Commercial and Procurement Plan 2025/26

Background

The Police and Crime Commissioner (PCC) and the Chief Constable (CC) are required to undertake procurement and contract management activities on a day-to-day basis. Primarily, these decisions will be for simple transactions of a relatively minor nature and will be dealt with under delegated purchasing by individual departments.

There are also occasions where the contractual obligations being taken on by the PCC or the CC will be significant both in terms of the financial commitment, complexity of the provision and/or the timescales of the contract being entered into. It is at this point that the Commercial and Contract Management Team (CCMT) will manage the procurement process to ensure both compliance to legal and statutory requirements and advise on suitable timescales and routes to market to ensure value for money is achieved.

A register of all contracts currently in place will be maintained by the CCMT, which they will manage on a day-to-day basis, ensuring that where renewal actions are required that these are identified, planned and actioned in a timely manner ensuring the best outcome and value is achieved for the organisation. Furthermore, they will ensure that the processes and practices are undertaken in accordance with the relevant rules and standards connected with police and public sector legislation.

The CCMT will proactively seek out best value procurement routes for all Contract renewals and alternatives to Exceptions where available. For ongoing annual requirements where there are no suitable alternatives to Exceptions, the CCMT will seek to extend the contracts for a longer-term period.

All contracts over £25,000 will be categorised to determine the appropriate level of contract management required. Training, support and facilitation of contract management will be provided to ensure that contract deliverables are met and that overall value for money is achieved through the contract’s delivery.

Current Performance

A summary of PCC/CC’s current overall spend identified is shown below:

• Currently 170 live Contracts above £25k with an estimated total value of £125M.

• 61% (104) of contracts have a total contract value above £100,000

• 51% (87) of contracts are for review/renewal in 25/26.

Priorities for 2025/26

Strategic Contracts for 2025/26

The following key strategic procurements are due to commence/be undertaken during the Financial Year 2025/26:

SVA Hub & Specialist Therapy for Adults - Contract value could be up to £10M. Local tender process to be undertaken. No further detail known at this time.

Independent Sexual Violence Advisor (ISVA) and Children and Young Person’s Independent Sexual Violence Advisor (CHISVA) - Contract value could be up to £7M. A project team will be established to develop a framework, under which contracts will be awarded. No further detail known at this time.

Language Services - Contract value could be up to £1.5M. Possible use of a Bluelight Commercial national framework or similar. This is a regional collaborative project.

Multi-Functional Device Replacement – Contract value is approximately £700k. Suitable framework to be identified based upon securing best value. No further detail known at this time.

Evidence Extraction & Acquisition Tool (Mobile Phones) – Contract value is approximately £520k. Suitable framework to be identified based upon securing best value. No further detail known at this time.

Fleet Management System – Contract value is approximately £150k. Local Tender process to be undertaken.

Communication Data & Cleansing Digital Analysis Software – Contract value is approximately £400k. Suitable framework to be identified based upon securing best value. No further details known at this time.

Key Capital Projects

Key capital programme across the organisation for 25/26:

Fleet Capital budget 25/26 - The agreed budget for fleet is £3,846,526 – this includes the replacement of 136 vehicles as part of the fleet replacement programme. All purchases will be awarded either under the BLC National Contractual Arrangement as part of the Crown Commercial Services Framework or under any alternative, compliant framework arrangements. Where there are supply issues under the available frameworks, we may be required to undertake local tender processes.

Building Works Capital budget 25/26 - Budget identified for building works across the Force estate is £319k. This includes:

1. Roof replacement across multiple buildings at Force HQ – budget of £200k – likely to be procured under framework or via local tender process.

2. Custody Suite Improvement Works (Phase 4) – budget of £119k – likely to be procured under a framework or local tender process.

IT Capital budget 25/26 – Budget identified for IT is £315k. This includes:

1. Automated Numberplate Recognition (ANPR) cameras – budget of £315k to secure 53 new cameras under the camera replacement programme – likely to be procured under an existing contract or under a suitable framework.

Ongoing Service Activity for 2025/26

Ongoing Contract Review to undertake a review of expiring fixed term contracts to ensure that these are dealt with in a timely and effective manner. CCMT will notify user departments of all expiring contracts. The renewal of any contracts below £25k will be undertaken by individual departments with advice from CCMT where requested.

For contracts above £25k, CCMT in liaison with the relevant user department(s) will identify and investigate all available procurement options/routes to ensure the best value option/route is utilised.

For strategic and complex projects early engagement is required to get upstream of the project allowing sufficient time for us to challenge the status quo and encourage innovation through the procurement process and contract delivery.

Commercial Risk will be undertaken on an ongoing basis throughout the year as required. This should ensure all risks associated with procurement and contract management are identified early and mitigated as much as possible. CCMT shall report to the PCC and the CC any risks where felt it could have a financial, operational or reputational impact on the organisation.

Any strategic contracts whereby the supplier is underperforming, will also be reported upon.

Procurement Act 2023 Legislation update the PCC and the CC on key updates and amendments as these are received and any implications that these will have on current Contract Standing Order processes. This will ensure compliance to the relevant procurement rules and standards and mitigate the risk of non-delivery of strategic/critical contracts.

National Collaboration maintain awareness of national work streams being undertaken as part of the Police Efficiency and Collaboration Programme (PECP), and similar, this will ensure the PCC, and the CC are collaborating and using national arrangements as much as possible and, hopefully, ensuring better value is achieved on national requirements.

Conflict of Interests ensure Conflicts of Interest for both PCC and CC are maintained throughout the lifecycle of both the procurement and the contract term.

Process and Procedures to review our processes and procedures, including templates and tools to support the procurement activity ensuring best practice is being undertaken. Ongoing review will be to refine and make improvements where required in support of the Procurement Act 2023.

Command and Control System engage with the cross-functional Project Team and mobilise to undertake pre-procurement activities in readiness to go to market.

Additional Specific Work

The following additional specific work will be commenced in the relevant quarters below:

Management and Performance

We will develop and report upon our service performance measures in accordance with the Procurement Strategy 24-27, as below:

• Number of contracts awarded and contract value

• Total value of procurement savings both cashable and non-cashable

• Total value of cost avoidance

• Income generation

• % of contracts awarded in collaboration with other public sector bodies

• % of contracts awarded to local suppliers

• Social Value

• Number of exceptions

• Customer Satisfaction