Overview
The directorate, through Procurement ACT, supports goods and services procurement activities of government directorates and agencies by:
- supporting agencies to achieve value for money procurement outcomes;
- developing and implementing the government’s procurement related policies;
- offering training and support to procurement staff across government;
- establishing and managing WoG contracts; and
- administering online tendering and procurement support systems.
The directorate is a focal point within government for guidance, advice and support to deliver strong procurement outcomes across government through effective planning, strategies, practices and policies. Procurement ACT is also responsible for providing advice and support to implement the Government Procurement Act 2001 and Government Procurement Regulation 2007 and provides secretariat support to the Government Procurement Board.
CMTEDD supports directorates in achieving value for money procurement outcomes by:
- providing procurement advisory and support services, through which Procurement ACT works with directorates from early planning of procurement needs and strategies through programming and facilitating approaches to market, to contract establishment;
- supporting Territory staff to undertake procurement activities efficiently and effectively with contemporary advice and provision of templated and standardised documentation and processes;
- supporting the procurement workload across government by applying contemporary category procurement knowledge and contract management skills to establish and manage cost effective WoG arrangements (such as travel, fleet, energy and contingent labour hire), and
- representing the ACT Government in cross-jurisdictional engagement on procurement policy matters including in relation to international trade agreements.
Highlights
During 2018-19 the directorate:
- facilitated the preparation and release to market of 99 complex goods and services tenders with an estimated combined value of more than $690 million;
- delivered procurement training and education programs within government;
- developed and trialled new engagement strategies for working with agencies;
- delivered a project management and reporting system for rollout and use across the government’s capital works program;
- reorganised engagement arrangements to have a greater focus on customer service and central delivery;
- undertook a customer survey and detailed cross-agency engagement to seek feedback to support the ongoing process of systems and service delivery improvement;
- developed and rolled out a Supplier Complaints Management procedure and supporting documentation to ensure the Territory’s compliance with international trade obligations;
- was actively involved in the development of the Secure Local Jobs Code to consult on the model and prepare and promulgate template documentation and advice to inform Territory officers and suppliers of their obligations under the Code;
- managed 20 WoG arrangements with a total estimated value in excess of $280 million;
- received the largest response to a WoG tender with 277 suppliers tendering for multiple categories resulting in 1,665 assessable components;
- onboarded two new stationery suppliers across government, updating all purchasing accounts and delegations;
- achieved savings through:
- the Fleet Management Services arrangement of $5.235 million in estimated savings from 2015‑16 to 2018‑19; and
- Smart Modern Strategic Initiatives of $7 million.
The directorate exceeded one of its three 2018-19 accountability indicators targets, specifically:
- Public availability of the Contract Register and Tenders ACT – This indicator measures the availability of two key external-facing systems that enable third party access to tender processes and provide information to the public. This accountability indicator was exceeded by 0.4%.
Indicators not met relate to:
- Proportion of goods and services contracts awarded to Indigenous suppliers or Social suppliers – While the outcome for goods and services contracts awarded to Indigenous suppliers or Social suppliers was 30% below the target, this was a considerable improvement on the previous year (the 2017-18 result was 0.3% or 70% below the target). Performance is expected to be boosted over the next 12 months with the introduction of the Aboriginal and Torres Strait Islander Procurement policy; and
- Public satisfaction with tender systems – The outcome of 4% below target for public satisfaction with tender systems was informed by a new survey process that provided for a greater range of responses than in 2018.
Future Direction
In 2019‑20 the directorate will continue to:
- support agencies to deliver optimum procurement outcomes;
- roll out or revise several significant WoG panel arrangements, including in relation to professional and consulting services, travel and accommodation;
- engage with Directorates individually and through coordinated consultation to seek and respond to feedback and suggestions;
- strengthen training and development activities to enhance procurement capability and statutory compliance across government;
- revise and update policies and guidance material as required; and
- monitor and update the procurement website content.
Further information can be obtained from
Shaun Strachan
Deputy Under Treasurer
Commercial Services and Infrastructure
+ 61 2 6207 1001
Shaun.Strachan@act.gov.au
Glenn Bain
Executive Group Manager
Procurement ACT
+ 61 2 6207 5618
Glenn.Bain@act.gov.au