Procurement Information

The University of Hertfordshire (“the University”) no longer meets the criteria of a ‘body governed by public law’ or a “public authority” and is therefore not considered a Contracting Authority for the purposes of the Public Procurement Act 2023. As a result, the University will no longer be subject to the regimes contained in the Public Procurement Act 2023 with effect from the 1 April 2025. However, as an institution founded for the public good, an exempt charity, and an organisation in receipt of public funds, the University has a duty to manage expenditure in an appropriate manner and aims to deliver value for money across its non-pay expenditure by adhering to best procurement practice.

The University reserves the right to voluntarily operate under the Public Procurement Act 2023 on a case-by-case basis despite being under no legal obligation to adhere to the legislation.

University procurement follows one of two pathways: (1) collaborative procurement (through regional HE purchasing consortia); or (2) in-house tendering and contracting.

The University is a member of the Southern Universities Purchasing Consortium (SUPC). Further details on this consortium available
University contract and tender information is available at our University of Hertfordshire Electronic Tendering Site.

Responsible Procurement

Due diligence is undertaken during procurement processes to ensure economic, environmental and social matters are considered in addition to regulatory compliance.

Further information can be found about:

If wishing to contact procurement to bring to our attention any matter which may not be in line with our values please email categorymanagers@herts.ac.uk.

Procurement Strategy 2025-2030

Purpose

This page sets out the procurement strategy following consideration of all the options, and their relative benefits and risks. The strategy is based on implementing the University Sustainable Purchasing Policy and achieving best practice procurement values with synergy to the University vision of ‘powering our staff, students, and society – to make an impact’ through the three transformational initiatives of digital transformation, estates and sustainability, and people and culture, to achieve strategic objectives within the strategic plan 2025-2030.

Vision

To demonstrate continuous improvement and the achievement of Value for Money through the effective procurement of goods, services, and works to ensure that the institutions needs are met with alignment to University policies and strategies.

To add value to tenders, contracts, and purchases to ensure maximum outputs and ‘best in breed’ solutions achieved.

To have a clear framework of accountability and responsibility that adopts legally compliant, best practice procurement procedures and techniques.

To encourage communication and interaction with markets, contractors, and stakeholders.

To achieve the best permissible position in the Procurement Maturity Assessment (PMA+) and embed Responsible Procurement encompassing Economic, Environmental, and Social considerations into procurement processes.

To work towards embedding the Sustainable Development Goals 8, 9, 12, and 13, in our approach to Responsible Procurement and supply chain sustainability, making global goals local business through the extension of the University’s operations, products, and services, to better serve our needs both today and in the future.

SDG 8: Decent Work and Economic Growth

SDG 9: Industry Innovation and Infrastructure

SDG 12: Responsible Consumption and Production

SDG 13: Climate Action

Effective procurement triangle

Diagram showing our Procurement Strategy

Approach

The areas where procurement shall assist the University key strategic objectives are:

Digital Transformation

Objective	Aim
To create a dynamic digital environment with trusted data empowering smarter decision making to enhance stakeholder services	Work collegiately with the Library and Computing Services department to achieve positive outcomes for stakeholders. Leverage digital technology to enrich staff and student experiences and remove duplications or inefficiency. Continue to embed cybersecurity across all technology, applications, and data management practices. Prioritise cloud-smart approaches to boost scalability and sustainability. Support our carbon net-zero initiatives with a digitally driven strategy.
Encourage a technology driven outlook	Contract opportunities published on electronic and regulatory platforms to ensure circulation to wider audience.
Engaging the Research community in impactful research partnerships	Collaborating with stakeholders for innovation and to keep abreast of the latest technology and best practices for continuous improvement.

Objective

Aim

To create a dynamic digital environment with trusted data empowering smarter decision making to enhance stakeholder services

Work collegiately with the Library and Computing Services department to achieve positive outcomes for stakeholders.

Leverage digital technology to enrich staff and student experiences and remove duplications or inefficiency.

Continue to embed cybersecurity across all technology, applications, and data management practices.

Prioritise cloud-smart approaches to boost scalability and sustainability.

Support our carbon net-zero initiatives with a digitally driven strategy.

Encourage a technology driven outlook

Contract opportunities published on electronic and regulatory platforms to ensure circulation to wider audience.

Engaging the Research community in impactful research partnerships

Collaborating with stakeholders for innovation and to keep abreast of the latest technology and best practices for continuous improvement.

Estates and Sustainability

Objective	Aim
To provide facilities that enhance both the staff and student experience	Work collegiately with the Estates department to achieve positive outcomes for stakeholders. Collaborating with contractors and the marketplace to ensure best fit solutions and the results achieved enhance the staff and student experience.
To have sustainability at the heart of our estate development	To procure and implement energy-efficient services and systems, to reduce our environmental impact and meet global sustainability targets. Collaborate with contractors to achieve the University goal of being Carbon Net Zero by 2050. Assess and monitor whether a Carbon Net Zero Policy is in place with the University top 50 expenditure UK companies.
Responding with flexibility to the challenges of the changing world and positively improve our community’s impact on our environment	Embed Responsible Procurement into procurement processes.

Objective

Aim

To provide facilities that enhance both the staff and student experience

Work collegiately with the Estates department to achieve positive outcomes for stakeholders.

Collaborating with contractors and the marketplace to ensure best fit solutions and the results achieved enhance the staff and student experience.

To have sustainability at the heart of our estate development

To procure and implement energy-efficient services and systems, to reduce our environmental impact and meet global sustainability targets.

Collaborate with contractors to achieve the University goal of being Carbon Net Zero by 2050.

Assess and monitor whether a Carbon Net Zero Policy is in place with the University top 50 expenditure UK companies.

Responding with flexibility to the challenges of the changing world and positively improve our community’s impact on our environment

Embed Responsible Procurement into procurement processes.

People and Culture

Objective	Aim
Providing opportunities to attract, retain, and develop individuals	Offer a range of employee benefits including generous annual leave, discounted Sports Village memberships and family friendly policies. Collaborating with staff for personal and professional development and continuous improvement. Category Managers to be MCIPS professionally qualified staff. In house internal promotions for vacancies if the Head of Group Procurement feels staffs have the required attributes and knowledge to develop.
Building a diverse and inclusive community	Treat all colleagues and stakeholders with respect. Equality, Diversity, and Inclusion (EDI) training for procurement staff. Embed EDI into procurement documentation and processes. Work with the International department to attract students from markets identified.
Responding with flexibility to the challenges of the changing world	Embed Responsible Procurement into procurement processes.
Providing opportunities to develop student success	Collaborating with contractors and the marketplace to ensure best fit solutions and the results achieved enhance the student experience and their future employability.
Working in partnership with our student community	Collaborating with key contractors to promote student interns and short-term placements to gain valuable professional and life skills within their workplaces.
Developing international partnerships	Support the University and subsidiary companies in any international ventures.
Prevent modern slavery in business operations and supply chains	Publish an annual Modern Slavery Statement to provide insight into the steps procurement undertake to actively influence.