Adopted – September 2022
Procurement means the way that we buy the goods, services and work needed to support the work of TRESAcic. At all stages of procurement, TRESAcic uses procedures that are fair, competitive and auditable and that meet the relevant legislation.
This policy covers:
- appointment of (non-staff) personnel, such as consultants and contractors
- purchase of all services, goods and equipment
This policy is based on:
- principles of non-discrimination, fairness and transparency,
- the promotion of efficiency and effectiveness, and
- minimising risk to TRESAcic and our beneficiaries.
Policy
Purchases estimated to cost £10,000.00 or more will normally follow a competitive procedure based on invited proposals from a short list of qualified firms. The selection process for suppliers will normally involve the following steps:
- defining the scope, objectives and estimated budget, timescales, including any anticipated follow-on services and determining the selection procedure to be followed (the brief or specification)
- identifying suppliers that are qualified to deliver the required services and preparing a short list of qualified firms / people
- inviting proposals from the short-list
- evaluating and comparing capabilities and proposals and selecting the preferred consultant / supplier
- negotiating a contract with the selected consultant / supplier
- managing the process properly
Some of these steps may be simplified, depending on the value of the contract or services to be performed:
- For contracts or purchases estimated to cost less than £3k, a supplier may be selected directly, without the requirement to prepare a shortlist, and a contract negotiated with the selected contractor.
- For contracts or purchases estimated to cost £3-10k selection may be made on the basis of an evaluation of short-listed, qualified candidates / suppliers and the rationale for the choice must be recorded.
- Short lists shall normally include no less than three and no more than six qualified and experienced contractors (individuals or firms, as the case may be). The list shall normally comprise at least one qualified contractor from the local area.
Evaluation and Selection
When formal proposals are requested from a short list of suppliers, the invitation for proposals must clearly state the criteria for evaluating them. The evaluation of contractors should normally be based only on technical considerations including, but not limited to, experience in similar assignments, local experience and presence, qualifications of key personnel proposed for the assignment, and suitability and quality of the work plan.
For some projects of a straightforward, the price of the services must be a consideration but quality and value for money should remain the principal factor in selection. When formal proposals have been requested, the supplier that submits the highest rated proposal should be selected.
In some circumstances it may be necessary or advantageous to engage or continue with a specific contractor where:
- the contractor has unique expertise or experience
- the contractor has been or is involved in the early phases of the project such as feasibility or design and it has been determined that continuity is necessary and no advantage would be gained from following competitive procedures
- additional services not included in the original contract have, through unforeseen circumstances, become necessary for the performance of the contracted services, on condition that those additional services cannot be technically or economically separated from the original contract without major inconvenience, or when such services, although separable from the performance of the original contract, are strictly necessary for its completion.
Organizational capability
In the planning and development of major (capital) projects, it may be necessary to review the organisation’s capacity skills and experience in procurement. In such circumstances, TRESAcic will assess the strengths and weaknesses of the Board of Directors and volunteers, in this respect. It may be necessary to set up a dedicated procurement group that has collective responsibility for overseeing the procurement and monitoring its
progress and to take into consideration the following:
- being clear about the roles and skills required to oversee a complicated procurement
- being confident you have these skills on the group
- establishing a process for ensures this
Financial recording
The majority of TRESAcic’s income is acquired through grant applications for specific projects, and ringfenced for that purpose.
- The Director leading on a specific project or activity will normally be responsible for overseeing related income and expenditure, and reporting to the Treasurer of TRESAcic.
- The Treasurer of TRESAcic is responsible for recording all income and expenditure and providing an annual statement of accounts.
- The simplified system of Receipts and Payments Accounts is used to summarise the money received and paid out for individual projects, and in the annual accounts for the financial year.