This document summarizes the management response from the City of Toronto to an auditor general's report on procurement of construction services. It outlines actions taken to address recommendations around ensuring fair and competitive bidding processes. Transportation Services implemented staff training, program and staff rotations, unbalanced bidding analysis, and additional oversight measures. Purchasing and Materials Management made changes to policies, implemented new procurement technology, and reorganized structurally. Both departments committed to ongoing assessment and improvement efforts to safeguard the public interest and ensure value for money.
OECD: The new Local File.
In September 2014, the OECD drew up the: “Guidance on transfer pricing documentation and Country by Country reporting”, which contains the chapter 5 revision concerning the transfer pricing guide lines, and the new Local File.
The following note regards all the information requested into the new Local File, pursuant the OECD recommendations.
OECD: The new Local File.
In September 2014, the OECD drew up the: “Guidance on transfer pricing documentation and Country by Country reporting”, which contains the chapter 5 revision concerning the transfer pricing guide lines, and the new Local File.
The following note regards all the information requested into the new Local File, pursuant the OECD recommendations.
Como trabajar los derechos humanos, el trabajo no lo escribí yo, por eso tiene escritos los autores del mismo, y lo subí con la intención de ayudar a los demás docentes
Publilc sector productivity - Johannes Wolff, United KingdomOECD Governance
This presentation was made by Johannes Wolff, United Kingdom, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
Managed transportation programs leverage technology and knowledge to bring greater savings, while allowing clients to focus on their core competencies. With minimal start-up expense, no licensing fees and quick and easy implementation it is no wonder why so many organizations are choosing the managed transportation route for dramatic cost and process improvements within their supply chain.
Como trabajar los derechos humanos, el trabajo no lo escribí yo, por eso tiene escritos los autores del mismo, y lo subí con la intención de ayudar a los demás docentes
Publilc sector productivity - Johannes Wolff, United KingdomOECD Governance
This presentation was made by Johannes Wolff, United Kingdom, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
Managed transportation programs leverage technology and knowledge to bring greater savings, while allowing clients to focus on their core competencies. With minimal start-up expense, no licensing fees and quick and easy implementation it is no wonder why so many organizations are choosing the managed transportation route for dramatic cost and process improvements within their supply chain.
This document contains the highlights of a presentation made at the EEI Fall Accounting Conference in Miami, Florida on November 15, 2017.
The presentation entitled, “Effective Rate Case Management,” discussed: How the current regulatory landscape is impacting rate cases, how you can improve regulatory outcomes, and how to plan and manage a successful case – lessons learned.
For additional information, please contact us at www.scottmadden.com.
The IS design includes all components the IS function requires to operate effectively and efficiently in the future. The dependencies and interfaces between IS and other corporate functions and any potential overlaps need to be dealt with as part of the GOF programme of work.
RFP1. Project Initiation Phase The purpose of the RFP document.docxhealdkathaleen
RFP
1. Project Initiation Phase
The purpose of the RFP document is to define all procurement related activities for implementing Oracle for Tesla motors. This document will outline all the procurement management activities and resources that are required for implementing the software.
2. Procurement Statement
Below are the list of items that must be procured in order to successfully start the project.
Item/Service
Justification
Needed By
Cost
Rack server for the software implementation
This is an inventory item that needs to be procured for implementing the new software (Oracle R12) for the company
01/01/2018
$5000
Printer and scanner
Need printer/ scan to print out the documentation
01/5/2018
$2000
Table
Need computer tables for consultants to work on implementation
01/15/2018
$1000
Chair
Need desk chairs for consultants to implement the application
01/15/2018
$1000
Car
Need a car for consultant’s usage
01/15/2018
$10,000
Laptops
Laptops are needed for consultants to work on
01/15/2018
$5000
Office supplies
These are office supplies that are required by the implementation partner
01/15/2018
$2000
Consultants service
Consultant service is required to implement the Oracle software.
01/15/2018
$404,617.60
Vendor selection: The vendor selection process is very straight forward as most of the vendors are have had good relations with real tech. The entire consultant team are offered by Real Tech itself. The office supplies are procured by the vendor name Staples. Finally, the laptops are procured by tech systems. The vendors are carefully analyzed by the buyers and are listed on the buyer’s approved vendor list of vendors. The vendors are rated based on the price, delivery time and quality of the products.
3. Selection Process & Criteria
The hardware and office supplies are based on the planned purchase order contract with the vendor. The consultants are interviewed before hand before onboarding the resources into the team.
4. Project Procurement Team
All procurement activities must initially get approval from the immediate manager and then the approval of the project manager. The project manager must document justify the need in a form of a document and present it to the project sponsors.
5.Contract Type:
The procurement strategy used by Tesla is called Fixed- Price Contract. This type of contract is also called Lump- sum contract. The reason for choosing this contract is that there is no uncertainty in the scope of the project. The purchasing module in the Oracle ERP software will help improve the procure to pay cycle in the organization. The ERP implementation partner is bound to finish the implementation within one year at the cost of $350,000.
6.Contract Standards:
All procurement must follow the ISO 9001:2015 standards.
7.Vandor Management/ Perforance
This section describes the metrics to be used for procurement activities associated with the project. These metrics may include but not be limited to: methods to ensure the p ...
Presentation for the meeting "Support to the mid-term revision of the Strategy for Modernization of Public Administration - Kosovo", held in Pristina, Kosovo, on 7-8 November 2017.
Considerations for an Effective Internal Model Method Implementationaccenture
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David Fillingham of Bolton Hospitals NHS Trust shown at the 2nd Lean Healthcare Forum on 6th June 2006 ran by the Lean Enterprise Academy
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
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Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
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2. Overview
This report is the second of two Auditor General reports
related to paving tendering practices.
The focus of this report is on fair contracting practices and
identifies warning signs that could indicate collusive
activities among contractors.
The Auditor’s report identifies recommendations to help
ensure fair and competitive procurement process to obtain
best value for money and fair market prices.
2
3. Building a Culture of Continuous Improvement
3
• The Auditor General’s oversight and review of current practices
supports continuous improvement.
Oversight and
Review
• The City Manager’s Office, Transportation Services and Purchasing
& Materials Management teams took the investigation seriously
and worked with the Auditor General’s Office to identify issues
and take corrective action.
Audit of Issues &
Corrective Action
• Highlights serious issues and the need for relentless diligence to
ensure responsiveness does not take precedence over the City's
ability to achieve value for money.
Value for Money
4. Management Response
4
Extensive Investigation
• Consultation with subject matter
experts.
• Detailed review of practices,
policies and the actions of staff
and management.
Corrective Actions
• City Council approved the Toronto
Public Service & Purchasing by-laws.
• Transfer of resurfacing program to
Engineering and Construction
Services.
• Address policy and process gaps,
including change management &
escalation protocols, tracking
database.
• Implement comprehensive training
program.
• Ensure appropriate oversight.
Ongoing Assessment
• Continue to assess the
effectiveness of early actions.
• Continue to monitor and promote
culture change within the
organization.
Safeguard the Public Interest Limit Risk Ensure Value for Money
5. Transportation Services Actions
Completed and Underway
Analysis
• Unbalanced bidding
analysis.
• Early identification of
variances.
Rotation
• Regular rotation of
program and staff
assignments.
Training
• Ongoing and rigorous
training for staff and
management.
Oversight and
Accountability
Measures
• Harmonize and
implement additional
accountability measures
to estimating, tendering
and documentation
practices.
5
6. Oversight and Accountability Measures
Standardize estimation and
tendering process.
Implement validation
process and third party
review to ensure tracking
and accountability.
Mandate more
comprehensive
documentation processes.
Implement an items
overruns/under justification
report.
Revise signing authority
thresholds to ensure
appropriate management
oversight and financial
control.
Develop and require use of
master bid list, standardized
contract template and
engineering estimate
methodology form.
6
7. Transportation Services
Staff and Management Training
Trained staff on
standardized estimating
procedures and
templates.
Held two mandatory
information sessions for
staff in 2016.
Delivered by the Auditor
General.
Attended by 381 union
and non-union staff.
Upcoming - two
mandatory contract
Change Management
sessions for all 216
management staff.
Eight sessions total over
May and June 2017.
7
8. Transportation Services
Staff and Program Rotations
Rotated inspection and
supervisory staff to
new posts in other
districts to improve
consistent delivery and
reset staff/contractor
working relationships.
Rotated District Road
Operations Managers
(June 2016) to manage
staff and contractors in
another District.
Centralized delivery of
local road resurfacing
program by transferring
four district programs
to ECS effective Jan 1,
2017.
8
9. Unbalanced Bidding Analysis
Reviewed all
contracts awarded
from 2010 to 2015
to identify
variances.
Developed an
unbalanced
bidding analysis
procedure with
PMMD.Conducted
reverse bid
analysis for all
2016 contracts.
9
10. Results of 2016 Reverse Bid Analysis
Total differential in
cost for all 10 was
approx. $586K—or
0.4% of the total
dollar amount for
all 83 contracts.
Reasons for
quantity
changes were
deemed justified
(e.g., emergency
work, site
impacts).
10 of 83
warranted
additional
review.
Reviewed 83
contracts across
four districts
with a total
value of over
$146M.
10
12. Purchasing and Materials Management Actions
Three large business transformations to help change and
improve the procurement process for the entire organization:
By-law, policy and
procedure changes
Technology changes
Organizational
changes
12
13. By-Law, Policy and Procedure Changes
13
By-Law
• Revised Purchasing By-law
adopted by Council July, 2016.
Implemented Jan 1, 2017.
• Introduced Supplier Code of
Conduct.
• Gives authority to Chief
Purchasing Official to suspend
suppliers who violate Supplier
Code of Conduct.
Policy & Procedures
• Unbalanced Bidding Provision in
the Procurement Processes Policy.
• Template changes allowing
Bidders to declare all potential
conflicts of interest including
hiring of any former or current
City employees.
• New Evaluation Team Procedure
requiring all staff involved to sign
conflict of interest form.
Bidding Analysis
• New Unbalanced Bidding Analysis
Procedure.
• Developed in consultation with
Transportation Services.
• Applied to all 2016 Transportation
Services calls to identify
materially unbalanced bids.
• Being rolled out to all types of
calls over 2017.
14. Technology Change
• Implementing a centralized cloud-based eProcurement system
using SAP Ariba.
Supply Chain
Transformation Project
• Allows for faster evaluation and supports unbalanced bidding
analysis.
• Provides for centralization of information to conduct trend
analysis, provide better reporting on spend against contract data
and on supplier performance.
Online Bid
Submissions
• Implementation of the centralized database through the SAP
Ariba sourcing module scheduled for Q1, 2018.
• Full implementation of all functionality by Q4, 2018.
Q1 Implementation
14
15. Organizational Change
15
Strategic Approach
• PMMD Program Review.
• Organizational shift from tactical
services to value added strategic
services.
• Better use of market and spend
data by bringing in Category
Management and Strategic
Sourcing.
Better Analysis & Data
• Additional resource capacity.
• Analysis on market and spend
data.
• Policy and compliance support.
Training
• Better training to staff involved in
the procurement process from end
to end including contract
management.
• PMMD will continue to invite the
Competition Bureau in to provide
training on bid-rigging warning
signs.
16. Next Steps for Continuous Improvement
16
Transportation Services
• Cascade program and practice improvements to
other program areas including the Utility Cut
Repair Program.
• Assess outcomes of staff training and
accountability measures and modify as needed.
• Implement organizational review and org
structure changes.
Purchasing and Materials Management
• Continue to cascade changes and
improvements to Purchasing By-law throughout
the City.
• Continue to engage Competition Bureau for
training.
• Continue implementation of PMMD Program
Review.
• Continue implementation of Supply Chain
Management Transformation.
Safeguard the Public Interest Limit Risk Ensure Value for Money
