Government of Canada Procurement Community Competencies Treasury Board Secretariat Presented to CIPMM 1 Prepared by the ASAS Communities Management Office JUNE 2019
Government of Canada Procurement Community Competencies Treasury Board Secretariat Presented to CIPMM
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PreparedbytheASASCommunitiesManagementOfficeJUNE2019
Contents
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12017-2018ProcurementOmbudsman’sAnnualReport
2 TrendsInfluencingPublicSectorProcurement
3 VisionfortheProcurementFunctionalCommunity
4 WhatareCompetencies?
5 ProficiencyLevels
6 Theimportanceofcompetencies
7 TheUseofCompetencies
8 Competency-basedPGSMOC
9 Sampleexamquestions
10 Sampleexamquestions
11 Toolsforprofessionaldevelopment
12 TheProcurementSpecialistoftheFuture
2017-2018ProcurementOmbudsman’sAnnualReport
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Notsimple
Problematictools
SecurityClearances
SoleSourceThreshold
Standardizationnot
optimal
CompetingObjectives
Notyetacommunity
Trainingforall
PoorProject
Planning
Frustrationoverfurniture
TrendsInfluencingPublicSectorProcurement
Needmodernizedpolicies,processes,authorities,toolsandtraininginsupportofprocurementprofessionals
andbusinessowners
EmergingTechnologies
§ Greatertransparency&morerobustriskmanagementtools
§ Enabletransformationalchange&opportunities
§ Betterposition&empowerprocurementprofessionals
ErodingPublicTrust
§ Morepublicandpoliticalvisibility&expectationsfromprocurement
§ Addedattentiononprocurementcostoverruns&delays,creatingreputationalrisks
§ Heightenedattentiononvalue&morecomplexprocurements
§ Lessemphasisonobtainingthelowestprice
§ Broadenedinterestinleveragingprocurement
BetterInformation
§ Improvedunderstandingofcosts,lossofvalue&opportunitiesforbetterresults
§ Moreawarenessoflinksbetweenfailedprojectsandcontractingdelays
ShiftingFocus
VisionfortheProcurementFunctionalCommunity
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TBSupdatedcompetenciesspecifictoprocurementinclosecollaborationwithover50federaldepartmentsandagencies,alongwithotherkeystakeholders.TheCSPSidentifiedtrainingthatalignswiththesenewcompetencies.
VisionMakepublicsectorprocurementacareerofchoiceforskilledprofessionalswhopossesstherightbusinesscompetencies.ThenewcompetenciessupportprocurementmodernizationandtheGCProcurementHumanResourcesStrategy.
WhatareCompetencies?
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Abilities,skills,knowledge,andpersonaltraitsthatcontributetoperformanceexcellence.
ProcurementCommunityCompetenciesonGCpedia
FunctionalCompetencies TechnicalCompetencies
• Specifictoaparticularcommunityortypeofworkinaparticularoccupationorprofession• Assessmentandplanning,acquisition,andmanagingcontractsandcontractsclose-out.
• Requiredtoaccomplishaspecifictask;theycanapplytomorethanoneoccupationorprofession
• Negotiation,projectmanagement,riskmanagement,dataanalytics,businessacumen.
ProficiencyLevels
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Basic
Intermediate
Advanced
Behavioural Indicators
Theimportanceofcompetencies
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Standards of Excellence
Resources & language for performance
Building Blocks
Cohesive and strong communities
Key Success Values
TheUseofCompetencies
• Strategic,CorporateandSuccessionPlanning• Classification(WorkDescriptionsDevelopment)• RecruitmentandStaffing• StatementofMeritCriteria• Competency-basedassessmenttools(exams,ratingguides,interviews,etc.)
• Capacitybuilding• Performancemanagement• Training,LearningandDevelopment• AwardsandRecognition
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Competency-basedPGSMOC
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Experience KeyCompetencies
§ 1yearcustomerservicestakeholderengagement,research,planning,analysis,eventplanning,financialmanagement,peoplemanagement,ORprojectmanagement,etc.
§ AssessmentandPlanning§ BusinessAcumen§ Negotiation§ RiskManagement§ ThinkingThingsThrough
§ 5yearssupplychain,assessmentandplanning,contracting,ORlegalanalysis,providingstrategicadviceonprocurement,negotiatingwithmultiplestakeholders.
§ 7yearsprocurement,providingstrategicadvice,presentingrecommendations,managingrelationshipsandnegotiationswithmultiplestakeholdersoncomplexprocurementissues,developingoptionsandsolvingcomplexproblemsrelatedtoriskmanagementinprocurement,supervisingemployees
§ 3yearssupplychain,procurement,planning,acquisition,ORcontract,conductinganalysis,providingadviceonprocurementissues.
§ BusinessAcumen§ ProjectManagement§ RiskManagement§ ThinkingThingsThrough§ WorkingEffectivelywithothers
§ BusinessAcumen§ Negotiation§ RiskManagement§ ThinkingThingsThrough§ WorkingEffectivelywithothers
§ BusinessAcumen§ CreateVisionandStrategy§ MobilizePeople§ Negotiation§ ProjectManagement§ RiskManagement
PG-02
PG-04
PG-05
PG-06
Post-secondaryEducation
Education
Sampleexamquestions
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ProjectManagement
• PG-02:Canyoupleasedescribeoneprojectthatyouhandledortookpartin?Whatwasitabout?Whowerethestakeholders?Howdidyoudevelopaprojectplan?
• Howdidyoumanageresourcestodeliverontheproject?Howdidyoustayontracktomeettheprojectdeadlines?
• Whatwastheresult?Howdidyoumakeadifference?
• Whatwouldyouhavedonedifferently?
RiskManagement
• PG-04:Describeawork,workinggroup,school,socialorteamsituationwhereyouwerefacedwithapurchasing/procurementproblemthatcouldhavehadanegativeimpact.
• Pleaseexplainhowyouassessedtheoptions,maderecommendations,andimplementedasolution.
• Howdidthesolutionbenefitthegroup,team,employeroranyotherpersoninvolved?
Sampleexamquestions
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BusinessAcumen
• PG-05:Describeatimewhenanewclientwaslookingtopurchaseaspecificserviceorcommoditythatyouhadnobackgroundandknowledgeof.Oratimewhenacolleagueormanageraskedyouaboutaserviceorgoodyoudidnotknowmuchabout.• Howdidyouaddressthisrequest?Whatelementsdidyouconsiderinhelpingtheclient,orcolleague,ormanager?• Whatwastheresult?
Negotiation
• PG-06:Describeatimewhereyousuccessfullyledcomplexnegotiations.Howdiyoudevelopastrategytoachieveresults?
• Howdidyouuseyourskillstosettledifferencesinamutuallyacceptablemanner?
• Whatstepsdidyoutaketoaddresschallengesandreachconsensus?
• Howdidyouresolveconflictsorconflictingpriorities?
• Whatwastheoutcome?
Toolsforprofessionaldevelopment
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TheJobSeekers’Group
CertificationProgram
ToolsforProfessionaldevelopment(2)
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MentoringCoaching
JobSharing
SkillSharing
JobSwapping
JobRotation
JobShadowing
TheProcurementSpecialistoftheFuture
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StrategicbusinesspartnerEnabler
Redesignedfunctions
Increasedefficiencyandcostsavings
Leveragetimetoprovidestrategicadvice
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Appendices
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TBSCompetenciesFramework
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Procurement-specificTechnicalCompetencies
ProjectManagement:Ensurestheabilityofinitiating,planning,executing,controlling,evaluatingandclosingaseriesofactivitieswhileaddressinginherentriskstoachievespecificobjectivesandsuccesscriteriawithinadefinedtimeline.
RisksManagement:Ensurestheabilityofassessingandcontrollingthreatsaffectingdeliveryofresults.Specificallyensuresanevidence-baseddecisionsforassuming,avoiding,transferring,mitigating,sharingorcompensatingelementsofrisks.
Negotiations:
DataAnalytics:Ensurestheuseoftechnologyforextrapolatingfindingsinsupportofstrategicdecisionmaking,procurementstrategies,trends,supplychainsandriskmanagement.ProcurementDataanalyticsalsoensuresapowerfulcapabilitytoprovidestrategicinsightsandimproveresultsdelivery.
BusinessAcumen:EnsuresaclearandapplicableunderstandingofhowboththeindustryandthegovernmentofCanadaworktoachievegoalsandobjectives.Ensuresforexample,athoroughunderstandingoftheindustryandgovernmentmachinery,trends,economicsectors,moneyflowsandmarketdynamicsthatdrivepublicprocurement.BringsthatdiverseknowledgeintoprocurementstrategiestoincreasecompetitionandgenerategreaterinnovationandbestvaluetoCanada.
Negotiation:Ensuresthesettlementofdifferencesbetweenpartiestowardsgainingmutualacceptanceandachievingresults.Alsoensurestheabilitytoactivelylisten,persuade,influenceandexplorepositionsandalternativetoultimatelyreachthebestvalue,withintheregulations,forthebestinterestofCanadiansandtheGovernmentofCanada
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Proficiencylevels:exampleBasicProficiency IntermediateProficiency AdvancedProficiency
• Gathersinformationfromestablishedtools(e.g.riskassessmentmatricesorchecklists).
• Identifiesrisks(e.g.conflictofinterest,latedeliveryorconfusingstatementofwork)associatedwithcomplexrequirementsandprocurementactivities.
• Assessesthesourcesofrisksandthelikelyimpactsofthoserisksupontheorganizationfromaprocurementperspective.
• Identifiesanddescribesbasicrisksassociatedwiththerequirementandtheprocurementactivities,earlyintheprocess.
• Collaborateswithstakeholderstocreateriskregistersforcomplexrequirements.
• EvaluatestheriskandbenefitopportunitiesandwherefeasibleseekstomaximisethoseopportunitiesintheinterestofCanadiansandtheGovernmentofCanada.
• Assistsinthemonitoringandmanagementofrisksfornon-complexprocurements.
• AnalysespreliminaryrisksinaccordancewiththeTreasuryBoardSecretaryRiskManagementPolicy.
• Takesaglobalapproachtoriskmanagement,bysharinglessonslearnedwithotherinternalstakeholders.
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ChiefProcurementOfficer
• DepartmentalChiefProcurementOfficers(CPOs)12-monthpilot(+2monthsforevaluations)fromFebruary27,2019toApril2020.• MandateoftheCPO:• Strengthenprocurementgovernance• Providestrategicprocurementadvice• Fosterworkforcedevelopment
• Identifychallengesandsuccessfactorsfortherole• Meetseverytwomonths• LedbyAssistantComptrollerGeneral• Purposeistoidentifybestpracticesandchallengesfacingtheprocurementfunction
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ChiefProcurementOfficer(2)
• CPOCouncilMembershipincludes:• 7participatingdepartments(EX-01toEX-04):ESDC,RCMP,TC,PSPC,CEAA,SC,CBSA• 3observingdepartments,offeradviceandexpertise:GAC,PSPCandSSC• 2keystakeholders:DNDandDFO
• RecommendationswillbemadebyTBS• Ongoingconsultations• Finalroundsofconsultations• Options• Phasedapproach• Recommendations
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Resources
• ASASCMOGcpedia• http://www.gcpedia.gc.ca/wiki/ASAS_CMO
• GCcollab• https://account.gccollab.ca/login/
• ComptrollershipLeadershipDevelopmentProgram• http://www.gcpedia.gc.ca/wiki/ASAS_CMO_-_Comptrollership_Leadership_Development_Program
• CertificationProgram• http://www.gcpedia.gc.ca/wiki/ASAS_CMO_%E2%80%93_Certification_Program_(Home)
• 2017-2018ProcurementOmbudsman’sAnnualReporthttp://opo-boa.gc.ca/documents/rapports-reports/2017-2018/annuel-annual-2017-2018-eng.pdf