procurement reforms procurement reforms. review the challenge of the ripple effect status report...

ProcurementReforms

ReviewThe Challenge of The

Ripple Effect

Status ReportClear

Communication

OBJECTIVE

To bring you up to speed on where

we are, where we are headed

and what you can do to help

To bring you up to speed on where

we are, where we are headed

and what you can do to help

REVIEW

Governor’s 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

Reform Themes

• Ensuring High Quality

• Open Process

• System of Checks and Balances

Task ForceRecommendations

Ripple Effects

13. Integrated Tracking System

14. E-Procurement

7. Uniform Policies/Procedures

9. Contracting Official Standards of Conduct

10. Contractor Standards of Conduct

15. Legal Participation in High Risk

16. Legal Training to ID High-Risk

4. Standards for Non-GSA CMAS

6. Standards for Delegated Authority

8. Training/Certification Program

11. Terms/Conditions with Stakeholder Participation

12. Cont. Improvement Advisory Councils

17. Electronic Model Contract

2. Prohibit Large-Scale IT via CMAS/MSA

3. Follow MM 02-19 Guidelines for CMAS

18. Agency Official

1. Broaden Scope of QA Program

5. Random Audits/Reviews

19. Signature Authority

Human ResourcesHuman Resources

Financial ResourcesFinancial Resources

PoliciesPolicies

ProceduresProcedures

LegislationLegislation

ProcessesProcesses

StatutesStatutes

Regulations Regulations

Ripple EffectsRipple EffectsRipple EffectsRipple Effects

STATUS REPORT

Ensuring High QualityRecommendations 1 through

11 Broaden scope of QA Program

11Broaden scope of QA Program

• Team Members (Representing Quality Assurance):

• Team Members (Representing Quality Assurance): Cheri Shaw -

Lead Cheri Shaw -

Lead Sandra Silva – Co-

Lead Charyl Angeles Charyl Angeles

Liz Bourrage Liz Bourrage

Debbie DeAnda Debbie DeAnda

Bonnie Bahnsen Bonnie Bahnsen

Erin Snyder Erin Snyder

• Implementation Manager: Judy Heringer (Quality Assurance)

11Broaden scope of QA Program

• Team determining how all recommendations interface with the Delegation Program

• Recommendation 18 is closely tied to this initiative

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

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

11• Discussion and discovery:• Discussion and discovery:

Developing new/revised database Developing new/revised database

Coordinating the integration of leveraged procurements under the delegation umbrella

Incorporating roles/responsibilities of Procurement Officer into documentation

Broaden scope of QA Program

Revising the Delegation Guideline Manual Revising the Delegation Guideline Manual

Planning notification of changes to Departments

Identifying logistic issues to bring leveraged procurements within the scope

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

22 Prohibit large-scale ITvia CMAS/MSA

22Prohibit large-scale IT via

CMAS/MSA

• Implementation Manager: Diana LaBonte

• Team Member: Fran Archuleta

22Prohibit large-scale IT via

CMAS/MSA

• Tactical Plan completed• Tactical Plan completed

• Working on approval and implementation of policy

• Draft policy completed• Draft policy completed

33 Follow Management Memo 02-19 Guidelines for CMAS

33Follow Management Memo 02-19

Guidelines for CMAS

• Implementation Manager: Carol Umfleet

• Team Members: CMAS Staff• Team Members: CMAS Staff

33• Tactical Plan and Project Schedule completed

• Tactical Plan and Project Schedule completed

• CMAS Bulletin #35 issued, coveringRevision 1 guidelines based on Management Memo 02-19

Follow Management Memo 02-19 Guidelines for CMAS

44 Develop written standards and criteria for Non-GSA CMAS

44Develop written standards and

criteria for Non-GSA CMAS

• Implementation Manager: Carol Umfleet

• Team Members: CMAS Staff• Team Members: CMAS Staff

44• Gathering information to develop procedures

• Gathering information to develop procedures

A four-to-six-month effort that is on track

Develop written standards and criteria for Non-GSA CMAS

55Conduct random audits/reviews and establish protocols for internal audits

55Conduct random audits/reviews

and establish protocols for internal audits

• Implementation Manager: Judy Heringer

Lead Cheri Shaw -

55• A long-term task not scheduled

to implement until after staff is hired and trained

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

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

Conduct random audits/reviews and establish protocols for internal

audits

• Action items from team’s tactical plan are to begin next year

66Establish consistent standards for Delegation Authority

66Establish consistent standards for

Delegation Authority

• Implementation Manager: Judy Heringer

Lead Cheri Shaw -

66• Team determining how all

recommendations interface with the Delegation Program

• 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

Establish consistent standards for Delegation Authority

66• Discussion and discovery begun

regarding required elements for database:

• Discussion and discovery begun regarding required elements for database:

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

Tracking data necessary for determining standards

Tracking data necessary for determining standards Developing assessment methodology Developing assessment methodology

66 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

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

77Establish uniform policies, processes and procedures

77Establish uniform policies,

processesand procedures•Implementation Manager: Bill

Fackenthall (PD) •Implementation Manager: Bill Fackenthall (PD)

•Team Members•Team Members Susan Chan

(PD/Dispute Resolution)

Susan Chan (PD/Dispute Resolution)

Bob French (PD/Acquisitions)

Linda Garcia (PD/Policies and Procedures)

Dianna LaBonte(PD/Acquisitions)

Joyce Gibson (PD/Legislation)

Judy Heringer (PD/Quality Assurance)

Sandi Russell (PD/Acquisitions)

Janine Vine (PD/Acquisitions)

Kathleen Yates (Legal Services)

77• Tactical Plan and Project Schedule

completed• Tactical Plan and Project Schedule

completed• Scope of Work for consultant includes

development of Implementation Plans as part of the contract

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

Establish uniform policies, processes

and procedures

• RFP released November 19, 2002• RFP released November 19, 2002

88 Establish Training and Certification Program

88Establish Training and Certification

Program•Implementation Manager: Marnell Voss (PD)

•Implementation Manager: Marnell Voss (PD)

•Team Members•Team Members

Kim Cox (PD) Kim Cox (PD)

Alan Glassman (Consultant)

Fay Miyagi (Project Manager)

Gaylord Moulds (PD) Gaylord Moulds (PD)

Ginger Moore (PD/Training) Ginger Moore (PD/Training) Morley Winograd (Consultant)

Morley Winograd (Consultant)

88• Customer focus groups defined

knowledge, skills and abilities for procurement and contracting officials

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

• Validated and finalized survey• Validated and finalized survey

Establish Training and Certification Program

• Sent request for survey participants and received lists back

• Consolidated survey and distribution lists

• Survey distributed in hard copy and electronic format

• Survey distributed in hard copy and electronic format• Initiated discussions on policy development, budgets, financial models and labor relations

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

99Adopt clear standards of conduct for state contracting and procurement officials

99Adopt clear standards of conduct

for state contracting and procurement officials

•Implementation Manager: Ginger Moore (PD/Training)

Cynthia Curry (Legal Services) Cynthia Curry (Legal Services)

Sandi Russell (PD/Acquisitions)

99• Tactical Plan and Project Schedule completed

• Tactical Plan and Project Schedule completed

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

Adopt clear standards of conduct for state contracting and

procurement officials

Established research assignments Established research assignments

1010Adopt clear standards of conduct for contractors

1010Adopt clear standards of conduct

for contractors•Implementation Manager: Russ Guarna (PD)

•Implementation Manager: Russ Guarna (PD)

Susan Avara(PD)

Bob French (PD/Acquisitions)

Buddy Nichols(PD/Acquisitions)

Joey Lim (PD)

Scott Norton (PD/Acquisitions)

Eileen Tardif (PE and SBM)

Chuck Walker (PE and SBM)

1010• A long-term issue• A long-term issue

• Team analyzing current information from:

Adopt clear standards of conduct for contractors

Current proposed legislation Current proposed legislation

Supplier Base Management Program Supplier Base Management Program

Federal statutes and regulations Federal statutes and regulations

1111Improve model contract provisions - With stakeholder participation

1111Improve model contract provisions

-With stakeholder participation

•Implementation Manager: Diana LaBonte (PD)

•Team Member: Pam Mizukami (PD) •Team Member: Pam Mizukami (PD)

1111• Completed Tactical Plan and Project

Schedule• Completed Tactical Plan and Project

Schedule• Assigned policy development• Assigned policy development

Improve model contract provisions -

With stakeholder participation

Fran Archileta Fran Archileta

Models in place and on line by January 1, 2003

• Contract Language• Contract Language

1212Establish continuous improvement advisory councils

1212Establish continuous improvement

advisory councils

•Implementation Manager: Marnell Voss (PD)

Bill Fackenthal (PD) Bill Fackenthal (PD)

Russ Guarna (PD) Russ Guarna (PD)

Deborah Pearce (PD) Deborah Pearce (PD)

Melalee Petersen (PD) Melalee Petersen (PD)

Denise Stanton (PD) Denise Stanton (PD)

1212• Tactical Plan drafted; milestones on

track• Tactical Plan drafted; milestones on

Establish continuous improvement advisory councils

To facilitate a more productive meeting with supplier stakeholders

• Developing questionnaire for suppliers• Developing questionnaire for suppliers

• Meet with representatives from supplier community

Open ProcessRecommendations 13 and 14

1313Establish integrated transaction tracking system

1313Establish integrated transaction

tracking system

Glenn Burnett (RESD) Glenn Burnett (RESD)

Kim Heartly-Humphrey (OTR)

Deby Keller (OTR) Deby Keller (OTR)

Jamie Mangrum (OTR) Jamie Mangrum (OTR)

Jeff Marschner (Legal Services)

David Villanueva (OTR)

•Implementation Manager: Robert Hinchman (PD)

1313• First draft of Feasibility Study Report

submitted; second draft completed 11/7/02

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

• Draft Risk Mitigation Plan completed• Draft Risk Mitigation Plan completed

• Demonstration of pilot system to internal and external customers

Establish integrated transaction tracking system

• Pilot system on schedule• Pilot system on schedule

1414Implement a comprehensive eProcurement system for all state contract and procurement transactions

1414Implement a comprehensive

eProcurement system

Larry Aronson (PD) Larry Aronson (PD)

DeDE Hames (PD) DeDE Hames (PD)

Kathy Havey (PD) Kathy Havey (PD)

Linda Lange (PD) Linda Lange (PD)

Ray Roa (PD) Ray Roa (PD)

Gloria Santos (PD) Gloria Santos (PD)

•Implementation Manager: Mariel D’Eustachio (PD)

1414• Document compiled re: the

dependencies among Cal-Buy and many of the reforms

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

• Matrix to all Implementation Managers for review and input

Implement a comprehensiveeProcurement system

System of Checks and Balances

Recommendations 15 through 19

1515Provide further Legal reviewin all high-risk contracting and procurement transactions

1515Legal review in all high-risk

contracting and procurement transactions

Cynthia Curry (Legal Services) Cynthia Curry (Legal Services)

Russ Guarna (PD) Russ Guarna (PD)

Diana LaBonte (PD) Diana LaBonte (PD)

Kathleen Yates (Legal Services)

•Implementation Manager: Jeff Marschner (Legal Services)

1515• Tactical Plan and Project Schedule Completed

• Tactical Plan and Project Schedule Completed

Legal review in all high-risk contracting and procurement

transactions

1616Develop and deliver trainingon conducting an initial, high-risk review of contract and procurement transactions

1616Develop and deliver training on

conducting initial, high-risk review

•Implementation Manager: Garry Ness (Legal Services)

1616• Tactical Plan and Project Schedule Completed

• Tactical Plan and Project Schedule Completed

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

1717Develop electronically-based model contract templates with standard terms and conditions

1717Develop electronically-based

model contract templates

• Implementation Manager: Michael Barth (Legal Services)

1717• Tactical Plan and Project Schedule

completed• Tactical Plan and Project Schedule

completed• Conducted telephone interviews with

State Agencies:• Conducted telephone interviews with

State Agencies:

Develop electronically-based model contract templates

No electronic systems are in place No electronic systems are in place

• Developing model contract language • Developing model contract language

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

1818Require each State Agency to designate a single official responsible for all contracting and procurement within the Agency

1818Single official responsible for all

contracting and procurement within each agency

• Implementation Manager: Judy Heringer (Quality Assurance)

• Implementation Manager: Judy Heringer (Quality Assurance)• Team Members (Representing Quality Assurance):

Lead Cheri Shaw -

1818• Determining how all recommendations

interface with Delegation Program• Determining how all recommendations

interface with Delegation Program

Single official responsible for all contracting and procurement within

each agency

• 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

• Letter to Department Directors, requesting identification of Procurement and Contracting Officer Due by 11/30/02 Due by 11/30/02

1919Authorize individual signature authority for contracting and procurement officials, based on position held, experience, training and certification

1919Authorize individual signature authority for contracting and

• Implementation Manager: Bill Fackenthall (PD)

• Team Members• Team Members Linda Garcia

(PD/Policies and Procedures)

Linda Garcia (PD/Policies and Procedures)

Scott Norton(PD/Acquisitions)

Sandi Russell(PD/Acquisitions)

Cheri Shaw (PDQuality Assurance)

Toni Vice (PD/Acquisitions)

1919• Researched and documented requirements

and controls re: Signature Authority• Researched and documented requirements

and controls re: Signature Authority

Authorize individual signature authority for contracting and

• 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

Public Codes, CAM and SCM Public Codes, CAM and SCM

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

CLEAR COMMUNICATION

Comprehensive, wide-reaching communication network

established To ensure consistency in

decision-making process

To ensure consistency in delivering the latest information

What You Can Do . . .

Keep Informed

Be responsive to Implementation

Teams’ inquiries/requests

Communicate

http://www.pd.dgs.ca.gov

The Procurement Division’s Web SiteThe Procurement

Division’s Web Site

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