{"id":21724,"date":"2026-10-22T11:34:42","date_gmt":"2026-10-22T11:34:42","guid":{"rendered":"https:\/\/www.glos.ac.uk\/information\/?post_type=ht_kb&p=21724"},"modified":"2026-10-22T12:49:18","modified_gmt":"2026-10-22T12:49:18","slug":"university-of-gloucestershire-commercial-and-procurement-strategy-2026-2030","status":"sbc_pending","type":"ht_kb","link":"https:\/\/www.glos.ac.uk\/information\/knowledge-base\/university-of-gloucestershire-commercial-and-procurement-strategy-2026-2030\/","title":{"rendered":"University of Gloucestershire Commercial and Procurement Strategy 2026-2030"},"content":{"rendered":"\n

1. Purpose and Context<\/strong><\/h2>\n\n\n\n

The University of Gloucestershire operates in an increasingly challenging financial and regulatory environment. As expectations from students continue to rise and resources become more constrained, the University must ensure that every pound spent delivers maximum value, supports institutional sustainability, and contributes directly to the success of our students, staff, and wider community.<\/p>\n\n\n\n

The Commercial and Procurement function is a strategic partner that helps the University make informed investment decisions, maximise commercial opportunities, manage risk and secure the greatest possible value from every contract and supplier relationship.<\/p>\n\n\n\n

This strategy sets out how Commercial and Procurement Services will support the University between 2026 and 2030 by embedding commercial thinking, strong governance, responsible procurement, and sustainable value throughout the institution to support delivery of the overarching University strategy and the Finance, Digital and Estates strategies.<\/p>\n\n\n\n

2. Strategic Commercial & Procurement Objectives<\/strong><\/h2>\n\n\n\n

The University will pursue the following Commercial and Procurement objectives:<\/p>\n\n\n\n

    \n
  • Improving Strategic Relationships with Key Supplier and Partners<\/li>\n\n\n\n
  • Enhancing Procurement, Contract Management & Commercial Skills<\/li>\n\n\n\n
  • Ensuring all Procurement is Legal and Sustainable<\/li>\n\n\n\n
  • Generating Income through Commercial Opportunities to Improve Student Experience<\/li>\n\n\n\n
  • Driving Collaboration within the University & across Sector Relationships<\/li>\n\n\n\n
  • Improving Procurement Process & Systems<\/li>\n\n\n\n
  • Leveraging Added Value to Support Student Outcomes through Category Management & Commercial Activity<\/li>\n\n\n\n
  • Advancing Social Value Outcomes in line with the Gloucestershire Local Growth Plan and Skills Improvement Plan<\/li>\n<\/ul>\n\n\n\n

    3. Principles<\/h2>\n\n\n\n

    The Commercial and Procurement strategy is underpinned by the following principles:<\/p>\n\n\n\n

      \n
    • Commercial thinking embedded across the university<\/strong> \u2013 every purchase demonstrates best value, opportunities to generate income are evaluated and supported, commercial returns enhance the University’s reputation and student outcomes.<\/li>\n\n\n\n
    • Sound decision-making<\/strong> – informed by commercial expertise, clear accountability, internal and external stakeholders engaged and informed, focus on total value, including social value outcomes.<\/li>\n\n\n\n
    • Effective and efficient tools and processes adopted –<\/strong> contracts pipeline, robust procurement project plans, stakeholder management process, systems that improve monitoring & reporting.<\/li>\n\n\n\n
    • Fair, transparent and compliant procurement <\/strong>– procurement activity conducted fairly and in accordance with internal governance and statutory\/regulatory requirements, use of collaborative shared services frameworks wherever appropriate.<\/li>\n<\/ul>\n\n\n\n

      4. Key Commercial & Procurement Performance Indicators<\/strong><\/h2>\n\n\n\n
      Objectives<\/strong><\/th>KPI<\/strong><\/th>Target<\/strong><\/th><\/tr><\/thead>
      – Improving Strategic Relationships<\/strong>
      – Driving Collaboration<\/strong>
      – Leveraging Added Value<\/strong>
      – Advancing Social Value<\/strong><\/td>      		Contract procurement delivers savings and best overall value, including cashable and non-cashable benefits<\/td>– Annual non-pay savings targets met
      – Placements & apprenticeships
      – Social Value delivered
      – Shared services rebates<\/td><\/tr>
      – Generating Income through Commercial Opportunities<\/strong>
      – Driving Collaboration<\/strong>
      – Advancing Social Value Outcomes<\/strong><\/td>      		Commercial projects deliver income and non- cashable benefits<\/td>– Annual income and margin targets met
      – Social Value delivered
      Reputation enhancement<\/td><\/tr>
      – Ensuring all Procurement is Legal & Sustainable<\/strong>
      – Improving Procurement Process & Systems<\/strong><\/td>      		Robust processes and procedures and internal governance in place<\/td>– No successful procurement challenges
      – Positive internal and external audit outcomes<\/td><\/tr>
      – Enhancing Procurement, Contract Management and Commercial Skills<\/strong><\/td>Comprehensive Commercial Awareness training delivered to all relevant staff<\/td>– Training programme rolled out Autumn 2026 \u2013 Spring 2028<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

      5. Risk Management<\/strong><\/h2>\n\n\n\n

      The University will ensure:<\/p>\n\n\n\n

        \n
      • Commercial Board oversight of all commercial and procurement activity to support financial sustainability and resilience<\/li>\n\n\n\n
      • Robust procurement processes conducted and aligned with statutory, legal and cyber security requirements<\/li>\n\n\n\n
      • Ethical due diligence conducted prior to renewal or re-procurement of all platinum and higher risk contracts<\/li>\n\n\n\n
      • Monitoring and reporting performance of contracts\/suppliers<\/li>\n\n\n\n
      • Escalation of recurring and\/or serious performance issues<\/li>\n<\/ul>\n\n\n\n

        6. Governance and Monitoring<\/strong><\/h2>\n\n\n\n
          \n
        • Procurement process thresholds (Appendix 1) align with scheme of delegation and procurement regulations (Appendix 2)<\/li>\n\n\n\n
        • Commercial proposals scrutinised at Commercial Assurance Board and authorised according to scheme of delegation<\/li>\n\n\n\n
        • Quarterly review of KPIs at Commercial Board<\/li>\n\n\n\n
        • The strategy will be formally reviewed every three years by UEC and F&GP to align with the University\u2019s strategy cycle<\/li>\n<\/ul>\n\n\n\n

          7. Conclusion<\/strong><\/h2>\n\n\n\n

          The Commercial and Procurement Strategy ensures efficient, cost-effective, and compliant sourcing of all goods, works, and services on behalf for the University. It promotes the development of a University wide commercial mindset to maximise opportunities for income generation and adding value to the University and the student experience.<\/p>\n\n\n\n

          Appendix 1 – New Procurement Thresholds from August 2026<\/strong><\/h3>\n\n\n\n

          Rational for changes<\/strong><\/p>\n\n\n\n

            \n
          • Aligns procurement thresholds more closely with bands for authorisation under the scheme of delegation (see Appendix 2)<\/li>\n\n\n\n
          • Reflects legal requirements of Procurement Act 2023 (PA23) regulations and updated \u2018Find a Tender\u2019 thresholds<\/li>\n\n\n\n
          • Introduces a new requirement for all procurements over \u00a330,000 to be competitively procured via the e-portal. This ensures that contracts over the PA23 threshold for publication are logged with C&P and published on the Gov.uk Central Digital platform<\/li>\n<\/ul>\n\n\n\n

            Consolidates thresholds for Goods with those for Services which reflects PA23 regulations.<\/p>\n\n\n\n

            \n
            Type of contract<\/th>Lifetime Contract Value<\/th>1 written quote<\/strong><\/th>At least 3 written quotes <\/strong><\/th>Request for Quotes (RFQ) via UoG e-portal uploaded by C&P <\/strong><\/th>Formal competitive tender process \u2013 managed by C&P <\/strong><\/th>PA23 Compliant Competitive tendering process – managed by C&P <\/strong><\/th><\/tr><\/thead>
            Works<\/td>< \u00a310,000 <\/td>x<\/td><\/td><\/td><\/td><\/td><\/tr>
            <\/td>\u00a310,000 – \u00a330,000  <\/td><\/td>x<\/td><\/td><\/td><\/td><\/tr>
            <\/td>\u00a330,000 – \u00a350,000 <\/td><\/td><\/td>x<\/td><\/td><\/td><\/tr>
            <\/td>\u00a350,000 to \u00a35,193,000 <\/td><\/td><\/td><\/td>x<\/td><\/td><\/tr>
            Find a Tender 
            threshold updated bi-annually   <\/td>            		\u00a35,193,000 + <\/td><\/td><\/td><\/td><\/td>x<\/td><\/tr>
            <\/td><\/td><\/td><\/td><\/td><\/td><\/td><\/tr>
            Goods & Services<\/strong> <\/td>< \u00a35,000 <\/td>x<\/td><\/td><\/td><\/td><\/td><\/tr>
            <\/td>\u00a35,000 – \u00a330,000 <\/td><\/td>x<\/td><\/td><\/td><\/td><\/tr>
            <\/td>\u00a330,00 – \u00a350,000 <\/td><\/td><\/td>x<\/td><\/td><\/td><\/tr>
            <\/td>\u00a350,000 – \u00a3207,720 <\/td><\/td><\/td><\/td>x<\/td><\/td><\/tr>
            Find a Tender 
            threshold updated bi-annually   <\/td>            		\u00a3207,720 + <\/td><\/td><\/td><\/td><\/td>x<\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n\n\n\n

            Appendix 2 \u2013 Scheme of delegation April 2026<\/strong><\/h3>\n\n\n\n

            Section 10: Financial Delegation and Authority Levels<\/strong><\/p>\n\n\n\n

            Senior staff should ensure they do not act alone on high value decisions during their notice periods. For the avoidance of doubt, any delegated financial authority granted under this Scheme shall be withdrawn with immediate effect where an individual is suspended or on paid leave during a notice period.<\/p>\n\n\n\n

            Transaction Type\/Authority Levels – after co-pilot review<\/th>**** \u00a30 – \u00a310,000<\/th>\u00a310,001 – \u00a350,000<\/th>\u00a350,001 – \u00a3150,000<\/th>\u00a3150,000 – \u00a3500,000<\/th>\u00a3500,001 – \u00a33,000,000<\/th>Above \u00a33,000,000<\/th><\/tr><\/thead>
            -New Capital Expenditure
            and
            -New unbudgeted
            revenue spend
            -Student claims<\/strong><\/td>            		Head of Dept\/Deputy Head of School<\/td>UEC members<\/td>CFO or COO<\/td>VC<\/td>F & GP<\/td>Council<\/td><\/tr>
            Capital Expenditure – approved & budgeted projects*<\/strong><\/td>Head of Dept\/Deputy Head of School<\/td>Head of School\/Prof Dept Dir + FBP<\/td>UEC members<\/td>CFO, COO<\/td>VC<\/td>F & GP<\/td><\/tr>
            Budgeted revenue spend*<\/strong><\/td>Head of Dept\/Deputy Head of School<\/td>Head of School\/Prof Dept Dir<\/td>UEC Members<\/td>CFO or COO<\/td>VC<\/td>UEC<\/td><\/tr>
            Procurement from Non- approved supplier**<\/strong><\/td>Head of Dept\/Deputy Head of School<\/td>UEC member + CFO waiver if over \u00a330k<\/td>CFO or COO<\/td>VC<\/td>F & GP<\/td>Council<\/td><\/tr>
            Capital bids and
            Research & Commercial
            income generating
            contracts (including PIMS)<\/strong><\/td>            		Head of Dept\/Deputy Head of School +FBP<\/td>Head of School\/Prof Dept Dir + Dir of Research<\/td>Dir of Research<\/td>VC<\/td>VC with CFO review<\/td>F&GP (reporting to Council where required)<\/td><\/tr>
            Payroll-one-off
            Redundancy\/Settlements\/
            III health retirements etc<\/strong><\/td>            		CFO\/People Dir<\/td>CFO\/People Dir<\/td>CFO\/People Dir<\/td>VC<\/td>RHRC<\/td>Council<\/td><\/tr>
            Bad Debt Write-offs<\/strong><\/td>Financial Controller<\/td>CFO<\/td>CFO<\/td>VC<\/td>F & GP<\/td>Council<\/td><\/tr>
            Leases & Property Commitments***<\/strong><\/td>Dir of C&T<\/td>Dir of C&T<\/td>CFO<\/td>VC<\/td>F & GP<\/td>Council<\/td><\/tr>
            Asset disposal<\/strong><\/td>Head of Dept\/Deputy Head of School +FBP<\/td>UEC member<\/td>CFO or COO<\/td>VC<\/td>F & GP<\/td>Council<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

            *Complies with UOG procurement policy; approval to spend and contract award sign-off will be at the same level of authorisation under the Scheme of Delegation. Suppliers will be ‘approved’ if they have been appointed through a formal procurement process
            Unapproved suppliers will not have been appointed through a formal procurement process and should be subject to waiver if above \u00a330k (the threshold above which public contracts should be published).

            *** Any interest on property up to \u00a330k will require review by the Director of Commercial & Transformation and between \u00a330k and \u00a3250k also by the CFO, approval of leases in excess of 5 years with an annual value in excess of \u00a3250k and up to \u00a3500k go to F& GP. Deeds of any value will require sign-off by a Council member and Company Secretary.

            **** The University Executive Committee may approve lower levels of delegated authority for financial levels below \u00a310k. Any such approvals will be maintained by the Procurement & Commercial team.<\/p>\n","protected":false},"excerpt":{"rendered":"

            1. Purpose and Context The University of Gloucestershire operates in an increasingly challenging financial and regulatory environment. As expectations from students continue to rise and resources become more constrained, the University must ensure that every pound spent delivers maximum value, supports institutional sustainability, and contributes directly to the success of our students, staff, and wider […]<\/p>\n","protected":false},"author":112,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","format":"standard","meta":{"_acf_changed":false,"_searchwp_excluded":"","footnotes":""},"schools":[],"campuses":[],"subject_area":[],"ht-kb-category":[32],"ht-kb-tag":[],"class_list":["post-21724","ht_kb","type-ht_kb","status-sbc_pending","format-standard","hentry","ht_kb_category-finance"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/ht-kb\/21724","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/ht-kb"}],"about":[{"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/types\/ht_kb"}],"author":[{"embeddable":true,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/users\/112"}],"replies":[{"embeddable":true,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/comments?post=21724"}],"version-history":[{"count":7,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/ht-kb\/21724\/revisions"}],"predecessor-version":[{"id":21741,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/ht-kb\/21724\/revisions\/21741"}],"wp:attachment":[{"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/media?parent=21724"}],"wp:term":[{"taxonomy":"schools","embeddable":true,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/schools?post=21724"},{"taxonomy":"campuses","embeddable":true,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/campuses?post=21724"},{"taxonomy":"subject_area","embeddable":true,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/subject_area?post=21724"},{"taxonomy":"ht_kb_category","embeddable":true,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/ht-kb-category?post=21724"},{"taxonomy":"ht_kb_tag","embeddable":true,"href":"https:\/\/www.glos.ac.uk\/information\/wp-json\/wp\/v2\/ht-kb-tag?post=21724"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}