Public Service Reform Operational Summit: Workshop Feedback 14 October 2025

Workshop 7: Supporting the Delivery of Efficient Public Services

Summary of workshop:

This was a joint session on the Expansion of National Collaborative Procurement (Workstream 16) and on Commercial Value for Money (Workstream 17)

The first half of the session provided background information, high level spend data and examples of opportunities where National Collaborative Procurement Division (NCPD) could support delivery of even more savings for the public sector. The workshop also encouraged active engagement from delegates to help target the services, shape the delivery model and identify future opportunities and potential barriers / blockers.

This was followed by an overview of the Collaborative Value for Money (CVfM) programme which considered how the lessons learned as the programme develops can help support the wider public sector to achieve greater value for money. The workshop explained how the Scottish Procurement CVfM Programme aimed to streamline the funding landscape for users and beneficiaries to reduce delivery costs and demonstrate improved outcomes.

Expansion of Collaborative Procurement

Points of discussion:

In the course of the discussion the following points were raised:

Participants highlighted the need for stronger communication and visibility of upcoming procurements across the public sector. It was noted that duplicate contracting activity has occurred in the past due to limited information-sharing, and there was support for more accessible channels (for example, live chat functionality) to enable real-time engagement. Better two-way communication between national procurement teams and public bodies could help identify opportunities for joint contracting and shared strategic planning.

Some delegates were unsure of their eligibility to access national frameworks and had previously run their own tender processes without being aware that suitable national agreements already existed. This may have resulted in missed opportunities to avoid duplication, reduce cost and resource effort, and align with wider public sector outcomes.

Smaller organisations and those with limited in-house procurement expertise expressed interest in paid-for support for technically complex procurements - similar to external support arrangements used in areas such as HR or legal services. It was confirmed that enhanced service options are being explored and would be demand-led.

There was strong interest in improving how value and outcomes are demonstrated, including better reporting of spend and benefits. Delegates also raised the need for clarity and consistency in how carbon impacts are measured and tracked, noting existing local practices and suggesting potential national support or a framework approach.

Balancing national procurement activity with local priorities was a recurring theme - particularly supporting community wealth building while still accessing the efficiencies of national frameworks. Improved benefit reporting at a local level was seen as a way to support this balance and demonstrate positive local outcomes delivered through national agreements.

Delegates discussed potential future areas that may benefit from a national approach, especially where budgets are tightening and demand is growing. Suggested areas included:

• Renewable energy and power purchase agreements
• Certain aspects of waste management
• Road-related services (with a note that improved awareness of existing national solutions is needed)
• Elements of social care provision, such as children’s residential care and continuing care
• Support for temporary and emergency accommodation, given escalating pressures and increasing competition for limited housing supply

Finally, it was suggested that further support for small businesses bidding for public contracts would be valuable - for example, simplifying supplier qualification requirements so information can be stored and reused rather than repeatedly resubmitted.

Commercial Value for Money

Points of discussion:

In the course of the discussion the following points were raised:

Participants reflected on existing approaches to grant funding and the potential for greater collaboration, including improved engagement with third sector partners. It was acknowledged that many organisations are already exploring similar practices, suggesting value in sharing learning and aligning efforts.

There was discussion about the distinction between grants and contracts, particularly in cases where recurring funding is involved. It was noted that grants and procurements serve different purposes, and decisions should be based on the intended outcomes rather than financial value alone.

Opportunities for consolidation were considered, especially in areas where similar services are funded multiple times through both grant and procurement routes. Helpline services were mentioned as one example where a more coordinated approach could reduce duplication and improve value.

Delegates noted concerns about the proportion of funding spent on administration and management fees, which can vary significantly between organisations. The potential benefit of setting an agreed optimum management cost and the role of competitive processes in driving efficiencies was raised.

It was recognised that improved intelligence is now emerging in areas of grant fund management that previously lacked visibility, highlighting that a single model or approach will not suit all situations.

Attendees questioned the number of layers involved in grant distribution, with current processes often requiring multiple bodies between the funder and the end beneficiary. Simplifying the chain could increase efficiency and improve the impact of funding.

There was a wider call for clearer communication, better oversight, and capacity-building across fragmented funding landscapes - including reducing situations where multiple organisations apply separately for similar funding streams without visibility of one another.

Finally, a discussion took place regarding fair work requirements and how to ensure they are applied consistently, including where exemptions may be appropriate.

Actions:

• Suzanne Reid (Scottish Procurement, Scottish Government) to provide details on national frameworks to the Scottish Public Services Ombudsman (SPSO).