Government of Canada Procurement Community Competencies Treasury Board Secretariat Presented to CIPMM

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PreparedbytheASASCommunitiesManagementOfficeJUNE2019

Contents

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12017-2018ProcurementOmbudsman’sAnnualReport

2 TrendsInfluencingPublicSectorProcurement

3 VisionfortheProcurementFunctionalCommunity

4 WhatareCompetencies?

5 ProficiencyLevels

6 Theimportanceofcompetencies

7 TheUseofCompetencies

8 Competency-basedPGSMOC

9 Sampleexamquestions

10 Sampleexamquestions

11 Toolsforprofessionaldevelopment

12 TheProcurementSpecialistoftheFuture

2017-2018ProcurementOmbudsman’sAnnualReport

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Notsimple

Problematictools

SecurityClearances

SoleSourceThreshold

Standardizationnot

optimal

CompetingObjectives

Notyetacommunity

Trainingforall

PoorProject

Planning

Frustrationoverfurniture

TrendsInfluencingPublicSectorProcurement

Needmodernizedpolicies,processes,authorities,toolsandtraininginsupportofprocurementprofessionals

andbusinessowners

EmergingTechnologies

§  Greatertransparency&morerobustriskmanagementtools

§  Enabletransformationalchange&opportunities

§  Betterposition&empowerprocurementprofessionals

ErodingPublicTrust

§  Morepublicandpoliticalvisibility&expectationsfromprocurement

§  Addedattentiononprocurementcostoverruns&delays,creatingreputationalrisks

§  Heightenedattentiononvalue&morecomplexprocurements

§  Lessemphasisonobtainingthelowestprice

§  Broadenedinterestinleveragingprocurement

BetterInformation

§  Improvedunderstandingofcosts,lossofvalue&opportunitiesforbetterresults

§  Moreawarenessoflinksbetweenfailedprojectsandcontractingdelays

ShiftingFocus

VisionfortheProcurementFunctionalCommunity

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TBSupdatedcompetenciesspecifictoprocurementinclosecollaborationwithover50federaldepartmentsandagencies,alongwithotherkeystakeholders.TheCSPSidentifiedtrainingthatalignswiththesenewcompetencies.

VisionMakepublicsectorprocurementacareerofchoiceforskilledprofessionalswhopossesstherightbusinesscompetencies.ThenewcompetenciessupportprocurementmodernizationandtheGCProcurementHumanResourcesStrategy.

WhatareCompetencies?

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Abilities,skills,knowledge,andpersonaltraitsthatcontributetoperformanceexcellence.

ProcurementCommunityCompetenciesonGCpedia

FunctionalCompetencies TechnicalCompetencies

•  Specifictoaparticularcommunityortypeofworkinaparticularoccupationorprofession•  Assessmentandplanning,acquisition,andmanagingcontractsandcontractsclose-out.

•  Requiredtoaccomplishaspecifictask;theycanapplytomorethanoneoccupationorprofession

•  Negotiation,projectmanagement,riskmanagement,dataanalytics,businessacumen.

ProficiencyLevels

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Basic

Intermediate

Advanced

Behavioural Indicators

Theimportanceofcompetencies

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Standards of Excellence

Resources & language for performance

Building Blocks

Cohesive and strong communities

Key Success Values

TheUseofCompetencies

•  Strategic,CorporateandSuccessionPlanning• Classification(WorkDescriptionsDevelopment)• RecruitmentandStaffing•  StatementofMeritCriteria•  Competency-basedassessmenttools(exams,ratingguides,interviews,etc.)

• Capacitybuilding• Performancemanagement•  Training,LearningandDevelopment• AwardsandRecognition

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Competency-basedPGSMOC

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Experience KeyCompetencies

§  1yearcustomerservicestakeholderengagement,research,planning,analysis,eventplanning,financialmanagement,peoplemanagement,ORprojectmanagement,etc.

§  AssessmentandPlanning§  BusinessAcumen§  Negotiation§  RiskManagement§  ThinkingThingsThrough

§  5yearssupplychain,assessmentandplanning,contracting,ORlegalanalysis,providingstrategicadviceonprocurement,negotiatingwithmultiplestakeholders.

§  7yearsprocurement,providingstrategicadvice,presentingrecommendations,managingrelationshipsandnegotiationswithmultiplestakeholdersoncomplexprocurementissues,developingoptionsandsolvingcomplexproblemsrelatedtoriskmanagementinprocurement,supervisingemployees

§  3yearssupplychain,procurement,planning,acquisition,ORcontract,conductinganalysis,providingadviceonprocurementissues.

§  BusinessAcumen§  ProjectManagement§  RiskManagement§  ThinkingThingsThrough§  WorkingEffectivelywithothers

§  BusinessAcumen§  Negotiation§  RiskManagement§  ThinkingThingsThrough§  WorkingEffectivelywithothers

§  BusinessAcumen§  CreateVisionandStrategy§  MobilizePeople§  Negotiation§  ProjectManagement§  RiskManagement

PG-02

PG-04

PG-05

PG-06

Post-secondaryEducation

Education

Sampleexamquestions

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ProjectManagement

•  PG-02:Canyoupleasedescribeoneprojectthatyouhandledortookpartin?Whatwasitabout?Whowerethestakeholders?Howdidyoudevelopaprojectplan?

•  Howdidyoumanageresourcestodeliverontheproject?Howdidyoustayontracktomeettheprojectdeadlines?

•  Whatwastheresult?Howdidyoumakeadifference?

•  Whatwouldyouhavedonedifferently?

RiskManagement

•  PG-04:Describeawork,workinggroup,school,socialorteamsituationwhereyouwerefacedwithapurchasing/procurementproblemthatcouldhavehadanegativeimpact.

•  Pleaseexplainhowyouassessedtheoptions,maderecommendations,andimplementedasolution.

•  Howdidthesolutionbenefitthegroup,team,employeroranyotherpersoninvolved?

Sampleexamquestions

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BusinessAcumen

•  PG-05:Describeatimewhenanewclientwaslookingtopurchaseaspecificserviceorcommoditythatyouhadnobackgroundandknowledgeof.Oratimewhenacolleagueormanageraskedyouaboutaserviceorgoodyoudidnotknowmuchabout.•  Howdidyouaddressthisrequest?Whatelementsdidyouconsiderinhelpingtheclient,orcolleague,ormanager?• Whatwastheresult?

Negotiation

•  PG-06:Describeatimewhereyousuccessfullyledcomplexnegotiations.Howdiyoudevelopastrategytoachieveresults?

•  Howdidyouuseyourskillstosettledifferencesinamutuallyacceptablemanner?

•  Whatstepsdidyoutaketoaddresschallengesandreachconsensus?

•  Howdidyouresolveconflictsorconflictingpriorities?

•  Whatwastheoutcome?

Toolsforprofessionaldevelopment

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TheJobSeekers’Group

CertificationProgram

ToolsforProfessionaldevelopment(2)

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MentoringCoaching

JobSharing

SkillSharing

JobSwapping

JobRotation

JobShadowing

TheProcurementSpecialistoftheFuture

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StrategicbusinesspartnerEnabler

Redesignedfunctions

Increasedefficiencyandcostsavings

Leveragetimetoprovidestrategicadvice

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Appendices

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TBSCompetenciesFramework

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Procurement-specificTechnicalCompetencies

ProjectManagement:Ensurestheabilityofinitiating,planning,executing,controlling,evaluatingandclosingaseriesofactivitieswhileaddressinginherentriskstoachievespecificobjectivesandsuccesscriteriawithinadefinedtimeline.

RisksManagement:Ensurestheabilityofassessingandcontrollingthreatsaffectingdeliveryofresults.Specificallyensuresanevidence-baseddecisionsforassuming,avoiding,transferring,mitigating,sharingorcompensatingelementsofrisks.

Negotiations:

DataAnalytics:Ensurestheuseoftechnologyforextrapolatingfindingsinsupportofstrategicdecisionmaking,procurementstrategies,trends,supplychainsandriskmanagement.ProcurementDataanalyticsalsoensuresapowerfulcapabilitytoprovidestrategicinsightsandimproveresultsdelivery.

BusinessAcumen:EnsuresaclearandapplicableunderstandingofhowboththeindustryandthegovernmentofCanadaworktoachievegoalsandobjectives.Ensuresforexample,athoroughunderstandingoftheindustryandgovernmentmachinery,trends,economicsectors,moneyflowsandmarketdynamicsthatdrivepublicprocurement.BringsthatdiverseknowledgeintoprocurementstrategiestoincreasecompetitionandgenerategreaterinnovationandbestvaluetoCanada.

Negotiation:Ensuresthesettlementofdifferencesbetweenpartiestowardsgainingmutualacceptanceandachievingresults.Alsoensurestheabilitytoactivelylisten,persuade,influenceandexplorepositionsandalternativetoultimatelyreachthebestvalue,withintheregulations,forthebestinterestofCanadiansandtheGovernmentofCanada

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Proficiencylevels:exampleBasicProficiency IntermediateProficiency AdvancedProficiency

•  Gathersinformationfromestablishedtools(e.g.riskassessmentmatricesorchecklists).

•  Identifiesrisks(e.g.conflictofinterest,latedeliveryorconfusingstatementofwork)associatedwithcomplexrequirementsandprocurementactivities.

•  Assessesthesourcesofrisksandthelikelyimpactsofthoserisksupontheorganizationfromaprocurementperspective.

•  Identifiesanddescribesbasicrisksassociatedwiththerequirementandtheprocurementactivities,earlyintheprocess.

•  Collaborateswithstakeholderstocreateriskregistersforcomplexrequirements.

•  EvaluatestheriskandbenefitopportunitiesandwherefeasibleseekstomaximisethoseopportunitiesintheinterestofCanadiansandtheGovernmentofCanada.

•  Assistsinthemonitoringandmanagementofrisksfornon-complexprocurements.

•  AnalysespreliminaryrisksinaccordancewiththeTreasuryBoardSecretaryRiskManagementPolicy.

•  Takesaglobalapproachtoriskmanagement,bysharinglessonslearnedwithotherinternalstakeholders.

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ChiefProcurementOfficer

• DepartmentalChiefProcurementOfficers(CPOs)12-monthpilot(+2monthsforevaluations)fromFebruary27,2019toApril2020.• MandateoftheCPO:•  Strengthenprocurementgovernance•  Providestrategicprocurementadvice•  Fosterworkforcedevelopment

•  Identifychallengesandsuccessfactorsfortherole• Meetseverytwomonths•  LedbyAssistantComptrollerGeneral• Purposeistoidentifybestpracticesandchallengesfacingtheprocurementfunction

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ChiefProcurementOfficer(2)

• CPOCouncilMembershipincludes:•  7participatingdepartments(EX-01toEX-04):ESDC,RCMP,TC,PSPC,CEAA,SC,CBSA•  3observingdepartments,offeradviceandexpertise:GAC,PSPCandSSC•  2keystakeholders:DNDandDFO

• RecommendationswillbemadebyTBS•  Ongoingconsultations•  Finalroundsofconsultations•  Options•  Phasedapproach•  Recommendations

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Resources

•  ASASCMOGcpedia•  http://www.gcpedia.gc.ca/wiki/ASAS_CMO

•  GCcollab•  https://account.gccollab.ca/login/

•  ComptrollershipLeadershipDevelopmentProgram•  http://www.gcpedia.gc.ca/wiki/ASAS_CMO_-_Comptrollership_Leadership_Development_Program

•  CertificationProgram•  http://www.gcpedia.gc.ca/wiki/ASAS_CMO_%E2%80%93_Certification_Program_(Home)

•  2017-2018ProcurementOmbudsman’sAnnualReporthttp://opo-boa.gc.ca/documents/rapports-reports/2017-2018/annuel-annual-2017-2018-eng.pdf