through the following means:

Playing our role in national contracting efforts and delivering identified

savings from these

Developing a local contract workplan to ensure best value is gained

through local arrangements

Through supplier and contract management, identify potential efficiencies

Work with local stakeholder to manage demand effectively


2 PCIP Score 45% 65% 80%

Objective summary: The PCIP is the means by which Procurement function’s

within individual public bodies can measure their effectiveness and capabilities in

a standardised way. Based on best practice, if we improve our score to the levels

above we can assure our stakeholders that the proper governance and

procedures are in place to manage public funds and deliver better value

outcomes. The Procurement team will on a bi-monthly basis score itself against

the measurement tool to gauge progress to plan with an associated report to the

Procurement Steering group twice per year. The actual PCIP is due to be

undertaken again in early 2018 which will provide full validation of progress.

3 Trade supplier spend

on managed contracts

40% 60% 90%

Objective summary: How do we ensure that our suppliers are delivering

effectively against our requirements and thus providing quality, effective and

safe services? The process begins by ensuring that there is a fully documented

and rational statement of requirements alongside appropriate metrics which can

be measured by the commissioner or procurer of the service. Managed contracts

may be managed by National bodies such as Scottish Government Procurement

and Commercial team or NHS National Procurement or from a local perspective

by the Budget holder with support from local Procurement or directly by local

Procurement; the important measure being that the contract has been suitably

sourced, following local Procurement procedures / SFI’s and the Procurement

Journey.

4

Major Suppliers on

supplier management

Programme

1 3 5

Objective summary: Redesign effort to deliver a modern, sustainable health

service should include strategic suppliers. These suppliers should be viewed as

partners in the success of NHS Shetland and as sources of competitive

advantage and innovation. It is vital then that emphasis and dialogue should be

directed toward our top suppliers. To this end the above commitments have

been made to engage in formal / regular dialogue with these suppliers.

5 Spend with associated

PO

50% 70% 90%


Objective summary: A purchase order [PO] is a document issued by a buyer to

their supplier that defines what is needed, in what quantity, when performance

is required, and on what terms, including price and payment terms. A PO also

provides assurance and evidence that organisational procedures have been

adhered to. In addition to this requirement with NHS Shetland SFI’s, all Chief

Executives within NHS Scotland have committed to a, “no PO no pay policy.”

(Health Directorate, 2012). NHS Shetland Procurement will communicate this

objective widely with budget holders, and measure conformance on a monthly

basis with reporting to PUG / PSG on a bi-monthly / 6 monthly basis

respectively.

6 Spend through

Catalogues

50% 65% 85%

Objective summary: The ability to select and order product from catalogues

brings with it benefits through order efficiency, speed and accuracy not just for

NHS Shetland but the wider supply chain. Catalogues will be updated regularly

and training provided to users in year 1 of this strategy. Performance will be

measured on a monthly basis with reporting to PUG / PSG on a bi-monthly / 6

monthly basis respectively.

7

To consistently achieve

high customer

satisfaction scores

30% (Net

Promoter

Score)

35%

(Net

Promoter

Score)

40%

(Net

Promoter

Score)

Objective summary: In supporting the Health Board to support the people of

Shetland; Procurement must be an effective partner. In order to measure this

effectiveness, customer feedback mechanisms must be implemented and acted

upon. To this end the Net Promoter Score© approach will be implemented

(Satmetrix Systems, 2016).


5 Spend

NHS Shetland spends approximately £10 million pounds per year on external

goods and services in order to deliver its objectives. Achieving best value against

this spend is the primary focus of NHS Shetland procurement.

The following chart provides a high level overview of where NHS Shetland

spends its money each year;

Figure 5 NHS Shetland Spend by Product / Service


6 Mandatory Obligations

6.1 Introduction

This section documents NHS Shetland Procurement‘s approach to meeting the

mandatory requirements of the Procurement Reform Act.

6.1.1 Regulated Procurements

All Regulated Procurements; that is Procurement exercises of £50K and above in

value will be advertised on the Public Contracts Scotland website

http://www.publiccontractsscotland.gov.uk/ NHS Shetland is committed to

ensuring all suitable opportunities are advertised to support businesses across

Scotland in gaining access to our product and service requirements. As NHS

Shetland will be advertising on and subsequently awarding on the PCS website

the functionality of the site will automatically publish and maintain our contract

register for public viewing.

6.1.2 Achieving our purpose

Our stated vision is, “To be recognised as having leading commercial,

procurement & commissioning practices and skills delivering

outstanding outcomes. To have the people of our region and service

users at the heart of what we do” and our mission is that, “We deliver our

service in partnership with colleagues, patients and suppliers to ensure

we achieve the optimum solution which balances available resources

with the highest quality outcomes.”

Procurement cannot operate in a vacuum and must engage closely with

colleagues who are subject matter experts in order to deliver value. To this end

for regulated procurements we will utilise the Procurement Journey Route 3

(Government, 2016) which documents in detail how a strategic procurement

exercise should be undertaken within the Public Sector in Scotland. Each

exercise, when managed by a capable Procurement professional working in

partnership with key stakeholders including service users, colleagues and other

subject matter experts will result in an appropriately drafted ‘outcome’

specification supporting innovative submissions from suitable suppliers from

micro-size and 3rd Sector suppliers through to multi-national businesses. The

http://www.publiccontractsscotland.gov.uk/


Procurement Journey is developed to facilitate the public Procurement

regulations and by following this journey provides assurance of equal and fair

treatment of all suppliers bidding for work in our regulated procurements from

initial requirements gathering through award and subsequent contract delivery

and completion.

6.1.3 Delivery of value for money

Value for money is defined in the online business dictionary (WebFinance, 2016)

as,

” A utility derived from every purchase or every sum of money spent. Value for

money is based not only on the minimum purchase price (economy) but also on

the maximum efficiency and effectiveness of the purchase.”

The most effective way of ensuring value for money is to openly and

transparently invite bids for the suitably specified requirement from the supply

market. The requirement will be specified as far as possible based on the

required outcome to support and enable a wide range of potential solutions and

suppliers. This allows each potential supplier, with their own unique capabilities

and strengths to accurately estimate their approach to fulfilling the requirement.

NHS Shetland’s Procurement approach will be to harness as wide a supply base

as possible for its requirements through advertising of opportunities and, for

lower spend inviting three quotes from suitably qualified suppliers. The three

quote process will utilise Routes 1 & 2 of the Procurement Journey and will be

performed using the Public Contracts Scotland Quick Quote procedure. Of course

value for money can also be defined as delivering additional economic benefits

for the local community.

6.1.4 Sustainable Procurement

As Procurement professionals in the Scottish Public Sector we align ourselves

with the Scottish Governments Procurement Journey and the requirements of

the Procurement Reform (Scotland) Act 2014 which requires that an

Organisation must think about how they can improve the Social, Environmental

and Economic wellbeing of the area in which they operate, with a particular

focus on reducing inequality. Regulated Procurements under National, Regional


and Local commodity strategies are carried out in compliance with our

sustainable procurement duty, having access to tools such as;

Scottish Public Procurement Prioritisation Tool;

The Sustainability test;

Life Cycle Impact Mapping; and

the Scottish Flexible Framework

6.1.5 Engaging with our patients

In order to open dialogue with our patient population we have utilised the NHS

Shetland Public Partnership Forum (PPF) which meets quarterly. Public

Partnership Forums are networks of local people with an interest in improving

NHS services in Scotland. The NHS Shetland PPF involves a range of people,

including members of local community groups and voluntary organisations, and

other interested individuals. This engagement has involved the Procurement

team presenting to the local population information about who we are, what we

do, what benefits we bring to NHS Scotland in general and NHS Shetland in

particular; from this introduction we have elicited views and comments from the

forum attendees on what is important to them in order to again focus

Procurement on patient priorities. We will commit to attendance at this forum on

an annual basis.

6.1.6 Engaging with Suppliers

In relation to this Procurement strategy we have contacted a number of

suppliers to NHS Shetland ranging from micro-businesses up to multi nationals

asking a series of qualitative questions in order to inform priorities and direction

of travel for the Procurement function. We decided to choose specific businesses

across a range of product and service categories in order to get as wide an input

of views as possible without being too resource intensive.

A telephone survey was undertaken as previous experiences with holding a

supplier open day resulted in a very low attendance. By opening dialogue in this

way with suppliers it is felt that this may result in the possible reinstatement of

an annual open supplier day.


Unfortunately we received only 3 responses from this engagement with no

perceptible trends emerging. This was despite a number of reminders that the

survey was available. We will continue to look at different ways to engage with

suppliers over time to allow them the opportunity to influence our approach.

6.1.7 Community benefits

As part of our commitment to incorporating community benefits in order to

improve the economic, environmental and social wellbeing of the Shetland

Islands (Government T. S., 2016) we will commit to incorporating the following

recommended tools;

Scottish Public Procurement Prioritisation Tool;

The Sustainability test;

Life Cycle Impact Mapping; and

the Scottish Flexible Framework

6.1.8 Our approach to food procurement

NHS Shetland will work closely with NHS National Procurement to ensure the

highest level of standards are maintained in both the obtaining of food supplies

and the onsite preparation of food to ensure the wellbeing of our patients and

staff; utilising the skills, knowledge and experience of NHS National Procurement

will provide assurance that the highest standards of animal welfare is maintained

at all times and that we are aware and are operating to the latest legislative

requirements. Policy details are again to be located in section 10.

6.1.9 Our position with regard to the living wage

NHS Shetland supports the right of employees to earn a fair wage which affords

them a decent standard of living. NHS Shetland Procurement whilst not able to

enforce living wage demands on its suppliers nevertheless will work with

suppliers through relationship management to look for opportunities for its

suppliers to implement the living wage within their staff structures.

6.1.10 Compliance by contractors and sub-contractors with the Health

and Safety at Work etc. Act 1974

Shetland NHS Board exists to provide safe, high quality, sustainable healthcare

and health improvement services to the people of Shetland. The Board

recognises that it cannot provide these services unless it ensures, as far as

possible, freedom from risk to the health, safety and welfare of staff, and others


affected by the work undertaken and/or the nature of the business.

Improvement and protection of health is a primary objective of the Board and it

is prioritised equally alongside other business and operating objectives. (Oxley,

2014). All contractors are expected to adhere to NHS Shetland facilities

management procedures (Policies, tools & procedures) and policies when

working on site.

6.1.11 Embedding Ethical Procurement

NHS Shetland will consider the relevant and proportionate application of fair

and ethical trading principles in its regulated procurement activity to promote

fairness, dignity and the rights of workers and producers in local and

international trading.

It will implement this by including in each public contract or framework

agreement, either by the ESPD or relevant selection criteria, conditions relating

to the performance of the contract to ensure that the economic operator

complies with environmental, social and employment law as required by Section

19(4) of The Public Contract (Scotland) Regulation 2015. The ESPD and selection

criteria will include questions designed to establish any breaches of

environmental, social and employment law on the part of the supplier, details of

any breach which has occurred and any subsequent measures the bidder has

taken to “Self-Cleanse” and demonstrate reliability in this area

As many of the goods and services that are used in Shetland are call offs from

contracts and Frameworks procured by the National Procurement Centre for

Expertise, these measures have been adopted into their contracting process

already.

6.1.12 Supplier payments

NHS Shetland is committed to ensuring its suppliers receive payment within 30

days of delivery of agreed goods or services and to this end monitors

effectiveness of payments as part of our balanced scorecard.


7 Monitoring, reviewing and reporting on

strategies

7.1 Monitoring our objectives

The bulk of the stated objectives will be measured and shared with senior

management on a monthly basis using a Balanced Scorecard (Kaplan & Norton,

1996) measurement approach. The Balanced Scorecard not only measures

financial benefits but also process, staff and customer facing benefits also. This

will ensure we achieve a fair balance of priorities to deliver a best value

Procurement function. We will also track objectives through the Procurement

User Group and Procurement Steering Group meetings. The Balanced Scorecard

summary is presented in Appendix E.

7.2 NHS Shetland Contract Register

NHS Shetland is fully committed to transparency in its spend with suppliers and

supports the requirement of the Procurement reform Act (SSI, 2014)to publish a

public facing contracts register. To this end NHS Shetland will utilise the

functionality available on the Public Contracts Scotland website (NHS Shetland

Public Contracts Register, 2016). All NHS Shetland public contracts of value

above £50,000 shall appear on this register.

7.2.1 Approach to Framework Call Offs

Any call off from a Framework Agreement with a single supplier that exceeds or

is it expected to exceed (in the case of multiple call offs) the threshold value of

£50,000 over the lifetime of the Framework will (as soon as practicable) have an

associated contract award notice placed on Public Contracts Scotland

(Government T. S., 2016) advertising this fact. By virtue of the award placement

an associated entry with the public contract register will be made.

7.3 Annual Report

The first NHS Shetland Procurement annual report will be published as soon as

reasonably practicable in the 2018-19 financial year in line with statutory

guidance (Government T. S., 2016) as follows;


“If the financial year starts later, for example on 1 May 2017, the first report will

cover 31 December 2016 to 30 April 2017 and 1 May 2017 to 30 April 2018. In

that case, the report would need to be produced as soon as reasonably

practicable after 30 April 2018.”

The NHS Shetland Procurement annual report will be approved by the NHS

Shetland Procurement Steering Group in April of each year and then will be

presented to the NHS Shetland Board for final approval before publishing on the

NHS Shetland website. The annual report will contain the following information

as a minimum;

(a) A summary of the regulated Procurements that have been completed during

the year covered by the report.

(b) A review of whether those procurements complied with the NHS Shetland

Procurement strategy.

(c) To the extent that any regulated procurements did not comply, a statement

of how NHS Shetland intends to ensure that future regulated Procurements do

comply.

(d) A summary of any community benefit requirements imposed as part of a

regulated Procurement that were fulfilled during the financial year covered by

the report.

(e) A summary of any steps taken to facilitate the involvement of supported

businesses in regulated Procurements during the year covered by the report.

(f) A summary of the regulated Procurements the authority expects to

commence in the next two financial years.


8 Delivering Procurement Excellence

8.1 Procurement Sub-Processes

To ensure Procurement excels in its purpose it is important that the three main

sub processes of procurement are identified, understood and acted upon (Mena,

van Hoek, & Christopher, 2014). The three sub-processes are presented in

Figure 6 below;

Figure 6 The three main sub-processes of Procurement

Strategic Sourcing - This will be led by NSS through the Hosted Procurement

Service. This strategy sets out the alignment with Health Board strategic

objectives. A detailed work plan showing sourcing procedures which incorporate

The Scottish Model of Procurement has been and approved by the NHS Shetland

PUG.

Managing Supplier Relations – This element again will be led by NSS through

the Hosted Procurement Service. The approach will be in keeping with The

Scottish Model of Procurement and utilising the Balanced Scorecard approach


detailed in the Procurement Journey (Government S. , 2016). Procurement will

identify strategic suppliers to work with and develop joint sources of value for

NHS Shetland.

Ordering Cycle – Working to previously accepted principles (Health Directorate,

2012) we will drive the adoption of Purchase Orders utilising the Public Sector E-

Purchasing system (PECOS) and measure this on a monthly basis. If however

performance is not moving at the speed we require we will reserve the right to

implement a, ‘no PO no pay policy’, we will also measure and report NHS

Shetland’s payment performance to its suppliers to ensure we meet our 30 day

payment target. We will look to drive efficiency by putting in place catalogues to

reduce text based ordering and thereby supporting good spend Management

Information; again this will be a measurable target.

8.2 Developing the Profession

Like most professions it is incumbent upon its leaders and practitioners to

constantly strive to optimise the function. Integral to this is a process of

Continuous Professional Development (CPD) this includes engaging with fellow

professionals, attending conferences and courses, being part of the Professional

body; i.e. Chartered Institute of Procurement and Supply (CIPS) (Supply C. I.,

2016) and to read widely on the subject. All of these activities form part of the

continuing development of NHS Shetland Procurement staff which are agreed

within line management structures and recorded in the NHS Scotland Knowledge

and Skills Framework system(e-KSF) (Scotland N. , 2016).

8.3 Developing the Function

Allied with the above there exists for the Procurement function a clear and well

articulated, ‘maturity model’ (Mena, van Hoek, & Christopher, 2014), NHS

Shetland Procurement will utilise this model and the PCIP as part of the

development journey for both the function and Procurement staff toward

Procurement Excellence. Table 2 presents the Procurement Maturity Model with

the shaded part highlighting were we believe the function to be currently.


Transactional Cost driven Integrated Leading

Alignment/

involvement

in strategy

No strategic

orientation or involvement

Independent

from organization’s strategy

Supports

organizational strategy

Close alignment

Influences

organizational strategy

Provides strong input to values and strategies

Scope of

activities

Clerical in nature

One-off negotiations with suppliers

Order processing

Hardly any tendering

Commercial activities

Tendering Negotiation Getting the deal!

Active in make-buy decisions

Outsourcing Global sourcing Focus on strategic

sourcing Relationship

management and supplier

development

End-to-end supply chain management

Few areas of external spend untouched

Relationship

management and supplier

development

Relationship

management

(external and

internal)

No supplier relationship

management (SRM)

No engagement with other functions

Limited SRM Moderate

integration with internal functions

Portfolio approach to relationships

Engagement in SRM Extensive internal

integration

Seen as customer of

choice by suppliers

Engage with other stakeholders

Close internal alignment

Use of

technology

Ad hoc use of IT Use of

spreadsheets

Automation of clerical activities to reduce cost

Investments in ICT E-procurement

Extensive use of e-procurement + internet technologies

Skills and

knowledge of

people

Clerical Technical skill

gaps

Some training provided

Technical competence

Negotiation

and commercial skills

Training

provided

Professionalized Highly technical

competence

Good project management skills

Systematic integration of

training plans

Professionalized Highly technical competence

Transformational and leadership skills

Continuous

development Attracts top talent

Key

performance

indicators

(KPIs)

No structured targets and limited follow-

up Focus on

number of purchase orders handled, volume metrics

and order

process compliance

Targets and reviews focus on financial

results Focus on price reductions and contract coverage

Balanced Scorecard Focus on total cost

of ownership (TCO)

and business alignment

Comprehensive Balanced Scorecard

Continuous monitoring

Focus on TCO, innovation, sustainability and continuous

improvement

How visible is

procurement?

Not prominent Elevated profile based on savings

potential

Highly visible internally and externally

Internally procurement is seen as a driver

of competitive advantage

Supply chain champion

Table 2 The Procurement Maturity Model

NHS Shetland Current position

NHS Shetland Current position


8.3.1 PCIP as a strategic measurement tool

The Procurement and Commercial Improvement Programme is a detailed

assessment tool designed to measure a Public Body’s procurement processes

and results in line with best practice. The tool can and is used by Public

Procurement Functions to plan and execute their strategies, policies, governance

and execution plans. Procurement functions can utilise the tool to ensure that

any strategic and operational processes are in line with Best Practice and receive

recognition for this at assessment time. The PCIP Lite assessment which is in

use for NHS Shetland can be found at Appendix C.


9 Strategy ownership & contact details

This strategy will be subject to ongoing review and formal regular review by the

NHS Shetland Director of Finance and the Head of Finance & Procurement. This

will take account of any changes to organisational objectives and in NHS and

Scottish Government policies and strategies. This review will also take account of

the key targets and National Framework objectives under development by the

Procurement Steering Group.

Name: Colin Marsland

Designation: Director of Finance

Email: [email protected]

Telephone: 01595 743070

Name: Karl Williamson

Designation: Head of Finance &

Procurement

Email: [email protected]

Telephone: 01595 74 3301


10 Policies, tools & procedures

National Policies, Tools and Legislation:-

Scottish Model of Procurement

Changes to European Directives

Public Procurement Reform Programme

Suppliers Charter

EU Procurement Thresholds

Procurement Journey

PCIP

Public Contracts Scotland

Public Contracts Scotland – Tender

Information Hub

The Construction (Design and Management) Regulations 2015.

NHSS Additional Terms and Conditions of Supply (Food) 2015

NHS Shetland Local Policies

All local policies and procedures can be accessed on the NHS Shetland Website

http://www.gov.scot/Topics/Government/Procurement/about/spd-aims

https://www.gov.uk/guidance/transposing-eu-procurement-directives



http://www.gov.scot/Topics/Government/Procurement/about/Review



http://www.gov.scot/Topics/Government/Procurement/Selling/Supplierscharter2

http://www.gov.scot/Topics/Government/Procurement/policy/10613



https://www.procurementjourney.scot/

https://www.procurementjourney.scot/procurement-and-commercial-improvement-programme




https://www.publictendersscotland.publiccontractsscotland.gov.uk/esop/pts-host/public/pts/web/login.html



http://www.gov.scot/Topics/Government/Procurement/eCommerce/ScottishProcurementInformationHub

http://www.gov.scot/Topics/Government/Procurement/eCommerce/ScottishProcurementInformationHub

http://www.legislation.gov.uk/uksi/2015/51/contents/made

http://www.shb.scot.nhs.uk/board/policies.asp


11 Appendices

11.1 Appendix A – NHS Shetland Procurement Steering Group

Terms of Reference

Role & remit of Procurement Steering Group

Membership

Board Chairman (Chair)

Director of Finance

Director of Pharmacy

Director of Nursing & Acute Services

Director of Community Health & Social Care

Director of Human Resources & Support Services

Head of Estates

Clinical Director of Dental Services

Supported by:

NHS National Services Scotland representative

Head of Finance & Procurement

Head of IM&T and eHealth

PA to Board Chairman

Remit

To create and implement the Procurement Strategy Oversee implementation of annual action plans

Monitor compliance with national contracts To ensure that procurement matters are integrated in wider corporate

plans and objectives, e.g. clinical strategy, property strategy, etc.

Oversee contractual & tendering arrangements Act as project board for specific projects, e.g.

o Procurement efficiency and redesign project


Monitor performance of procurement function, including: o capability assessments

o Best Practice Indicators o achievement of work plan savings

Frequency of meetings

minimum two times a year specific meetings where required for project management

Governance

annual report to EMT and Board

procurement strategy to be approved by EMT and Board

Key Performance Indicators

Year on year improvement in external Procurement and Commercial Improvement Programme (PCIP) evaluation rating. Target

Delivery of the annual Procurement Action plan Production of annual report for April board meeting

Year on year improvement in compliance in the use of national contracts

11.2 Appendix B – NHS Shetland Procurement User Group Terms

of Reference

Role & remit of Procurement User Group Membership

Head of Finance & Procurement (Chair) Estates Project Manager

Procurement Supervisor Facilities Manager Primary Care Service Manager

Dental Business Manager Chief Medical Physics Officer

Assistant Director of Nursing (Hospital) Head of IM & T (Or nominated deputies)

Supported by: Procurement Steering Group

Remit • Implement the Procurement strategy • Implementation of annual action plans

• Implement and monitor contractual & tendering arrangements • Act as project board for specific projects, e.g. Pecos implementation


• Monitor performance of procurement function, including:

o capability assessments o Best Practice Indicators

o achievement of work plan savings

• Train and educate staff on procurement issues

• Promote the importance of good procurement practices throughout the Board

• Monitor compliance with national contracts and act as the decision-making group for applications to go outside of national contracts (with the proviso that the Head of Finance & Procurement or the Director of Finance can

sanction an application to go outside of national contract without the group’s prior approval if there is a genuine need for a swift decision. The

Head of Finance & Procurement or Director of Finance will seek to canvass opinion of other members by email where this is feasible. Such decisions will then be ratified at the next available PUG meeting

Frequency of meetings

• Monthly

Governance • Report to Procurement Steering Group

Owner:

11.3 Appendix C – PCIP ‘Lite’ Assessment


Table 3 PCIP 'Lite' Question set


11.4 Appendix D – PESTLEE Analysis

Figure 7 PESTLEE Analysis


11.5 Appendix E NHS Shetland Procurement Balanced Scorecard

Figure 8 Procurement Balanced Scorecard Summary


The summary presented in Figure 8 above is fed through a monthly measuring process of the following targets and

measures.

Figure 9 Balanced Scorecard Measures & Targets

Owner:

12 Glossary

Below is a NHS Scotland glossary covering many aspects of NHS Procurement;

A fully comprehensive Procurement glossary has been developed by the

Partnership for Public Procurement and can be found at the following location;

http://www.globalpublicprocurement.org/Resources/Glossary/.

ABV Full Title More Information

A&A Ayrshire and Arran Health Board

ABCD Achievements; Benefits;

Concerns; Do next

ACD Automatic Call Distribution

ACAS Advisory, conciliation and

Arbitration Service

AEP Active Engagement Process

AM Availability Management

AMIS Availability Management

Information System

APUC Advanced Procurement for

Universities & Colleges

ASP Application Service Provider

BCM Business Continuity

Management

BCP Business Continuity Plan

BIA Business Impact Analysis

BRM Business Relationship Manager

BS Business Services

BSI British Standards Institution

BSM Business Service Management

BTC Blood Tissues and Cells

CAB Change Advisory Board

CAB/EC Change Advisory Board /

Emergency Committee

CAP Commodity/Clinical Advisory

Panel

CAPA Corrective Action, Preventative

Action

CAPEX Capital Expenditure

Careb Commodity Action Report &

Eps Bulletin

CCA Corporate and Clinical Affairs

CCM Component Capacity

Management

http://www.globalpublicprocurement.org/Resources/Glossary/


CCM Catalogue Content

Management

A system used by NSS and Health Boards

CDW Corporate Data Warehouse Database where info is kept

CEH Customer Engagement Hub Project to get feedback from various departments inside

National Services Scotland

CEO Chief Executive Officer

CLO Central Legal Office

CFIA Component Failure Impact

Analysis

CFS Counter Fraud Services

CI Configuration Item

CIC Commercial in Confidence

CLO Central Legal Office

CMDB Configuration Management

Database

CMIS Capacity Management

Information System

CMM Capability Maturity Model

CMMI Capability Maturity Model

Integration

CMS Configuration Management

System

COTS Commercial off the Shelf

CSF Critical Success Factor

CSG Clinical Support Group

CSI Continual Service

Improvement

CSIP Continual Service

Improvement Programme

CSP Core Service Package

CSR Corporate Social Responsibility

CR Change request

CTC Call to Competition

CTI Computer Telephony

Integration

D&G Dumfries and Galloway Health Board

Dashboard A document that is used to

show project information for

example upcoming milestones

or any risks or issues

DET Divisional Executive Team

DIKW Data-to-Information-to-

Knowledge-to-Wisdom

DOF Director of Finance

DOI Declaration of Interest

DP Developmental Procurement


DPS Dynamic Purchasing System

DST Decision Support Tool

EMT Executive Management Team

EPB Efficiency Portfolio Board

EPS E-Procurement System Online procurement system

eSCM-CL eSourcing Capability Model for

Client Organisations

eSCM-SP eSourcing Capability Model for

Service Providers

ESPC East of Scotland Procurement

Consortium

FA Framework Agreement A Framework Agreement is a general term for agreements

with suppliers that set out terms and conditions under which

specific purchases (call-offs) can be made throughout the term

of the agreement. In most cases a framework agreement itself

is not a contract, but the procurement exercise to establish a

framework agreement is subject to the public procurement

rules.

FMEA Failure Modes and Effects

Analysis

FOI Freedom of Information

FTA Fault Tree Analysis

GG&C Greater Glasgow and Clyde Health Board

GMC General Medical Council

GRN Goods Received Note

HB Health Board A regional board of the NHS. Greater Glasgow and Clyde for

example

HCSI Health & Social Care

Integration

HDS Hosted Desktop Service

HFS Health Facilities Scotland

HiFi Health Impact Financial

Impact

HiPP Health Innovation

Procurement Portal

HOP Head of Procurement

HPDG Heads of Procurement Delivery

Group

HPS Health Protection Scotland

HR Human Resources & Workforce

Development

HSCMB Health & Social Care

Management Board

HubCo's Scottish Futures Trust

IIA Intensive Improvement An investigation into the spending of a Health Board. To try


Activity and find where savings can be made

IDA Internal Delivery Address Ward name/number

IPR Intellectual Property Rights

IRR Internal Rate of Return

ISD Information Services Division

ISG IT Steering Group

ISM Information Security

Management

ISMS Information Security

Management System

ISO International Organization for

Standardisation

ISP Internet Service Provider

IT Information Technology

ITSCM IT Service Continuity

Management

ITSM IT Service Management

itSMF IT Service Management Forum

ITT Invitation to Tender

IVR Interactive Voice Response

KEDB Known Error Database

KPI Key Performance Indicator A department objective/target

KPI Key Performance Indicator

LGPN Local Government

Procurement Network

LOS Line of Service

MI Management Information

MoR Management of Risk

MTBF Mean Time Between Failures

MTBSI Mean Time Between Service

Incidents

MTRS Mean Time to Restore Service

MTTR Mean Time to Repair

NISG National Information Systems

Group

NP National Procurement

NPV Net Present Value

NSD National Services Division

NSS National Services Scotland A Health Board of National Health Service Scotland

OEM Oracle Enterprise Management

OGC Office of Government

Commerce

OJEU Official Journel of the

European Union

OLA Operational Level Agreement

OPEX Operational Expenditure


OPSI Office of Public Sector

Information

ORG Operational Reform Group

PBA Pattern of Business Activity

PCA Procurement Capability

Assessment

PCIP Procurement and Commercial

Improvement Programme

Replacement for PCA

PCS Public Contracts Scotland

PCST Public Contracts Scotland -

Tenders

PECOS Professional Electronic

Commercial Ordering System

Computer system allowing ward nurses etc to order stock

immediately

PFI Private Finance Initiative

PFPI Patient Focus Public

Involvement

PFS Prerequisite for Success

PHI Public Health and Intelligence

PID Project Initiation Document

PIN Prior Information Notice

PIR Post Implementation Review

PPF Public Partnership Forum

PPP Public Private Partnerships

PRDG Pan Public Sector Delivery

Group

PPRB Pan Public Sector Reform

Board

PQQ Pre-Qualification Questionnaire

PRB Procurement Reform Bill

PS Practitioner Services

PSA Projected Service Availability

PSG Procurement Steering Group

PUG Procurement User Group

QA Quality Assurance

QMS Quality Management System

R&I Risks and Issues Issues are problems with a project. Risks are things that could

become problems in the future

RCA Root Cause Analysis

RFC Request for Change

RIDDOR Reporting of Injuries, Diseases

and Dangerous Occurrences

Regulations

ROI Return on Investment

RPO Recovery Point Objective

RSS Really Simple Syndication


RTO Recovery Time Objective

SBAR Situation, Background,

Assessment, Recommendation

SA Spend Analyser System use to present cost information in a visual and

interactive format

SAO Senior Accountable Officer

SAC Service Acceptance Criteria

SAS Scottish Ambulance Service

SACM Service Asset and

Configuration Management

SBEG Strategy Board Engagement

Group

SBU Strategic Business Unit Business Unit within NSS. There are 6, including PCF

SCD Supplier and Contract

Database

SCIN Scottish Clinical Imaging

network

SCM Service Capacity Management

SEPG Scotland's Efficiency &

Productivity (SR10)

SFA Service Failure Analysis

SFI Standing Financial Instructions

SG Scottish Government

SGHD Scottish Government Health

Directorate

SHSG Scottish Health Service Group

SIP Service Improvement Plan

SKMS Service Knowledge

Management System

SLA Service Level Agreement

SLM Service Level Management

SLP Service Level Package

SLR Service Level Requirement

SME Small Medium Sized

Enterprises

SMO Service Maintenance Objective

SMT Senior Leadership Team

SNBTS Scottish National Blood

Transfusion Services

SoC Separation of Concerns

SOCG Serious Organised Crime

Groups

SOP Standard Operating

Procedures

SOR Statement of requirements

SPI Service Provider Interface


SPCD Scottish Procurement and

Commercial Directorate

SPM Service Portfolio Management

SPO Service Provisioning

Optimisation

SPOF Single Point of Failure

SRO Senior Responsible Officer

STG Strategic Planning Group

SWOT Strengths Weaknesses

Opportunities Threats

Tableau System used to develop and

present dashboards

TCO Total Cost of Ownership

TCU Total Cost of Utilisation

TO Technical Observation

TOR Terms of Reference

TQM Total Quality Management

TUPE The Transfer of Undertakings

(Protection of Employment)

UC Underpinning Contract

UP User Profile

VBF Vital Business Function

VFM Value for Money

VOI Value on Investment

WIP Work in Progress

WOS West of Scotland Consortium

Table 4 Glossary of Frequently Used Terms


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DOCUMENT CONTROL SHEET:

Key Information:

Title: NHS Shetland Procurement Strategy

Date Published/Issued: 29/07/2016

Date Effective From: TBC

Version/Issue Number: V0.1

Document Type: Strategy

Document Status: Draft

Author: S.Mclaughlin

Owner: TBC

Approver: NHS Shetland Board

Approved by and Date: TBC

Contact: TBC

File Location: TBC

Revision History:

Version

:

Date: Summary of Changes: Name:

V0.1 29/07/2016

6

First draft S.Mclaughlin

V0.2 20/09/2016

6

Second draft A.Roemmele

V0.3 29/09/2016 Sustainable/Ethical procurement A.Roemmele

V0.4 18/10/2016 General updates/ corrections A.Roemmele

Approvals: This document requires the following signed approvals.

Name: Signature: Title: Date: Version:

Karl Williamson Chairperson Procurement User

Group Chair

28/09/2016 V0.2

Board Chairman

- Ian Kinniburgh

Chairperson Procurement Steering

Group Chair

05/10/2016 V0.3

Board Chairman Chairperson Shetland Board

Meeting

13/12/2016 V0.5

Distribution: This document has been distributed to

Name: Title/Division: Date of Issue: Version:

NHS Shetland PUG 25th May 2016 V0.1

NHS Shetland PUG 20th September

2016

V0.2

NHS Shetland PSG 29th September V0.3

NHS Shetland Strategy & Redesign

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NHS Shetland Board 13th December

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