Publication - Advice and guidance

Procurement of care and support services: best practice guidance

Published: 23 Mar 2016
Part of:
Public sector

Guidance for the public sector on procuring care and support services.

86 page PDF

4.3 MB

86 page PDF

4.3 MB

Procurement of care and support services: best practice guidance
12. Evaluating Procurement Activity

86 page PDF

4.3 MB

12. Evaluating Procurement Activity

Internal scrutiny

12.1 This chapter highlights the importance of evaluating a procurement exercise and scrutiny. A public body should evaluate each procurement exercise to determine what worked well and areas which could be improved in future procurement exercises. Its evaluation should consider:

  • the difference (if any) in the quality of the service and outcomes for people who use services and their carers;
  • the total cost of the exercise to the public body, including staff costs;
  • the total savings achieved on contract value;
  • the effectiveness of their assessment (at the planning stage) of the benefits and risks to people who user services and service delivery;
  • the effectiveness of its communication with, and the involvement of, people who use services and their carers;
  • the impact of the exercise on people who use services and their carers;
  • the impact of the exercise on the market;
  • to what extent it helped to meet the requirements of the public sector equality duty;
  • the impact of the exercise on the workforce; and,
  • the learning for any future procurement activity.

12.2 To inform its evaluation, a public body should collate feedback from all staff involved in the procurement process, other teams within the public body, service providers and people who use services and their carers.

12.3 A public body should refer to the Procurement and Commercial Improvement Programme which enables them to assess its procurement capability against common criteria and standards, to identify where best practice already exists and where improvements can be made.

External scrutiny

12.4 Healthcare Improvement Scotland (HIS) is a statutory body, part of NHS Scotland, that works with healthcare providers to drive and support improvements in the quality of healthcare, and empower patients and the public. HIS does this through a combination of evidence-based standards and guidelines, a scrutiny and assurance approach, and quality improvement implementation support.

12.5 The Care Inspectorate regulates and inspects care services in Scotland to make sure that these meet the right standards. If services are found not to be good enough the Care Inspectorate will help them to improve. It offers advice, guidance and suggestions to help services reach the highest standards. The Care Inspectorate can issue recommendations for improvement and requirements for change and check these have happened. The Care Inspectorate wants to make sure services safeguard people, that these are well-managed, well-led and make a positive impact on people's lives, based on their needs, rights and choices.

12.6 As part of their wider powers the Care Inspectorate and Healthcare Improvement Scotland are able to scrutinise commissioning plans and make recommendations in its joint reports.

12.7 Audit bodies also have regard to a public body's compliance with procurement obligations.

Key messages

These final parts of Section 2 describe those elements that a public body may consider at the review and evaluation stages of a procurement exercise.

That is, depending on the value and complexity of the procurement, stakeholders may wish to conduct a post-project review in order to consider any lessons learned and take these into account in any future planning.

Also, individual services should be reviewed at regular intervals to determine if the service is:

  • meeting quality standards and delivering the right outcomes for people who use services and their carers;
  • responsive to current demand and potential future need;
  • in line with the public body's strategic objectives and those of its partners, as described in local commissioning strategies; and
  • continuing to provide value for money.