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TABLE OF CONTENTS
Section 1-Background and Approach
1.1 Responding to the 2002 Governor's Task Force on Contracting and Procurement Review
1.2 Recognizing the Importance of Implementing Current Procurement Reform Measures
1.3 Approach and Analysis
1.3.1 Knowledge Acquisition Approach
1.3.2 CORE Project Process
Section 2-Findings and Recommendations 2.1 Over-Arching Theme #1-Centralized Uniform Purchasing Policies
2.1.1 Single Source for Purchasing Policy
2.1.2 Alternative Procurement Process Pilot
2.1.3 CMAS Purchasing
2.1.4 Management Memos as Policy
2.1.5 Definitions of Terms and Phrases
2.1.6 System/Process for Developing and Implementing Policy
2.1.7 Contract Types
2.1.8 Evaluation Methods
2.1.9 Emergency Purchase Process
2.1.10 Electronic Acceptance of Sealed Bids
2.2 Over-Arching Theme #2-Centralized Uniform Purchasing Procedures
2.2.1 Single Source of Processes and Procedures
2.2.2 Small Business Preference Override
2.2.3 Invitation for Bid (IFB) Model "Compliance Phase"
2.3 Over-Arching Theme #3-Organizational Issues
2.3.1 Bifurcated Responsibilities for Purchasing Oversight
2.3.2 Policy and Procedures Office
2.3.3 DGS Organizational Missions
2.3.4 Customer and Supplier Advocate
2.4 Over-Arching Theme #4-Legislative Change Packet
2.4.1 Statutory References to the Department of Information Technology (DOIT)
2.4.2 Follow-on Work
2.4.3 Protests, Disputes, and Grievances Processes
2.4.4 Non-Competitive Bid Process
2.4.5 Negotiation
2.4.6 Incentive Contracting
2.5 Over-Arching Theme #5-Individual Purchasing Issues
2.5.1 Purchasing Categories
2.5.2 Cross-Reference of Purchasing Laws
2.5.3 Purchasing Policy and Procedure Training
2.5.4 Procurement Method Models
2.5.5 Preparation and Dissemination of Lessons Learned
2.5.6 Specifications, Requirements, and Business Needs
2.5.7 Approval Levels and Processes
2.5.8 Leveraging the Buying Power of the State
2.5.9 Delegation/Approval System
2.5.10 Procurement Audits
Section 3-Implementation Plan
Initiative O.1 - Establish a dedicated, centralized purchasing policy and procedure office.
Initiative O.2 - Create new roles and responsibilities for PD and OLS to remove the overlap of duties and focus on their core competencies.
Initiative O.3 - Update organizational missions
Initiative O.4 - Reform procurement audits.
Initiative O.5 - Establish a Customer and Supplier Advocate separate from the Protests and Disputes Section.
Initiative G.1 - Design a comprehensive "governance" structure for the development of purchasing policies and procedures
Initiative D.1 - Design distinct, comprehensive, and navigable policy and procedure documents.
Initiative P.1 - Complete the single policy and procedure documents
Initiative T.1- Develop governance and integration processes with other, on-going training initiatives.
Initiative L.1 - Clean-up statutes to remove references to DOIT
Initiative L.2 - Propose legislation to further define and clarify "organizational conflict of interest" and "follow-on work."
Initiative L.3 - Remove statutory references that infer or direct that specifications not be defined in a detailed and precise manner
Initiative L.4 - Clarify legislation to consolidate the organizations involved in hearing and resolving protests.
Initiative L.5 - Modify the PCC to clearly define the Non-Competitive Bid (NCB) process and allowed justifications for NCBs
Initiative L.6 - Modify the PCC to allow for incentive contracting in the areas of goods, IT and non-IT services.
Initiative L.7 - Propose legislation to remove the specific dollar amounts from the statute authorizing DGS to exempt services contracts from review and authorize DGS to set the dollar amount levels directly.
Initiative L.8 - Propose legislation to centralize the purchasing authority with DGS and remove the organic authority for the purchase of services from the agencies. This would include creating the authority for DGS to establish a delegation for services
Appendices
(Separately Paginated)
Appendix A: NASPO Survey-Leveraged Contracts
Appendix B: NASPO Survey-Policy Oversight
Appendix C: NASPO Survey-Legal and Procurement
Appendix D: PCO Survey
Appendix E: Interview Participants
Appendix F: Focus Groups
Appendix G: DGS Procurement Governance Model
Appendix H: Supporting Research and Analyses
Appendix I: Initiative Definition Worksheets Matrix
Appendix J: Organizational Conflict of Interest Examples
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