Harmonizing Campus, Community and Collaboration

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Harmonizing Campus, Community and Collaboration
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It's All About Relationships

• Carol Barnhill, C.P.M.
• Arkansas State University, Procurement Director
• Jane Benton, CPPO
• Arkansas Office of State Procurement, Director

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CHASM

• A marked interruption of continuity gap.
• A sundering breach in relations, as a divergence
  of opinions, beliefs, etc., between persons or
  groups.

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Stakeholders

• State Policymakers
• State Procurement Officials
• Statewide Professional Organizations
• Campus Leaders
• Campus Procurement Professionals
• End Users

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Whats OUR Goal?

• Ensure Accountability
• Financial Transparency
• Leverage Public Monies
• Be Perceived as Value Added
• Utilize Modern Tools to Facilitate the Process

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The States Environment

• Constant Pressure
• Legal concerns
• Restrictive funding/resources
• Change is slow
• Lack of support

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States Advantages

• Can contract for all agencies
• A buffer to agencies
• Leveraged buying power
• Provide consistent rules policies

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Institutions Environment

• More demands from users
• Faster, better, cheaper
• Different unique commodities services
• University Foundations
• Grants special requirements

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Institutions Advantages

• Faster movement
• Resources
• Creative environment
• Fund sources

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NAEP Executive Summary

• Provide greater autonomy from state statutes,
  regulations and policies
• Allow cooperative participation
• Relax state preferences or mandates
• Ensure officers receive adequate training
  ongoing guidance

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Model Procurement Code Revision

• 1997 2000
• Goals
• Reduce transaction costs for ALL
• Entities
• Suppliers
• Increase competition through modern methods of
  communication
• Competitive use of new technologies, performance
  and project delivery in the construction area

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The Future

• Build on cooperation and active engagement
• The common foundation is a comprehensive
  procurement law based on the ABAs Model
  Procurement Code
• CPOs may delegate substantial functions to
  institutions to allow for flexibility

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State Procurement Systems Require Strong Central
Leadership

• Hold your CPO accountable
• Offer assistance
• Offer resources
• Keep in touch regularly

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Cooperative Contracts

• Use only if the contracts used are awarded
  through full open competition
• Be aware of administrative fees
• Create an evaluation method

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Training

• The MPC recommends that each state establish a
  state-level procurement training system.
• Offer assistance resources
• Use of alternative mediums

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How to Effect Change?

• Begin with the end in sight
• Communicate with all parties
• Be willing to compromise
• Keep pursuing

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The Task

• Consistently Seek Interactive Opportunities
• Develop a scheduled forum to facilitate changes
  necessary to update current procurement
  practices, create efficiency in government, and
  ensure accountability at appropriate levels
• Make it more than a higher education issue,
  include agencies, etc. that are affected

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Form a Task Force

• Select a chairman or co-chairmen
• Members should be knowledgeable
• Form subcommittees as necessary
• Brainstorm issues

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PLAN

• Know the process
• Know the history of related legislation
• Know the States Procurement Leaders

• State Basics
• Laws/rules dominate
• Their biggest pain points
• State Procurement barriers

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PREPARE

• Research Understand the issues
• Statutory or regulatory?
• Develop your position
• Know the States position
• Develop coalitions
• Be an accurate source of information

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Develop a Concise Working Paper

• State the issue
• Site current laws/regulations
• Problems associated with the issue
• Desired changes (in detail)
• Anticipated outcome/effects

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Questions