Plans for Business Services >> Purchasing & Business Services FY 12-13
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Group: 2011 - 2012
Type: District Program Review
Last Modified On: 3/30/2012 9:06:04 AM
Last Modified By: Steve Sutorus
State: Submitted (Draft)
State By: Steve Sutorus
- Assume the reader knows nothing about your unit. Please describe concisely its mission.
Support District missions by acquiring goods and services efficiently and cost-effectively.
Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.
- Functions or services
- Value of your services to the clientele(s), the Colleges, and the District
- Organizational structure and number of personnel by function
- Annual budget by object code for the last three years
- Hours of operation, location, and other pertinent service characteristics
- Significant changes, if any, since the last program review
1-3. We perform all procurement and business services for the District and the Colleges, and we support and advise all departments during the procurement process.
4. We provide proficient procurement services, so the District and Colleges may operate cost-effectively and timely.
5. A Business Manager manages all procurement and business services functions; a Project Analyst provides support for all business service functions, including contracts and insurance; a Purchasing Agent and Purchasing Technician provide support for all purchasing functions; a Warehouse Technician provides support for shipping and receiving functions for the District and San Bernardino Valley College.
6. The annual budget by object code for the last three years is attached as a supporting document.
7. Our hours of operation are Monday through Friday, 8:00 AM to 5:00 PM at the District Office and Monday through Friday, 7:30 AM to 4:30 PM at the Warehouse facility.
3. Outcomes and Other Measures of Effectiveness
- Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)
- Include at least one baseline measure or measure of progress on a well-defined outcome.
- Include at least one measure showing effectiveness in responding to the Colleges’ needs.
- For each measure, identify the assessment method you used.
- Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.
- Service Outcome or Objective: Provide on-demand workshops on purchasing, contracts, and shipping/receiving procedures on topics which are timely or specifically requested. Measure: Percent of surveyed participants who are satisfied or very satisfied with the workshops and learned at least one new concept. Our target is 90%. Assessment Method: District wide survey results participants using questions that assess both the knowledge of purchasing processes they gained and their satisfaction with the workshops. Results: Pending, need to develop question for District-wide survey to gauge if employee learned a new concept during the training.
- Service Outcome or Objective: Customers and vendors will be satisfied with customer service during procurement process. Measure: Percent of surveyed customers who are satisfied or very satisfied with the customer service they have experienced. Our target is 90%. Assessment: Two questions on District services survey. Results: 84% of respondents to a February 2012 survey were satisfied or very satisfied overall with the customer service they have experienced.
4. External Opportunities and Challenges
- Describe any external opportunities that might lead to unit improvement over the next three to five years.
- Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.
- SafeColleges Training and the Presidium Help Desk presents the ability to develop automated and accessible training required for new and current Financial 2000 users.
- Update the vendor list leading to more accurate email addresses to use to deliver POs electronically. Possibly use student workers to call and gather data.
- Coperative purchasing methods may allow for additional cost savings and elimination of time consuming formal bid processes.
- Use scanning software ImageNow for cataloging certificates of insurance.
- Research and possibly get legal opinion on using "non-wet" signature contracts.
- Shorten approval path of PRs on campus and at District level.
- Purchasing to have E-Commerce credit line.
- New position of Clerical Assistant in Business Services (50% purchasing, 50% contract) to fill workload gaps and to provide cross over coverage (currently one staff member in each area of responsibility with no overlap in coverage).
- Explore State of CA Dept of General Services State wide Travel Program.
- California State Budget presents budgetary constraints over the next two to three years for the District and Colleges which continues to impact all essential operations and purchases.
- District and College departments are responsible for individual budgets, which may delay procurement of essential goods and services as legal and organizational requirements are applied to purchase requisitions.
- Packing slips within shipments lack complete information, which delays delivery to departments.
- District and College departments may inadvertently exclude vital information on contracts and requisitions, which may delay procurement of essential goods and services.
- District and College planning practices may produce lengthy processing times as applied to organizational deadlines.
- Staffing of Business Services & Purchasing has not kept pace with the growth in the Colleges, which has caused our program to serve more students, faculty, and staff with the same amount of resources.
- The Procurement process is de-centralized to College and District departments to assess needs, seek informal quotes, and establish budgets.
- SBCCD Website design "buries" end user and departmental access to important documentation, training, and resources currently available through many pages and hyperlinks.
- With more grants and categorical program funding, procurement (as well as departments) need to understand funding terms and conditions.
5. Analysis and Evaluation
- Analyze the implications of the assessment results and external factors for your unit.
- In light of your analysis, what are your unit’s main strengths?
- In light of your analysis, what are your unit’s main weaknesses?
- The Purchasing & Business Services staff demonstrates knowledge, expertise, and courtesy in the performance of their duties.
- The Purchasing & Business Services staff is perceived as resourceful.
- Customer service within Purchasing & Business Services has been recognized as increasingly improving over time.
- Business Services & Purchasing needs to enhance its communications and overall relations with the Colleges and District departments.
- There appears to be a significant misunderstanding of legal and organizational requirements in regards to procurement due to the lack of consistent communication and use of available resources.
- SBCCD lacks a well-structured training program for new or promoted employees and on-going training for current staff and faculty.
- SBCCD lacks well-documented procurement practices and standards.
6. Three-to-Five Year Vision
- Describe your unit as you would like it to be three to five years from now.
Purchasing & Business Services should be perceived as resourceful and knowledgeable about all aspects of the best practices and legal and organizational requirements of community college procurement. The procurement process, from with the department's identification of a need to the department's receipt of essential goods and services, should be timely, user-friendly, transparent, easily understood, cost-efficient and state-of-the-art. Purchasing & Business Services should be perceived as accessible to staff and vendors and be customer-centric and timely with responses to inquiries and problems.
7. Impact on the Colleges and the District
Describe the most significant relationships with other District operations and College operations.
- What major impact does your unit have on them?
- .What major impact do they have on your unit?
- How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?
Procurement's Impact on Colleges & District:
- Accounts Payable & Accounting: Purchasing & Business Services produces the contract, purchase order, and delivery documentation necessary to remit payments to vendors timely; maintains asset and contract documentation necessary for internal and external audits; and provides ongoing advice regarding procurement methods.
- All College & District Departments: Purchasing & Business Services provides on-going assistance during procurement process; processes all contracts and purchase requisitions; issues emergency purchase orders to ensure safe learning and working environments.
- All San Bernardino Valley College Departments and District Departments: Deliver goods to departments; maintain warehouse facility; and process surplus of obsolete equipment and scrap.
Colleges' and District's Impact on Procurement:
- Procurement relies on the complete, timely, and efficient preparation and approval of all purchase requisitions at the College and/or departmental level before coming to Purchasing.
- Procurement relies on the complete, timely, and efficient preparation and approval of all contract documentation at the College and/or departmental level before coming to Business Services.
- Procurement relies on the complete, timely, and efficient preparation and approval of budget transfers at the Colleges and District Accounting.
- Procurement relies on the adequate departmental staffing and working hours of the Colleges and District to ensure timely and efficient delivery of goods.
- District leadership must understand Fiscal Services' workload impact when bringing in new grant programs.
Impact on Board Imperatives, missions, visions, strategic directions, and/or goals:
Procurement provides contract management; property, liability, and student insurance management; purchasing coordination; shipping and receiving coordination; warehouse facilities; capital asset management services, which illustrates that Procurement is an essential function of the third Board Imperative: Resource Management for Efficiency, Effectiveness, and Excellence.
8. Other Pertinent Information
- Include here any other information you regard as necessary for a full understanding of your unit.
Currently, in the areas of purchasing, contracts, and warehousing, there is only one staff member in each area of responsibility. Cross-training and or back-up in the event of illness, vacations, etc. does not exist. See Opportunity/Resource Request for Clerical Assistant I.
9. Goals, Objectives, Action Plans, and Resource Requests
- Goals (with priority rank) over the next three years
- Objectives (with priority rank) under each Goal
- Principal Activities under each Objective, if available
- Timeline for completion of each Activity or Objective
- Person responsible for ensuring completion of each Activity or Objective
Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:
- Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each
- Identification of associated Goals or Objectives
Type of Resource
- Expenditure Category
- Estimated annual cost (or savings) for the next three years
- 1 - Goal - Streamline procurement processes and procedures
Seek and advocate for additional and expanded efficiencies in processing contracts, approving and processing purchase requisitions, and delivering materials and goods to departments.Priority Rank:2Objectives:
- 1.1 - Objective - Improve Contract Process
Seek and advocate for additional and expanded efficiencies with developing and processing contracts at the Colleges' and District's departments. This is an on-going objective - activities will be updated as needed.Priority Rank:1Start Date:04/16/2010End Date:06/30/2013Responsible Person:Project AnalystStrategic Direction:NoneImpact Type:-- Pick One --Insitutional Learning Outcome:Not ApplicableResource Requests:
- 1.1.r1 - Clerical Assistant IDescription
A Clerical Assistant I position (full time) will assist the Business Services and Purchasing Department with appropriate duties.Rationale
Currently, all clerical duties within Business Services & Purchasing are handled by the individual positions, such as the Business Manager, Project Analyst, Purchasing Agent, and the Purchasing Technician. These clerical duties include, but are not limited to, basic data entry, maintaining contract and purchasing files, receiving and sorting correspondence, collating documents, typing documents and forms, producing mailings and faxes of contracts and purchase orders, and forwarding phone calls from the general public to appropriate persons and/or departments. Delegating these duties to a Clerical Assistant position will increase efficiencies in essential clerical work and decrease interruptions while the existing positions perform highly technical and analytical procurement duties. Also, current staffing levels do not provide for any overlap in duties. The Clerical Assistant position will allow for cross training and provide for a necessary safety net in the event of increased workload, or if the incumbents are on leave. Increased efficiencies will create immediate savings and cost-efficiencies throughout the Colleges and District. Some listed duties have been delegated permanently to a federal work/study student position, whose hours can be unreliable due to class schedules and whose duties should be delegated to another classified employee. A significant increase in bond-funded construction and enrollment growth over the last two decades has not been matched with an increase in the number of positions within the procurement function causing these positions to produce more with fewer resources. Savings are estimations of the District-wide general and categorical funds lost annually to late payment fees, legal fees, and errors caused by the procurement workload being greater than the available positions.Resource Type:OngoingExpenditure Category:PersonnelFirst Year Cost/Savings:$31,000.00/$40,000.00Second Year Cost/Savings:$32,000.00/$40,000.00Third Year Cost/Savings:$33,500.00/$40,000.00
- 1.1.r2 - Association MembershipDescription
Membership for the Project Analyst to join an industry-specific associationRationale
To ensure the Project Analyst has access to relevant and current information regarding changes in contract administration, insurance, and community college business services. Savings are estimations of the District-wide general, grant, and categorical funds lost annually to unfavorable contract terms and conditions, legal fees, errors and omissions caused by not having timely access to changes in or training of legal codes relevant to contracts, insurance, and procurement.Resource Type:OngoingExpenditure Category:ServicesFirst Year Cost/Savings:$200.00/$50,000.00Second Year Cost/Savings:$200.00/$50,000.00Third Year Cost/Savings:$200.00/$50,000.00
- 1.1.a1 - Use Scanning Software (ImageNow) to catalog Certificates of Insurance
Imaging documents such as certificates of insurance will create efficiencies in the department.Start Date:01/01/2012End Date:06/30/2013Responsible Person:V Diggle
- 1.1.a2 - Evalute using "non-wet" signatures on legal documents
Need to research potential of using "non-wet" signatures on legal document (e.g contracts). This will create efficiencies in the department.Start Date:01/01/2012End Date:06/30/2013Responsible Person:V Diggle
- 1.2 - Objective - Improve Requisition Process
Seek and advocate for additional and improved efficiencies in the processing and approval of purchase requisitions. As the result of the December 2011 Business Process Analysis (BPA), it was identified that the campuses' PR approval layers were excessive and that a need to cut down on the number of layers was needed. Perceptions were expressed in the March 2010 District Services Survey which stated that requisition processing is exceptionally delayed and slow. A statistical analysis of Requisition approvals this fiscal year shows this perception may be based on end users' experiences with outliers rather than the typical process as the typical processing time for Requisitions is two weeks inclusive of weekends and holidays. See attached PR Approval Analysis supporting document; conclusions and methodology are described on page 8 of 10.Priority Rank:2Start Date:04/16/2010End Date:06/30/2013Responsible Person:Purchasing Agent and Purchasing TechnicianStrategic Direction:NoneImpact Type:-- Pick One --Insitutional Learning Outcome:Not ApplicableResource Requests:
- 1.2.r1 - Storekeeper IDescription
A Storekeeper I at 19 hours per week will re-staff an essential position for on-time deliveries and San Bernardino Valley College warehouse staffing needs.Rationale
In 2008, a vacant 19-hr Warehouse Technician position was abolished due to Fiscal Services seeking vacant positions to eliminate for budget savings. This position was an essential aspect of the SBVC Warehouse, which is responsible for District shipping and receiving functions and SBVC print job deliveries and surplus. The Warehouse currently relies on a single full-time Warehouse Technician position and seasonal federal work/study or student workers. To maintain full operational business hours and consistent deliveries for SBVC and District departments, this position should be brought back. Savings are estimations of the departmental student worker budget of $7,000 plus District-wide general, grant and categorical funds lost annually to delayed deliveries, destroyed and devalued surplus property awaiting sale, and errors caused by the warehouse, shipping, and receiving workload being greater than a single position.Resource Type:OngoingExpenditure Category:PersonnelFirst Year Cost/Savings:$17,500.00/$25,000.00Second Year Cost/Savings:$18,300.00/$25,000.00Third Year Cost/Savings:$19,250.00/$25,000.00
- 1.2.r2 - Job-Specific TrainingDescription
Training for the Purchasing Agent and the Purchasing Technician on best practices in purchasing, asset management, and vendor management.Rationale
To ensure purchasing staff have the tools necessary to support Purchasing. Savings are estimations of the District-wide general, grant, and categorical funds lost annually to late payment fees, legal fees, errors and omissions caused by not having timely access to changes in or training of procurement codes and purchasing best practices.Resource Type:OngoingExpenditure Category:ServicesFirst Year Cost/Savings:$1,000.00/$50,000.00Second Year Cost/Savings:$1,000.00/$50,000.00Third Year Cost/Savings:$1,000.00/$50,000.00
- 1.2.r3 - Association MembershipDescription
Membership for the Purchasing Agent and the Purchasing Technician to join the California Association of Public Procurement OfficersRationale
To ensure the Purchasing Agent and Purchasing Techinician have access to current and relevant changes to public agency purchasing best practices and legislation. Savings are estimations of the District-wide general, grant, and categorical funds lost annually to late payment fees, legal fees, errors and omissions caused by not having timely access to changes in or training of procurement codes and purchasing best practices.Resource Type:OngoingExpenditure Category:ServicesFirst Year Cost/Savings:$500.00/$50,000.00Second Year Cost/Savings:$500.00/$50,000.00Third Year Cost/Savings:$500.00/$50,000.00
- 1.2.a1 - Train Requisition Approvers/Reduce Approval Layers
Pro-actively train and continue communications with requisition approvers on their responsibility to approve requisitions within Financial 2000 timely. As a result of the Business Process Analysis, SBCCD leadership will discuss, and potentially authorize, fewer approval layers.Start Date:04/16/2010End Date:06/30/2013Responsible Person:Purchasing Agent and Purchasing Technician
- 1.2.a2 - Procurement Card AP Revision
Current needs are not met by existing AP. Piloting of potential solutions has occurred. Need to gather and evaluate all potential changes to the AP.
E-commerce option as well.Start Date:01/01/2012End Date:06/30/2013Responsible Person:Sutorus
- 1.2.a3 - State of CA Department of General Services program
Evaluate and implement DGS programs.Start Date:01/01/2012End Date:06/30/2013Responsible Person:B Gamboa
- 1.2.a4 - Electronic Delivery of POs
Updating the vendor list with accurate email addresses will allow the department to deliver PO electronically, creating efficiencies.Start Date:01/01/2012End Date:06/30/2013Responsible Person:J Flores
- 1.2.a5 - Purchasing Manual
Develop a purchasing manual to be disseminated to all end users and departments. Manual will highlight purchasing best practices, organizational requirements, and appropriate federal, state and local regulations. Update: a draft manual has been produced and is being evaluated by Business Services staff.Start Date:04/16/2010End Date:06/30/2013Responsible Person:Business Manager
- 2 - Goal - Efficiently communicate procurement processes and proceduresPriority Rank:1Objectives:
- 2.1 - Objective - Expand Information Resources
Improve and expand self-help resources, documentation, and training available to end users in order to increase consistency in information given to end users and to encourage continuous learning for staff and faculty.Priority Rank:1Start Date:04/16/2010End Date:06/30/2013Responsible Person:Business ManagerStrategic Direction:NoneImpact Type:-- Pick One --Insitutional Learning Outcome:Not ApplicableActions/Activities:
- 2.1.a1 - Maintain Website
Review content of current webpages and revise to keep current and user friendly. Promote website in emails, trainings, and one-on-one discussions.Start Date:04/16/2010End Date:06/30/2013Responsible Person:All Staff
- 2.1.a2 - Workshops
Workshops for end users to have continuous learning. One-on-one training sessions (either in-person or via phone) are the preferred delivery method to fulfill on-demand requests. Training session will be recorded for automated access via SafeColleges.Start Date:04/16/2010End Date:06/30/2013Responsible Person:Purchasing Agent and Project Analyst
- 2.2 - Objective - Improve communications and customer service
Utilize open and business-appropriate communications to facilitate trust-building, positive working relationships, and an improved end user experience.Priority Rank:2Start Date:04/16/2010End Date:06/30/2013Responsible Person:All StaffStrategic Direction:NoneImpact Type:-- Pick One --Insitutional Learning Outcome:Not ApplicableResource Requests:
- 2.2.r1 - Customer Service TrainingDescription
One training course for each staff member on customer service.Rationale
To ensure end user experience and outgoing communications employ best practices in customer service.Resource Type:One-timeExpenditure Category:ServicesFirst Year Cost/Savings:$2,000.00/$0.00
- 2.2.a1 - Replying to Communications
All staff will reply to emails and phone calls promptly and courteously, preferably within less than one (1) business day.Start Date:04/16/2010End Date:06/30/2013Responsible Person:All Staff
- 2.2.a2 - Important Communications
In order to promote the fact that the procurement process is responsive to and in consideration of the Colleges' and District's missions, values, and goals, all staff will respect incoming communications in recognition of its importance to the success of the Colleges' and District's missions, values, and goals. Return communications will explain how the procurement process supports the Colleges' and District's missions, values, and goals and will express an appreciation of and procurement's commonality with the end user's duties in meeting the College's and District's missions, values, and goals.Start Date:04/16/2010End Date:06/30/2013Responsible Person:All Staff
10. Progress Report on Last Cycle's Goals, Objectives, and Actions
- Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.
- Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.
1 - Goal - Train PR Approvers
Training of PR approvers continues. As stafff is reassigned on campus the need for one-on-one training is still prevalent.Priority Rank:1Objectives:
1.1 - Objective - Train PR Approvers/Layers
Approval layers will be reviewed and recommendations for reduced approval layers will be made.Priority Rank:1Original Start Date:07/01/2011Original End Date:06/30/2012Revised Start Date:07/01/2011Revised End Date:06/30/2013Responsible Person:SutorusStrategic Direction:NoneImpact Type:-- Pick One --Status Code:Work is UnderwayProgress Description:
2 - Goal - Maintain website
Business Services website continues to be a on stop repository for routine needs of the District. Website content is reviewed and updated as needed.Priority Rank:2Objectives:
2.1 - Objective - Website review
Review website content and update as needed. Prepare content for wiki.Priority Rank:2Original Start Date:07/01/2011Original End Date:06/30/2012Revised Start Date:07/01/2011Revised End Date:06/30/2013Responsible Person:SutorusStrategic Direction:NoneImpact Type:-- Pick One --Status Code:Work is UnderwayProgress Description:
11. Process and Participants
- Describe briefly the main steps of the process that produced this report.
- List the name and function of each participant in that process.
- Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.
- Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.
In 2010 the Procurement Unit met three times between September and March to draft responses to the Program Review documents. June Flores was the unit leader in this process. Virginia Diggle, Damon Smith, and Benjamin Gamboa provided input and support throughout the process as well. Upon his promotion to the Business Manager role in January 2010, Steve Sutorus joined the Procurement Unit providing additional input and support.
In 2011 assessment cycles, the Procurement Unit will advise that more functional questions be included in the District Services survey to allow for more pointed assessments of the services provided by the Procurement Unit. Additionally, the Procurement Unit will request any future survey to exclude the mention of specific individuals; the anonymity of both the service-recipient and service-provider in a survey is required to maintain professional working relationships.
In Febuary 2012, the Procurement Unit met to update all components of the Program Review document.