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

E-Mail

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