Procurement

1
Procurement Reforms
2

• Review

• The Challenge of The Ripple Effect

• Status Report

• Clear Communication

3
OBJECTIVE
To bring you up to speed on where
we are, where we are headed and what you can do
to help
4
REVIEW
5
Governors Task Force Recommendations

• Strengthen the contracting and procurement
  processes

• By improving the quality and openness of the
  process

• By implementing a set of checks and balances to
  ensure its integrity

6
Reform Themes

• Ensuring High Quality

• Open Process

• System of Checks and Balances

7
Task Force Recommendations
8
Ripple Effects
9
14. E-Procurement
16. Legal Training to ID High-Risk
13. Integrated Tracking System
10
Policies
Human Resources
Processes
Procedures
Legislation
Statutes
Regulations
Financial Resources
11
Ripple Effects
Ripple Effects
Ripple Effects
Ripple Effects
12
STATUS REPORT
13
Ensuring High Quality
Recommendations 1 through 12
14
Broaden scope of QA Program
15
Broaden scope of QA Program
1

• Implementation Manager Judy Heringer
  (Quality Assurance)

• Team Members (Representing Quality Assurance)

16
Broaden scope of QA Program
1

• Team determining how all recommendations
  interface with the Delegation Program

• Recommendation 18 is closely tied to this
  initiative

• Recommendation 18 Single Agency Officer
  responsible for all contracting and procurement
  within the agency

• Letter released from our Director requesting a
  Procurement and Contracting Officer to be named
  with the roles and responsibilities outlined in
  the letter

17
Broaden scope of QA Program

• Discussion and discovery

1

• Developing new/revised database

• Revising the Delegation Guideline Manual

• Planning notification of changes to Departments

• Identifying logistic issues to bring leveraged
  procurements within the scope

• Coordinating the integration of leveraged
  procurements under the delegation umbrella

• Determining knowledge level and abilities re how
  training might converge with levels of purchasing
  authority

• Incorporating roles/responsibilities of
  Procurement Officer into documentation

18
Prohibit large-scale IT via CMAS/MSA
19
Prohibit large-scale IT via CMAS/MSA
2

• Implementation Manager Diana LaBonte

• Team Member Fran Archuleta

20
Prohibit large-scale IT via CMAS/MSA
2

• Tactical Plan completed

• Draft policy completed

• Working on approval and implementation of policy

21
Follow Management Memo 02-19 Guidelines for CMAS
22
Follow Management Memo 02-19 Guidelines for CMAS
3

• Implementation Manager Carol Umfleet

• Team Members CMAS Staff

23
Follow Management Memo 02-19 Guidelines for CMAS
3

• Tactical Plan and Project Schedule completed

• CMAS Bulletin 35 issued, covering
• Revision 1 guidelines based on
• Management Memo 02-19

24
Develop written standards and criteria for
Non-GSA CMAS
25
Develop written standards and criteria for
Non-GSA CMAS
4

• Implementation Manager Carol Umfleet

• Team Members CMAS Staff

26
Develop written standards and criteria for
Non-GSA CMAS
4

• Gathering information to develop procedures

A four-to-six-month effort that is on track
27
Conduct random audits/reviews and establish
protocols for internal audits
28
Conduct random audits/reviews and establish
protocols for internal audits
5

• Implementation Manager Judy Heringer

• Team Members (Representing Quality Assurance)

29
Conduct random audits/reviews and establish
protocols for internal audits
5

• A long-term task not scheduled to implement until
  after staff is hired and trained

• Action items from teams tactical plan are to
  begin next year

• Team is determining what random means and how
  it fits within the current review schedule

30
Establish consistent standards for Delegation
Authority
31
Establish consistent standards for Delegation
Authority
6

• Implementation Manager Judy Heringer

• Team Members (Representing Quality Assurance)

32
Establish consistent standards for Delegation
Authority
6

• Team determining how all recommendations
  interface with the Delegation Program

• Developing criteria for standards for delegation
  dollar thresholds to determine increase or change
  in delegated purchasing authority

33
Establish consistent standards for Delegation
Authority
6

• Discussion and discovery begun regarding required
  elements for database

• Tracking data necessary for determining standards
  

• Developing assessment methodology

• Discussion begun regarding knowledge level and
  abilities for how training might converge with
  levels of purchasing authority

34
Establish consistent standards for Delegation
Authority
6

• Although a long-term task, some of the issues
  surrounding this recommendation are being
  discussed concurrently with Recommendations 1,
  7-9, 12, 14-16 and 19

Significant issues to begin being addressed
next year
35
Establish uniform policies, processes
and procedures
36
Establish uniform policies, processes
and procedures
7

• Implementation Manager Bill Fackenthall (PD)

• Team Members

37
Establish uniform policies, processes
and procedures
7

• Tactical Plan and Project Schedule completed

• Scope of Work for consultant includes development
  of Implementation Plans as part of the contract

• RFP released November 19, 2002

38
Establish Training and Certification Program
39
Establish Training and Certification Program
8

• Implementation Manager Marnell Voss (PD)

• Team Members

40
Establish Training and Certification Program
8

• Customer focus groups defined knowledge, skills
  and abilities for procurement and contracting
  officials

• Validated and finalized survey

• Sent request for survey participants and
  received lists back

• Consolidated survey and distribution lists

• Survey distributed in hard copy and electronic
  format

• Initiated discussions on policy development,
  budgets, financial models and labor relations

41
Adopt clear standards of conduct for state
contracting and procurement officials
42
Adopt clear standards of conduct for state
contracting and procurement officials
9

• Implementation Manager Ginger Moore
  (PD/Training)

• Team Members

43
Adopt clear standards of conduct for state
contracting and procurement officials
9

• Tactical Plan and Project Schedule completed

• Initiated discussion re approach to determining
  existing framework within the state

• Established research assignments

44
Adopt clear standards of conduct for contractors
45
Adopt clear standards of conduct for contractors
10

• Implementation Manager Russ Guarna (PD)

• Team Members

46
Adopt clear standards of conduct
for contractors
10

• A long-term issue

• Team analyzing current information from

• Current proposed legislation

• Supplier Base Management Program

• Federal statutes and regulations

47
Improve model contract provisions - With
stakeholder participation
48
Improve model contract provisions -
With stakeholder participation
11

• Implementation Manager Diana LaBonte (PD)

• Team Member Pam Mizukami (PD)

49
Improve model contract provisions -
With stakeholder participation
11

• Completed Tactical Plan and Project Schedule

• Assigned policy development

• Fran Archileta

• Contract Language

• Models in place and on line by January 1, 2003

50
Establish continuous improvement advisory councils
51
Establish continuous improvement advisory councils
12

• Implementation Manager Marnell Voss (PD)

• Team Members

52
Establish continuous improvement advisory councils
12

• Tactical Plan drafted milestones on track

• Developing questionnaire for suppliers

• To facilitate a more productive meeting with
  supplier stakeholders

• Meet with representatives from supplier
• community

53
Open Process
Recommendations 13 and 14
54
Establish integrated transaction tracking system
55
Establish integrated transaction
tracking system
13

• Implementation Manager Robert Hinchman (PD)

• Team Members

56
Establish integrated transaction
tracking system
13

• First draft of Feasibility Study Report
  submitted second draft completed 11/7/02

• Draft Risk Mitigation Plan completed

• Demonstration of pilot system to internal and
  external customers

• Pilot system on schedule

57
Implement a comprehensive eProcurement system for
all state contract and procurement transactions
58
Implement a comprehensive eProcurement system
14

• Implementation Manager Mariel DEustachio (PD)

• Team Members

59
Implement a comprehensive eProcurement system
14

• Document compiled re the dependencies among
  Cal-Buy and many of the reforms

• Matrix to all Implementation Managers for
• review and input

60
System of Checks and Balances
Recommendations 15 through 19
61
Provide further Legal review in all high-risk con
tracting and procurement transactions
62
Legal review in all high-risk contracting and
procurement transactions
15

• Implementation Manager Jeff Marschner (Legal
  Services)

• Team Members

63
Legal review in all high-risk contracting and
procurement transactions
15

• Tactical Plan and Project Schedule Completed

64
Develop and deliver training on conducting an ini
tial, high-risk review of contract and
procurement transactions
65
Develop and deliver training on
conducting initial, high-risk review
16

• Implementation Manager Garry Ness (Legal
  Services)

66
Develop and deliver training on
conducting initial, high-risk review
16

• Tactical Plan and Project Schedule Completed

67
Develop electronically-based model contract
templates with standard terms and conditions
68
Develop electronically-based model contract
templates
17

• Implementation Manager Michael Barth (Legal
  Services)

69
Develop electronically-based model contract
templates
17

• Tactical Plan and Project Schedule completed

• Conducted telephone interviews with State
  Agencies

• No electronic systems are in place

• Developing model contract language

• Can be used as a base agreement for electronic
  model contract forms

70
Require each State Agency to designate a single
official responsible for all
contracting and procurement within the Agency
71
Single official responsible for all contracting
and procurement within each agency
18

• Implementation Manager Judy Heringer
  (Quality Assurance)

• Team Members (Representing Quality Assurance)

72
Single official responsible for all contracting
and procurement within each agency
18

• Determining how all recommendations interface
  with Delegation Program

• Recommendation 18 must be completed prior to
  further in-depth discovery on Recommendations 1
  and 6

• Letter to Department Directors, requesting
  identification of Procurement and Contracting
  Officer

• Due by 11/30/02

73
Authorize individual signature authority for
contracting and procurement officials, based on
position held, experience, training and
certification
74
Authorize individual signature authority for
contracting and procurement officials
19

• Implementation Manager Bill Fackenthall (PD)

• Team Members

75
Authorize individual signature authority for
contracting and procurement officials
19

• Researched and documented requirements and
  controls re Signature Authority

• Public Codes, CAM and SCM

• Reviewing Department of Finance requirements re
  Use of GP 1 form for various types of signature
  authorities

• Proposed E-mail to send to selected departments

• To determine policies and procedures in use now
  for authority to sign procurement and contract
  documents

76
CLEAR COMMUNICATION
77
Comprehensive, wide-reaching communication
network established

• To ensure consistency in decision-making process

• To ensure consistency in delivering the latest
  information

78
What You Can Do . . .
79
Keep Informed
80
Be responsive to Implementation Teams inquiries
/requests
81
Communicate
82
The Procurement Divisions Web Site
http//www.pd.dgs.ca.gov
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