A PHASE 1 - PLANNING AND DISCOVERY The purpose of this study is to conduct a comprehensive analysis of the Procurement Division’s (Procurement) processes, resources, operational efficiency, effectiveness, communications, and customer service. The ultimate goal is to identify opportunities for improvement, streamline processes, enhance overall performance and customer service, and align procurement activities with the organization’s strategic goals. B PHASE 2 - DATA COLLECTION AND ANALYSIS 2.1 Process Analysis o Process Mapping: Conduct a detailed mapping of the end-to-end procurement processes for each type of procurement process including planning, bidding, evaluation, and contract management. o Efficiency Assessment: Develop an “optimal” procurement process by identifying bottlenecks, redundancies, or inefficiencies in existing processes, including processing times, workflow transitions, and approval procedures. Integral to this assessment is an examination of the City’s current decentralized procurement environment. o Compliance Review: Ensure all processes comply with relevant laws, regulations, and best practices in public procurement. 2.2 Resource Analysis o Resource Inventory: Evaluate the current resource allocation, including personnel, technology, and budget. Review the department’s capacity in meeting current and future procurement needs. o Technology and Systems: Analyze the effectiveness of procurement management systems, software, and other tools in use for automation and data management. o Staffing Review: Assess staff roles and responsibilities, qualifications, training, and workload distribution to determine adequacy and alignment with departmental objectives. o Resource Needs for an “Optimal” Procurement Environment: In addition to identifying the “asis” resources above, this step should also identify additional resources needed to achieve an optimal procurement environment. 2.3 Efficiency and Effectiveness Assessment o Performance Metrics: Evaluate current performance metrics and key performance indicators (KPIs) used by the division (e.g., cycle time, cost savings, compliance rates, vendor performance). o Benchmarking: Compare the division’s performance with similar organizations or public entities to identify areas for improvement or best practices. 2.4 Communications and Customer Service Review o Internal Communication: Evaluate communication practices between the Procurement and other City departments to determine how effectively needs are identified, communicated, and addressed. The goal of this evaluation is to identify opportunities for partnerships between Procurement and City departments. o Customer Satisfaction: Conduct surveys or interviews with internal customers (e.g., executive management, department heads, project managers) to assess their level of satisfaction with procurement services and identify common challenges.
