1. Procurement Management Review Out-Briefing

2. Agenda OverviewFindings Next Steps and Questions

3. Interviews and Surveys Number Board5 Senior Management7 Legal2 Clerk’s Office3 Procurement Department16 Internal Customers43 External Customers4 Surveys – Annual Agreements72 Surveys – Architect & Engineers56 Total208

4. Overview Positives Not So Positive

5. Positives Staff is dedicated and enthusiastic Staff loves Sarasota County Procurement Staff feels respected and valued within Procurement Department Professional Staff is well educated

6. Positives Procurement Official is articulate, professional and has good presentation skills Manages herself in difficult situations (in front of Commissioners) SOPs for administrative processes Effort to have error free work Share Point use and setup is excellent Provides procurement information to users and procurement staff

7. 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

8. Not So Positives Supplier Mistrust Procurement Specifications Qualifications Protracted approval process for purchases and bids/proposals

9. Findings Procurement Polices and Procedures ReviewBusiness Processes ReviewOperations Improvement and Efficiency ReviewExternal Customer ReviewStaff AssessmentInformation Technology ReviewEthics Review

10. 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

11. 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

12. 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

13. 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

14. Policies and Procedures Internal Controls Seem to have separate ordering, receiving, paying Project administrators can change contracts Terms/Conditions/Prices

15. Policies and Procedures Delegation of Authority Code provides delegation Procurement Official has delegated PO authority to staff Staff is approving POs Procurement Manual has delegations

16. Business Process Paper intensive from Customer to Procurement Using e-mail to deliver requirements Does not check funds prior to solicitation Requisition lacks budget unit management approvals Procurement management does not like IFAS

17. Business Process Procurement 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-Base Procurement doesn’t have access Procurement not provided copies

18. Business Process Lack of consistency Answer 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 entry Funds/authorization

19. Business Process Multiple systems used IFAS Share Point Demand Star E-Mail On Base

20. Business Process Fragmented and disjointed procurement process from PR to contract administration Evaluation committee improvements needed

21. Improvements and Efficiency No unified procurement system from cradle to grave Spend analysis Particularly P-Card Documentation projects that procurement is strategic However, really reactive, technical and administrative

22. Improvements and Efficiency Specifications Lacks purpose, content and procedures to develop specifications Qualifications Should be designed to meet County requirements and protect County Also consider local business policy

23. External Customers Two Supplier Surveys completed Architectural and Engineering Annual Agreements Participation Architectural and Engineering 56 Annual Agreements 72

24. Annual Agreements External Customers

25. A & E External Customers

26. Annual Agreements External Customers

27. A & E External Customers

28. Staff Assessment Workload Award ValueTotal $ Value % $ Value Transactions% TransactionsAvg. $ Value > $0 and <- $1,000$109,247 0.04% 2629.11%$417 > $1,000 and < $3,000$727,483 0.26% 36012.52%$2,021 > $3,000 and < $10,000$4,270,596 1.53% 71724.94%$5,956 > $10,000 and < $25,000$9,295,783 3.33% 57720.07%$16,111 > $25,000 and < $50,000$12,385,930 4.44% 35312.28%$35,088 > $50,000 and < $100,000$19,520,657 6.99% 2629.11%$74,506 > $100,000 and < $250,000$27,682,754 9.92% 1866.47%$148,832 > $250,000 and < $500,000$20,896,233 7.49% 612.12%$342,561 > $500,000 and < $1,000,000$33,539,812 12.02% 491.70%$684,486 $1,000,000 and up$150,516,614 53.95% 471.63%$3,202,481 Total$278,945,109 100.00% 2,874100.00%$97,058

29. Staff Assessment Workload Competitive Procurements AwardLocalNon-LocalTotal Bid-Construction23932 Bid-Products/Services261743 Proposal-Products/Services9918 Proposal-Library18729216 RPS Specific17118 Total26265327

30. Staff Assessment-Education

31. Staff Assessment-Experience

32. Staff Assessment-Certification

33. NIGP Certification

34. Staff Assessment-Training Each PD staff has received 10 hours of professional training per year

35. Staff Assessment-Training

36. No Professional Development Plan Course requirements tailored to position Assist with budgeting Sets realistic objectives

37. 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

38. Information Technology Lack a contract management data base Potential for enhancements to P-Card controls using Works

39. Ethics Review Adopt procurement ethics policy HR standards of conduct are inadequate Adopt FS 3413 Rules of the Florida Commission on Ethics Procurement Department adopt NIGP Ethics Code

40. Next Steps NIGP Detailed Analysis Benchmarking Analysis Draft Report County Provide Additional Data, If Required Review and Comment