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Our Procurement Principles

Western Bay of Plenty District Council procures goods, services, and works. This provides an opportunity to influence and impact supplier markets, and the people working and living in those markets.

Adopting Procurement Principles across Council is an enabler to drive positive change to achieve our community outcomes and focus on our Strategic Priorities, to provide better outcomes for all.

We are committed to sustainable procurement that has positive social, cultural, economic, and environmental impacts.

When we procure in this way, we are also building trust and a license to operate with our communities.

What is Sustainable Procurement?

Sustainable Procurement ensures that Broader Outcomes/Wellbeings are considered when procuring.

Broader Outcomes is a term used at Western Bay however you may see this referred to as Wellbeing.

Note: Local Government (Community Well-being) Amendment Bill in 2019 reinstated the promotion of social, economic, environmental and cultural wellbeing of communities to the statutory purpose of local government.

This means that focus has changed from Value for Money to Public Value.

What is Public Value?

Value is more than just good price and good quality, it is getting the best possible result over the whole-of-life of goods, services or works. Value is the legacy and lasting benefits created through how Council delivers its work.

Procurement Principles

  • Identify what is needed, including appropriate broader outcomes and then plan how to get it.
  • Team set up with right skills and experience (include partners and tangata whenua).
  • Involve suppliers early – let them know what is wanted and keep talking.
  • Take time to understand the market and our effect on it. Open to new ideas and solutions.
  • Choose the right process – proportional to the size, complexity and risks.
  • Encourage e-business (e.g. online communication, tenders).
  • Actively target local businesses, including Māori and social enterprises

  • Create competition and encourage capable suppliers to respond.
  • Treat all suppliers equally – don’t discriminate.
  • Make it easy for all suppliers (small & large) to do business with council
  • Be open to subcontracting opportunities in big projects.
  • Clearly explain how proposals will be assessed – so suppliers know what to focus on.
  • Talk to unsuccessful suppliers – develop learning and know how to improve next time.

  • Be clear about what is needed, and fairly assess suppliers – don’t string suppliers along.
  • Choose the right supplier who can deliver what is needed, at a fair price and on time.
  • Build demanding, but fair and productive, relationships with suppliers.
  • Make it worthwhile for suppliers – encourage and reward them to deliver great results.
  • Identify relevant risks and get the right person to manage them.

  • Get best public value – account for all costs and benefits over the lifetime of the outcomes.
  • Make balanced decisions – consider the possible social, environmental, economic effects and cultural outcomes that should be achieved.
  • Encourage and be receptive to new ideas and ways of doing things – don’t be too prescriptive.
  • Take calculated risks and reward new ideas.
  • Work with suppliers to make ongoing savings and improvements.
  • It’s more than just agreeing the deal – be accountable for the results.
  • Have clear performance measures – monitor and manage to make sure there is great results.

  • Be accountable, transparent and reasonable.
  • Make sure everyone involved in the process acts responsibly, lawfully and with integrity.
  • Stay impartial – identify and manage conflicts of interest.
  • Protect suppliers’ commercially sensitive information and intellectual property.
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