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Procurement Management Review
Out-Briefing
Agenda•Overview
•Findings
•Next Steps and Questions
Interviews and SurveysNumber
Board 5
Senior Management 7
Legal 2
Clerk’s Office 3
Procurement Department 16
Internal Customers 43
External Customers 4
Surveys – Annual Agreements 72
Surveys – Architect & Engineers 56
Total 208
OverviewPositives
Not So Positive
Positives
Staff is dedicated and enthusiastic
Staff loves Sarasota County
Procurement Staff feels respected and valued within Procurement Department
Professional Staff is well educated
Positives
Procurement Official is articulate, professional and has good presentation skills
Manages herself in difficult situations (in front of Commissioners)
SOPs for administrative processesEffort to have error free work
Share Point use and setup is excellentProvides procurement information to users
and procurement staff
Not So Positives
Paper intensive purchasing environment
Procurement lacks a unified purchasing system (use 5 or 6 system).
Do not have access to On-Base systems to perform inquiry of procurement information
Not So Positives
Supplier MistrustProcurement
Specifications
Qualifications
Protracted approval process for purchases and bids/proposals
Findings•Procurement Polices and Procedures Review
•Business Processes Review
•Operations Improvement and Efficiency Review
•External Customer Review
•Staff Assessment
•Information Technology Review
•Ethics Review
Policies and Procedures Procurement Code lacks some key
policies normally found in a procurement code
Suspension and Debarment
Cooperative Procurement
Specifications
Contract Administration
Prompt Payment
Ethics
Policies and Procedures
Construction
Needs to be expanded in other areas
Procurement Manual (2/2/2011)Lacks comprehensive list of procurement
procedures to implement Procurement Code
Recommend that Manual be approved by County Administrator and Attorney
Construction under $50,000 without competition
Policies and Procedures
Design-Build not in Procurement Code
RFP evaluation procedures require more detail
Construction should be expanded in all areas and elaborated upon to be consistent to
provide guidance
Sole source is a procurement method not an exemption and should be negotiated
Piggybacking is a subset of Cooperative Procurement
Policies and Procedures
Piggybacking should include appropriate limitations and guidelines for use
Purpose for requisition needs elaboration
Detailed specifications procedures lacking
Project administrators allowed to negotiate line item pricing
Policies and Procedures
Internal ControlsSeem to have separate ordering, receiving,
paying
Project administrators can change contracts Terms/Conditions/Prices
Policies and Procedures
Delegation of AuthorityCode provides delegation
Procurement Official has delegated PO authority to staffStaff is approving POs
Procurement Manual has delegations
Business ProcessPaper intensive from Customer to
ProcurementUsing e-mail to deliver requirements
Does not check funds prior to solicitation
Requisition lacks budget unit management approvals
Procurement management does not like IFAS
Business ProcessProcurement doesn’t have ownership of
specifications
Using an Information Bulletin to get Supplier buy in on Qualifications
Ever changing processes/procedures
Contracts stored in On-BaseProcurement doesn’t have access
Procurement not provided copies
Business Process
Lack of consistencyAnswer depends on who you talk to
Focuses on clerical and administrative functions
Customers don’t receive PO or notice of PO
Lack contract administration procedures
Failure to use IFAS for PR entryFunds/authorization
Business Process
Multiple systems usedIFAS
Share Point
Demand Star
On Base
Business Process
Fragmented and disjointed procurement process from PR to contract
administration
Evaluation committee improvements needed
Improvements and Efficiency
No unified procurement system from cradle to grave
Spend analysisParticularly P-Card
Documentation projects that procurement is strategic
However, really reactive, technical and administrative
Improvements and Efficiency
SpecificationsLacks purpose, content and procedures to
develop specifications
QualificationsShould be designed to meet County
requirements and protect County
Also consider local business policy
External Customers
Two Supplier Surveys completedArchitectural and Engineering
Annual Agreements
ParticipationArchitectural and Engineering 56
Annual Agreements 72
Annual Agreements External Customers
A & E External Customers
Annual Agreements External Customers
A & E External Customers
Staff Assessment Workload
Award Value Total $ Value
% $ Value
Transactions % Transactions Avg. $ Value
> $0 and <- $1,000 $109,2470.04%
262 9.11% $417
> $1,000 and < $3,000 $727,4830.26%
360 12.52% $2,021
> $3,000 and < $10,000 $4,270,5961.53%
717 24.94% $5,956
> $10,000 and < $25,000 $9,295,7833.33%
577 20.07% $16,111
> $25,000 and < $50,000 $12,385,9304.44%
353 12.28% $35,088
> $50,000 and < $100,000 $19,520,6576.99%
262 9.11% $74,506
> $100,000 and < $250,000 $27,682,7549.92%
186 6.47% $148,832
> $250,000 and < $500,000 $20,896,2337.49%
61 2.12% $342,561
> $500,000 and < $1,000,000 $33,539,81212.02%
49 1.70% $684,486
$1,000,000 and up $150,516,61453.95%
47 1.63% $3,202,481
Total $278,945,109 100.00% 2,874 100.00% $97,058
Staff Assessment WorkloadCompetitive Procurements Award Local Non-Local Total
Bid-Construction 23 9 32
Bid-Products/Services 26 17 43
Proposal-Products/Services 9 9 18
Proposal-Library 187 29 216
RPS Specific 17 1 18
Total 262 65 327
Staff Assessment-Education
Staff Assessment-Experience
Staff Assessment-Certification
NIGP Certification
Staff Assessment-Training
Each PD staff has received 10 hours of professional training per year
Staff Assessment-Training
Staff Assessment-Training
No Professional Development PlanCourse requirements tailored to position
Assist with budgeting
Sets realistic objectives
Information Technology
Multiple Systems to accomplish procurement tasks
No single procurement system
Under utilize IFAS
Lack read only access to On Base
Duplication of document management Share Point/On Base
Information Technology
Lack a contract management data base
Potential for enhancements to P-Card controls using Works
Ethics Review
Adopt procurement ethics policy
HR standards of conduct are inadequateAdopt FS 3413 Rules of the Florida
Commission on Ethics
Procurement Department adopt NIGP Ethics Code
Next Steps
NIGP•Detailed Analysis•Benchmarking Analysis•Draft Report
County •Provide Additional Data, If Required•Review and Comment