Project 26
|
Project Name Benchmarking study of procurement in 5 departments. |
|
Client Environment Canada – Office of Audit and Evaluation |
|
Duration January to March 2012 [3 months] |
|
Project Description |
|
The delivery of procurement activities is highly centralized at Environment Canada: for example, the delegated authority to sign contracts rests with procurement officers, not with managers. Environment Canada is considering changing its present delivery model and would like to understand and other delivery models existing in similar organizations. |
|
Scope and objective |
|
– Work in conjunction with the Director or Professional and Technical Services, the Senior Advisor will be responsible for assessing and developing a folder classification structure and documentation system aligned to internal business process applicable to Professional & Technical Services (including applicable administrative sub processes). – Validate the operability of the proposed folder classification structure documentation, a prototype will be tested with a representative sample of documentation typically used by Professional and Technical Services. |
|
Dollar Value |
|
Environment Canada manages around 13,000 contracts a year for a total value of close to $200 million (2009-2010 figures). |
|
Contribution of the proposed resource to the project |
|
Prepared an analysis of the organization in terms of number of positions and classification levels plus overall volumes of work. Prepared a description of each type of procurement activity (such as LPOs, PWGSC Contracts, departmental contacts, standing offers, supply arrangements, temporary help, task authorization) and how they are used. Prepared a description, for each procurement type, of what is delegated across the department including contracting delegation of authority and what is centralized. Prepared a description, for each procurement type of the nature of the internal controls in place, such as policies, monitoring, reporting. Prepared a description, for each procurement type, of the strengths and weaknesses of the model used (the source of information for this should be the interviews conducted, not a separate analysis). Audit supporting documentation was maintained and cross-referenced in EWP TeamMate module. TeamCentral was used to coordinate the updating, reviewing and sign-off process. Recurring Interview Note procedure were incorporated to further enhanced TeamStore configuration. These templates were disseminated though TeamStore as best practice for other audit. This mandate is supporting business process transformation and it requires expertise in assessment of organizational role and responsibility. Draft and revise audit material within TeamMate EWP in accordance with International Standards (IIA) |
|
Deliverables |
|
See above |
|
References: Jean Leclerc Director (819) 994-7736
Stella Line Cousineau Senior Auditor (819) 994-7325
|
|
Technological platform leverage during this mandate |
|
|