Plans for Business Services >> Purchasing & Business Services FY 12-13 >> Objective Priority List

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Id Priority Title Details
1.1 1 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.

Start Date:
04/16/2010
End Date:
06/30/2013
Responsible Person:
Project Analyst
Strategic Direction:
None
Impact Type:
-- Pick One --
Goal

1 - 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:
2
Actions/Activities
  • 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:
    01/01/2012
    End Date:
    06/30/2013
    Responsible 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:
    01/01/2012
    End Date:
    06/30/2013
    Responsible Person:
    V Diggle
Resource Requests
  • 1.1.r1 - Clerical Assistant I
    Description

    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:
    Ongoing
    Expenditure Category:
    Personnel
    First Year Cost/Savings:
    $31,000.00/$40,000.00
    Second Year Cost/Savings:
    $32,000.00/$40,000.00
    Third Year Cost/Savings:
    $33,500.00/$40,000.00
  • 1.1.r2 - Association Membership
    Description

    Membership for the Project Analyst to join an industry-specific association

    Rationale

    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:
    Ongoing
    Expenditure Category:
    Services
    First Year Cost/Savings:
    $200.00/$50,000.00
    Second Year Cost/Savings:
    $200.00/$50,000.00
    Third Year Cost/Savings:
    $200.00/$50,000.00
Details
2.1 1 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. 

Start Date:
04/16/2010
End Date:
06/30/2013
Responsible Person:
Business Manager
Strategic Direction:
None
Impact Type:
-- Pick One --
Goal

2 - Efficiently communicate procurement processes and procedures

Priority Rank:
1
Actions/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:
    04/16/2010
    End Date:
    06/30/2013
    Responsible 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:
    04/16/2010
    End Date:
    06/30/2013
    Responsible Person:
    Purchasing Agent and Project Analyst
Details
1.2 2 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.

Start Date:
04/16/2010
End Date:
06/30/2013
Responsible Person:
Purchasing Agent and Purchasing Technician
Strategic Direction:
None
Impact Type:
-- Pick One --
Goal

1 - 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:
2
Actions/Activities
  • 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:
    04/16/2010
    End Date:
    06/30/2013
    Responsible 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:
    01/01/2012
    End Date:
    06/30/2013
    Responsible Person:
    Sutorus
  • 1.2.a3 - State of CA Department of General Services program

    Evaluate and implement DGS programs.

    Start Date:
    01/01/2012
    End Date:
    06/30/2013
    Responsible 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:
    01/01/2012
    End Date:
    06/30/2013
    Responsible 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:
    04/16/2010
    End Date:
    06/30/2013
    Responsible Person:
    Business Manager
Resource Requests
  • 1.2.r1 - Storekeeper I
    Description

    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:
    Ongoing
    Expenditure Category:
    Personnel
    First Year Cost/Savings:
    $17,500.00/$25,000.00
    Second Year Cost/Savings:
    $18,300.00/$25,000.00
    Third Year Cost/Savings:
    $19,250.00/$25,000.00
  • 1.2.r2 - Job-Specific Training
    Description

    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:
    Ongoing
    Expenditure Category:
    Services
    First Year Cost/Savings:
    $1,000.00/$50,000.00
    Second Year Cost/Savings:
    $1,000.00/$50,000.00
    Third Year Cost/Savings:
    $1,000.00/$50,000.00
  • 1.2.r3 - Association Membership
    Description

    Membership for the Purchasing Agent and the Purchasing Technician to join the California Association of Public Procurement Officers

    Rationale

    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:
    Ongoing
    Expenditure Category:
    Services
    First Year Cost/Savings:
    $500.00/$50,000.00
    Second Year Cost/Savings:
    $500.00/$50,000.00
    Third Year Cost/Savings:
    $500.00/$50,000.00
Details
2.2 2 Improve communications and customer service

Utilize open and business-appropriate communications to facilitate trust-building, positive working relationships, and an improved end user experience. 

Start Date:
04/16/2010
End Date:
06/30/2013
Responsible Person:
All Staff
Strategic Direction:
None
Impact Type:
-- Pick One --
Goal

2 - Efficiently communicate procurement processes and procedures

Priority Rank:
1
Actions/Activities
  • 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:
    04/16/2010
    End Date:
    06/30/2013
    Responsible 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:
    04/16/2010
    End Date:
    06/30/2013
    Responsible Person:
    All Staff
Resource Requests
  • 2.2.r1 - Customer Service Training
    Description

    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-time
    Expenditure Category:
    Services
    First Year Cost/Savings:
    $2,000.00/$0.00
Details