Research Report 90 x 90Research Papers


2016


NEW32016 Public Procurement Compensation & Retention Benchmark Study

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NIGP offers its sixth biennial Compensation Survey Report on positions within public sector procurement. The primary goal of this biennial study is to provide comparative compensation information to assist in classifying public procurement positions and determining appropriate salary ranges. This year the report has a supplement on retention and turnover rates.

NIGP issued its first Compensation Survey Report in 2003 and was repeated in the first quarter of 2005, the first quarter of 2007, the first quarter of 2009, 2011, and, most recently, the first quarter of 2016. The current report covers the 2016 study and includes key data from the previous four studies. Each of the studies covered two years of data as respondents were asked to report their current year salary (as of the previous December), as well as their previous year’s salary. Therefore, for the first time, this report includes a twelve-year salary trend for procurement professionals starting with 2001 through 2016. No data was collected between 2011 and 2015.

2015


A Guide to Public-Private Partnerships (PPPs) - What Public Procurement Specialists Need to Know

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Facing increasingly constrained budgets and with an inability to generate additional revenues, many governments have turned to partnerships with the private and nonprofit sectors.

The main purpose of this report is to provide a comprehensive discussion of PP/NP arrangements. And while the rhetoric surrounding their development has been overwhelmingly positive – in reality, there is much confusion.

It is important that public procurement specialists remain realistic about the possibilities of PP/NPs and proceed with caution when advocating or establishing such contractual relationships.

The Value of Procurement Certification

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This report presents the findings of research undertaken to gain insight into how North American public procurement officials perceive the value of professional certification in public procurement and contract management (PPCM). The results indicate that most of the PPCM practitioners believe professional certification is beneficial for both PPCM officials and their employers. This report also presents findings related to why some PPCM officials do not seek professional certification; why public entities do or do not require or consider certification; how managers who are themselves PPCM officials compare the performance of PPCM employees who are certified with the performance of PPCM employees who are not certified; and the extent to which organizations that employ PPCM officials provide support and incentives to promote and recognize certification.

2013


Characteristics and Contract Type Report

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Products vary on two key dimensions, how easy or difficult it is to define the product’s requirements and the degree to which specialized investments are required to produce the product. While contracts for complex products pose greater risks of cost overruns, delivery delays, and failed products, these risks are exacerbated when there is a mismatch between the type of contract used to acquire the product and the product’s characteristics. Consistent with contracting best practice and regulatory guidance, fixed price contracts are best suited for simple products and cost reimbursement contracts are best suited for complex products.

This report provides measures of product characteristics that are sources of risks in contracting, namely the degree to which it is difficult to specify the product’s attributes or requirements, and the degree to which specialized investments are required to produce the product.

2012


NIGP Compensation Report

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Understanding the developments in compensation structures within any profession is critical when constructing a strategic framework for the field’s future. The significant changes in the nature of governance of the last decade have imposed additional and increasingly more complex demands on public procurement specialists. Whether these increased demands are reflected in the levels of compensation could in large part dictate the pool of talent that local and federal governments will have available in terms of selecting their workforce. The research presented here is part of the popular Public Procurement Compensation Series and investigates, from an organizational perspective, the most recent compensation levels within the profession. The two-fold purpose of this research is to offer a snap shot of the compensation levels across several dimensions and to provide practice-driven and useful compensation benchmarks.

Sustainable Public Procurement

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With the ever-changing focus on public procurement practices and in order to enhance, support and advocate for advancements within the field, this report is being presented to identify the trend of sustainable public procurement (SPP) practices within public sector agencies. The survey from which this report is based aims to emphasize the values placed within public agencies pertaining to sustainable practices and the future direction of SPP. Understanding of the findings of this report, while limited in its scope due to the nature of the survey, do contain a number of beneficial recommendations. These recommendations address a forward-thinking direction of practice within public sector agencies and must be considered within the constraints presented by both the sample and methodology used.

The CPO-CIO Relationship Survey Report

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The role played by information technologies (IT) in public procurement has increased dramatically in the past two decades. By most accounts the trend is expected to continue into the future. The success of any adoption process depends heavily on the relationship between internal stakeholders. Within this context, the relationship between an organization’s Chief Procurement Officer (CPO) and Chief Information Officer (CIO) becomes of particular interest. This report provides the findings of recent research that evaluated some challenges and opportunities within the relationships between CPOs and CIOs.

Benchmark Survey

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NIGP’s Public Procurement Benchmark Survey is a standardized process for gathering key public sector procurement data so that individual agencies have a structured way to compare their operations to those of other public procurement agencies. Survey results focus on specific operating practices and processes, which allow individual agencies to compare and identify potential opportunities to improve operating practices within their organization.

2011


NIGP Compensation Report & Executive Summary

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UThe primary goal of this biennial study is to provide comparative compensation information to assist in classifying public procurement positions and determining appropriate salary ranges.

NIGP issued its first Compensation Survey Report in 2003 in collaboration with Dr. Mohamad G. Alkadry, formerly of West Virginia University, and currently of Florida International University’s Department of Urban Studies and Public Administration.

Vision Map for Public Procurement

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The 2011 Vision Map is a strategic planning roadmap for public entities that identifies current and future issues and recommends practical actions to prepare procurement organizations for lower revenue sources, complicated political conditions, reduction of the workforce due to retirement and the increasing focus on local and sustainable purchasing.

The Vision Map is the result of a research project conducted by NIGP and research sponsor SciQuest, Inc. Twenty thought leaders from the NIGP membership contributed their individual insight into current practices as well as their vision for the future.

Survey on the Use of e-Procurement Software in the Public Sector

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This survey aims to understand the use of procurement software by public agencies. The survey conducted online and through email, targeted the heads of procurement at all levels of government throughout the United States and Canada.

Survey participants work in city, county and state governments, public universities and K-12 school districts. The 2011 survey provides a benchmark for future surveys to measure changes in the adoption and use of procurement software.

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