Our strategy sets out the steps DFID will take to
Description: Our strategy sets out the steps DFID will take to implement our vision and the GCO functional plan. We have developed a long-term strategic plan to help DFID build the commercial capability that delivers better value for money and
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slide1. Our strategy sets out the steps DFID will take to implement our vision and the GCO functional plan. We have developed a long-term strategic plan to help DFID build the commercial capability that delivers better value for money and development impact. Our vision for DFID’s commercial future includes:
Operating as a best-in-class commercial organisation, working as one team to deliver innovative solutions with our delivery partners. A best in class commercial function
for a world class development organisation Our Vision Our vision defines the ultimate aims of our organisation. Our Strategy DFID’s Commercial Future : Our Vision An end to end procurement and commercial solution that delivers the right things at the right time to maximise development impact, is fully aligned to DFID and HMG priorities and drives commercial reform across DFID, HMG and the wider international development system. Our Delivery Plan Our delivery plan lists the actions DFID will take to realise our strategy. Commercial maturity is more than value for money. It is about changing the mind-set of the organisation. Taking responsibility for maximising market responses and influencing international, UK and local markets
Collective forward planning allowing commercial practice to become strategically planned, increasing our influence in the development sector. “Commercial effectiveness is about delivering the best development impact and value for the UK taxpayer in the UK national interest.”
In DFID this means:
Improving the impact on poverty reduction for every UK pound spent;
Ensuring that we understand our cost drivers, shape international, UK and local markets and negotiate the best deal possible;
Holding supply partners accountable for delivery performance and ethical behaviour;
Maximising our influence to improve the commercial effectiveness of our partners. DFID has changed the way it thinks commercially, making tremendous progress, but there is more to be done to support the ambitions of the Department and become a best-in-class commercial organisation. Our commercial vision is below.<br>
slide2. April 2020 v1 DFID’s Procurement & Commercial Strategy The Government Commercial Operating Standards set expectations and drive consistency in the planning, management and execution of commercial activities across government and the wider public sector.
This incorporates an ‘Assessment Framework’ which allows organisations to assess their level of adherence to the functional standard and test maturity levels against best practice.<br>
slide3. PCD’s Priorities – FY 20/21 April 2020 v1 DFID’s Procurement & Commercial Delivery Plan Continuing DFID’s transformation into a best-in--class commercial organisation:
Covid-19 response – engage with supply partners, OGDs and Cabinet Office to understand and mitigate the threats posed by Covid-19 to sector resilience.
People – High staff engagement, stronger line management and talent management, ensuring the right people in the right roles at the right time and working as ‘one team’ to deliver end to end customer service excellence.
Procurement policy – Engagement with Cabinet Office led review of the UK public procurement regulations to strengthen value for money by designing new UK rules that maintain open competition but are more flexible in practice.
Commercial capability – Enhanced commercial capability and consistency in PCD/DFID and strengthened relationships across OGD’s.
Commercial reforms – using commercial best practice to strengthen the value for money and effectiveness of DFID’s Accountable Grants and MOUs, strengthen SRM of key supply partners and implement portfolio procurement.
Management Information – Continued progress with the new commercial platform , improved MI shared with relevant stakeholders to agree commercial priorities and a single database of all agreements.<br>
Operating as a best-in-class commercial organisation, working as one team to deliver innovative solutions with our delivery partners. A best in class commercial function
for a world class development organisation Our Vision Our vision defines the ultimate aims of our organisation. Our Strategy DFID’s Commercial Future : Our Vision An end to end procurement and commercial solution that delivers the right things at the right time to maximise development impact, is fully aligned to DFID and HMG priorities and drives commercial reform across DFID, HMG and the wider international development system. Our Delivery Plan Our delivery plan lists the actions DFID will take to realise our strategy. Commercial maturity is more than value for money. It is about changing the mind-set of the organisation. Taking responsibility for maximising market responses and influencing international, UK and local markets
Collective forward planning allowing commercial practice to become strategically planned, increasing our influence in the development sector. “Commercial effectiveness is about delivering the best development impact and value for the UK taxpayer in the UK national interest.”
In DFID this means:
Improving the impact on poverty reduction for every UK pound spent;
Ensuring that we understand our cost drivers, shape international, UK and local markets and negotiate the best deal possible;
Holding supply partners accountable for delivery performance and ethical behaviour;
Maximising our influence to improve the commercial effectiveness of our partners. DFID has changed the way it thinks commercially, making tremendous progress, but there is more to be done to support the ambitions of the Department and become a best-in-class commercial organisation. Our commercial vision is below.<br>
slide2. April 2020 v1 DFID’s Procurement & Commercial Strategy The Government Commercial Operating Standards set expectations and drive consistency in the planning, management and execution of commercial activities across government and the wider public sector.
This incorporates an ‘Assessment Framework’ which allows organisations to assess their level of adherence to the functional standard and test maturity levels against best practice.<br>
slide3. PCD’s Priorities – FY 20/21 April 2020 v1 DFID’s Procurement & Commercial Delivery Plan Continuing DFID’s transformation into a best-in--class commercial organisation:
Covid-19 response – engage with supply partners, OGDs and Cabinet Office to understand and mitigate the threats posed by Covid-19 to sector resilience.
People – High staff engagement, stronger line management and talent management, ensuring the right people in the right roles at the right time and working as ‘one team’ to deliver end to end customer service excellence.
Procurement policy – Engagement with Cabinet Office led review of the UK public procurement regulations to strengthen value for money by designing new UK rules that maintain open competition but are more flexible in practice.
Commercial capability – Enhanced commercial capability and consistency in PCD/DFID and strengthened relationships across OGD’s.
Commercial reforms – using commercial best practice to strengthen the value for money and effectiveness of DFID’s Accountable Grants and MOUs, strengthen SRM of key supply partners and implement portfolio procurement.
Management Information – Continued progress with the new commercial platform , improved MI shared with relevant stakeholders to agree commercial priorities and a single database of all agreements.<br>