**London**: Clive Feeney, CEO of the LHC Procurement Group, discusses the vital role of public sector procurement in supporting devolution across England, emphasising the need for efficient strategies that embed social value and engage local supply chains for regional economic growth.
The recent publication by PBC Today features insights from Clive Feeney, CEO of the LHC Procurement Group (LHCPG), on the pivotal role of public sector procurement in facilitating successful devolution across England. The discussion centres around the UK government’s Power and Partnership: Foundations for Growth English Devolution White Paper, which outlines a vision for enhancing local decision-making, economic empowerment, and investment in regional infrastructure.
This white paper is an initiative aimed at transferring more power to regional authorities and metro mayors, which is anticipated to establish governance structures that are more attuned to local needs. By doing so, the government intends to drive economic growth, address inequalities, and improve the quality of local services. However, this shift presents both opportunities and challenges in the realm of public sector procurement.
With local authorities merging into larger entities, there is a pressing need for them to adapt their procurement strategies. Feeney notes that the focus must remain on efficiency, local economic impact, and the integration of social value into decision-making processes. The white paper rests on three fundamental themes: innovation, integration, and accountability, which can be supported through dedicated public sector frameworks for procurement.
As metro mayors and regional authorities gain increased jurisdiction over matters such as housing, infrastructure, and transport, the effective management of procurement is deemed essential to ensure public funds benefit local communities and support regional economies. Feeney emphasises that procurement frameworks should enhance regional impacts by engaging local supply chains, thereby providing small to medium enterprises (SMEs) and regional contractors a fair opportunity to access public contracts.
Feeney further comments on the significance of embedding social value requirements within procurement strategies from the outset, referencing the recent Procurement Act which mandates such alignment with local authority objectives. He highlights the historical role of smaller councils in fostering direct community engagement, which has allowed local residents to influence procurement decisions more effectively. The call for early engagement in procurement goes hand-in-hand with tailoring frameworks to reflect regional priorities and long-term community benefits.
Drawing on experiences from Scotland and Wales, where devolution practices have been more advanced, Feeney points out that tailored procurement has already yielded successful projects combining efficiency and local engagement. He posits that these experiences could serve as a model for English local authorities navigating similar transitions.
The importance of social value in procurement is underscored, as the white paper envisions a system that aligns procurement decisions with community interests. Despite the legal enforcement of social value through the Procurement Act, Feeney acknowledges that it is merely an initial encouragement toward effecting meaningful change. Local authorities, he asserts, can rely on the expertise of established framework providers to fulfil these goals, especially given the financial constraints they often face.
In discussing quality standards, Feeney highlights the Gold Standard procurement approach, which has gained endorsement from the UK government through the Constructing the Gold Standard Verification Scheme. This scheme aims to create high-quality, transparent, and responsible public sector purchasing processes. Feeney cites that LHCPG achieved Gold Standard verification for all of its frameworks across all regions, underlining its commitment to rigorous and accountable procurement practices.
With over a decade of experience in regional procurement, LHCPG is positioned to assist local authorities in navigating the evolving landscape of public sector procurement. The organisation has operated through five regional business units, aiming to craft procurement frameworks that address local demands while adhering to national policies.
In summary, as the UK moves towards greater devolution, the success of public sector procurement is seen as integral to shaping a more responsive and equitable governance model in England. The insights provided by Clive Feeney reflect not only the potential for transformative change but also the necessity for local authorities to adopt strategic approaches that prioritise sustainability and social value. As local authorities begin to embrace these changes, there exists an opportunity for procurement to emerge as a cornerstone of English devolution’s success.
Source: Noah Wire Services
Subscribe to Industry Updates
