Procurement Excellence Showcase

Escambia County Board of County Commissioners Office of Purchasing has paved the way for driving procurement forward by shifting away from a reactive purchasing process to a proactive process that includes leveraging technology and social media to further vendor relationships and solicitation engagement. Director Lyndsey Stevens and Senior Purchasing Coordinator Abigail (Aby) Raymond, Escambia County have been instrumental in ensuring vendors have all the knowledge, resources, and information available to submit proper responses for solicitations through a modernized vendor outreach program.

In November of 2024 we began cross posting solicitations from our electronic bid system to our agencies social media channels through This Week in Purchasing postings, and Vendor Tips & Tricks that spotlight commonly seen mistakes such as unsigned bid forms, incomplete submissions, missing information, or improper proposal format, etc. With the use of the electronic bid system, we have access to Vendor Analytics and reporting in the portal utilized to further outreach for County projects. This process helps us to understand where information may need clarification when/if no responses or limited responses are received. We've also leaned into our local agency resources via the Office of Supplier Diversity for the State of Florida, cross posting solicitations, and referring vendors to UWF's Apex Accelerator program on how to submit proper responses, register in Sam.Gov etc.

By February 2024 we hosted our first Vendor Open House and How to Do Business workshop for the year virtually and in person, and in March of 2024 we hosted an in-person How to Do Business workshop. We've since created a calendar of events for training through the end of the year with dedicated Workshop information on our Purchasing website. With the success of the How to Do Business Workshop in February, we launched a 7-page vendor guide on our website and for sharing at diversity events, with samples of expectations, do's and don'ts, and resources for training and registration in the County's ERP system, and an abbreviated How to Do Business brochure for departments and BOCC employees to share with potential vendors.

By making information clear, concise and accessible, Escambia County has improved the perception of procurement for the County and increased Vendor engagement, which has resulted in responses for our departments and entity to make the best possible decisions for the use of County funds to support the over one million dollars of County-wide projects that came through purchasing in the last year. When Aby Raymond began working with Corrections in September, they made it clear to the buyer that the department was used to re-soliciting due to no responses or limited responses and often times had difficulty obtaining the required quotes needed to obtain a purchase order. The department recently switched gears, adding term language to allow for selection of one or more vendors because their recent solicitations have garnered several responses that would benefit Escambia County and is consistently utilizing the portal to obtain quotes as they receive the information needed to proceed with their purchases.

Livingston County, being small with a one-person Purchasing office, requires each department to understand procurement rules. As a new procurement professional, I embraced many training opportunities to ensure Livingston County’s procurement processes met and exceeded all regulatory standards. As time went on, it became evident that procurement process improvements were needed and I needed to address ambiguities in processes and guidelines that made the procurement process frustrating for our end users.

First, we needed to gather feedback to identify our strengths and weaknesses. A Customer Service Assessment highlighted our progress and areas for improvement. Improvements were noted in helpfulness, willingness to assist, and timeliness. However, areas needing improvement included the ease of understanding processes, staff guidance, and communication of policy changes.

The first step was to create instructional documents, quote sheets, cooperative contract justification forms, flow charts, and “how to guides” on various purchasing topics. We also developed templates and forms for solicitations, reducing inefficiencies and improving information. After sharing with our staff and obtaining comments from our stakeholders, we learned that the biggest weakness was our end users simply didn’t understand the “why” behind public procurement; why we have the guidelines we have and that most wanted a basic understanding of procurement rules and best practices. This led to the creation of our purchasing 101 class as well as other trainings on various purchasing topics. These trainings were held in-person and virtually to ensure we were able to connect with all departments.

Through these forms, process improvements, and trainings, we were able to make great headway in modernizing and streamlining our procurement processes. We found that the key to this success was the collaboration, feedback, and buy-in from our stakeholders. We achieved the highest results when we included our end users in our process improvements. This led to the creation of our Procurement Collaboration and Education Cycle:

1. Collaborate to gather feedback about process and procedures
2. Identify strengths and weaknesses to create process improvements
3. Develop Instructional Guides and offer Trainings
4. Share with staff, ask for feedback, and update documents as necessary
5. Communicate all policy and procedure changes in writing
6. Repeat

After our first cycle of trainings and updated process improvements, feedback surveys indicated the need for more personalized attention. We learned that not everyone learns the same way and the bigger trainings did not work for everyone. Due to receiving this feedback, we implemented procurement office hours. These office hours allowed for individual guidance and more time spent one-on-one to work together to solve issues and concerns. These sessions helped by reducing overwhelm and increasing Procurement’s working relationship with stakeholders.

This collaboration and education cycle, adaptable for any entity, has enhanced performance, communication, skills, relationships, and morale. This approach has significantly increased buy-in and internal customer satisfaction, as reflected in county surveys, continuous customer service assessments, round table discussions, and one-on-one meetings, which in turn is driving our success and exemplifying the power of teamwork in achieving shared goals

This is an overview of the ups and downs faced by our Procurement team in purchasing a fully functional preowned aircraft located in Texas for our school district in Florida’s Career and Technical Education (CTE) program. The program offers students the opportunity to earn Aviation and Aerospace industry certifications in high school through instruction and hands-on experience.

Funded by a $200,000 allocation from the State of Florida, the budget was four times the threshold requiring a formal solicitation; certainly not a typical purchase for a K-12 Procurement team! A suitable aircraft within budget was located by the instructor soon after the allocation was awarded; however, there were no options to utilize an exemption or sole source process. A strategy was then devised to meet both the statutory requirements and the district's policies. A hard bid would be issued using basic specifications based on the curriculum requirements. If no bids were received, statute would allow a direct negotiation and a bids-waived purchase.

The next, and biggest, challenge was to navigate the actual purchase and bring together all the departments and stakeholders needed to complete this unique procurement. The process of purchasing an aircraft is much closer to that of purchasing a home than a car, with many moving parts that we had not experienced before. The final stages required us to act more as project managers than procurement agents as we kept communication lines open and followed along with each step of the process. The acquisition of an aircraft is a complex, multi-faceted endeavor that requires meticulous planning, coordination, and collaboration among various stakeholders. For this unique project, these details revealed themselves to us in a slow and arduous manner, one after the other, as we navigated the purchase of a flight-ready aircraft for the first time. Explore how collective efforts led to successfully purchasing an aircraft, highlighting the importance of flexibility and teamwork.

Resulting from our FY 24/25 budget presentation and listening sessions with our internal and external stakeholders, the Department of Purchasing and Contracting (DPC) has been asked by the County Board of Supervisors and the Chief Administrative Officer to look for improvements in the following areas:

• Addressing barriers to increasing equity and sustainability throughout the contracting process
• Look for innovation in service delivery and program design to drive outcomes for the community
• Enhance engagement, open communication and accountability to the local business community
• Set meaningful goals and performance metrics
• Ensure efforts are into practices by align policies and procedures to County Values.

This showcase will share specific areas of focus and action plans in each of these five areas, and we will discuss results achieved so far. One example area is "Addressing barriers to increasing equity and sustainability throughout the contracting process". We are establishing a Supplier Diversity Program in partnership with the San Diego Council for Supplier Diversity.

Other ongoing actions include continuing our technical assistance efforts in partnership with the Small Business Administration Development Center (SBDC). We have developed and deployed an Equity in Contracting Checklist that is to be used during development of contract requirements and scope to ensure equity is considered in every contracting action. Additionally, we are taking proactive actions to encourage participation of neurodivergent individuals and owned businesses in County contracts.

These and actions in each of these five areas will be tracked and reported on a periodic basis to executive leadership. This plan will reflect and promote the County Values of: Integrity; Belonging; Equity; Excellence; Access; and Sustainability. At the core of these values are engagement with the Community and live up to our motto, “The noblest motive is the public good,” in everything we do.

In March 2024, the City of Wheat Ridge Procurement Team, Whitney Mugford-Smith and Kelsey Carter, took proactive steps during Procurement Month to highlight and elevate the importance of procurement practices within our municipality. Our primary objective was to educate and empower colleagues and stakeholders to be excellent stewards of public funds.

Throughout the month-long celebration, we developed and disseminated a series of educational resources tailored to simplify procurement processes, emphasize best practices, and enhance transparency and efficiency. Interactive quizzes were strategically designed to engage participants actively, fostering a deeper understanding of fundamental procurement principles. Comprehensive guides provided practical insights into navigating procurement procedures, catering to both newcomers seeking foundational knowledge and seasoned professionals aiming to refine their skills. Additionally, informative handouts served as accessible references for staff, offering quick answers to common procurement-related inquiries such as spending limits and contract signing authority.

Our efforts culminated in an open house event that featured refreshments, music, and interactive games. This celebratory gathering not only provided an opportunity for informal networking but also facilitated further discussions on procurement strategies and practices. We received loads of positive feedback from around the City. By leveraging these educational initiatives, we successfully promoted collaboration across departments and strengthened our collective commitment to procurement excellence. These activities not only enhanced awareness but also ensured adherence to established guidelines, reinforcing responsible resource management.

Looking forward, we hope to inspire and encourage other teams to initiate similar Procurement Month activities, fostering a culture of continuous improvement and knowledge sharing throughout our organization. As they say: "It takes a village."

Public procurement has evolved from an administrative role to an indispensable strategic partner. But as with most professions, procurement is only as strong as the skill and expertise of its practitioners. Like many industries, procurement is now facing unprecedented staffing and retention challenges. Employees are now coming into our profession from an array of backgrounds, commonly without procurement-specific education or training. Yet they are expected to play a public role that demands both indepth knowledge of detailed policies and procedures and the soft skills necessary to be instant leaders. Experienced practitioners and leaders are also under pressure, as continual change requires them to upskill to stay competitive. This creates a need for specific, lifelong training, education, and certification navigation and guidance.

Introducing NIGP Pathways Concierge Service: Helping members find their best path forward. In response to these needs, NIGP member leaders created a new program providing customized, complementary career, certification, and education planning and guidance services to help individuals and organizations find their best path forward. Through NIGP’s Pathways Concierge program, experienced procurement leader volunteers have helped over 300 members individually by looking at their current state and future aspirations, then helped them identify their best professional career, education, and certification path forward, while mentoring them along the way, using the NIGP Pathways Concierge program.

With the information they gather, Concierge leaders help determine the progressive steps required to reach individual goals and take advantage of growth opportunities at their organizations. We teach members how to navigate Pathway’s learning, offer customized training recommendations, and mentor them as they move forward in their professional journey.

For Organizations, the NIGP Concierge Team has helped entire public procurement divisions identify and level set the staff skills necessary to ensure their organizations are up to today’s challenges, and created intentional succession plans for the future. Our concierge professionals reviewed with organizational leaders:

• Their unique public procurement culture
• Current and ongoing organizational challenges
• Vertical and horizontal procurement organizational structures
• Existing and anticipated organizational staffing needs and gaps
• Current vacancies, recruitment activities, and staffing challenges
• Customized roadmap for identifying and implementing staff learning, growth, and promotion opportunities
• Strategy for individual career planning and systemic succession planning

Based on this information, Concierge professionals identify the training opportunities and gaps that help organizations reach their full potential. Together they explore with organizations how NIGP Pathways can help them address their staffing challenges by personalizing a training, talent development, and retention plan for individual staff and organizations as a whole.

If you or your organization can use some assistance looking at where you are and where you want to be in the future, reach out to our NIGP Pathways Concierge program to explore your own complimentary path forward.

Professional development stands as a cornerstone of excellence within procurement organizations, driving innovation, expertise, and growth. This abstract explores the success of the Central Florida Chapter of NIGP (CFC) in fostering professional development through its robust Scholarship Program (Program) and delves into the program's inception, structure, and impact, highlighting its role in nurturing a culture of learning, growth, and excellence within the procurement community.

Established in 2011 in collaboration with the Mid-Florida Chapter of NIGP, this Program incentivizes member volunteerism, leveraging the chapter's resources to support educational pursuits and certifications. Through a combination of eligible activities and profits from reverse trade shows, the program awards scholarship points to members, empowering them to pursue continued education, certifications, and attendance at industry events like Forum. Eligible activities include, but are not limited to, meeting attendance, service as an Officer of the Chapter or an officer of procurement related organizations, committee participation, conference attendance, event participation, and certification attainment.

CFC members accumulate points on an annual basis. Awarded Scholarship dollars may be carried forward (deferred) and accumulated by the member for future use by submittal of a deferment request. Each member is entitled to scholarship dollars, as specified by membership category, based on points earned. Scholarship dollars may be used for any procurement related functions (including travel costs), educational course tuition, educational materials, or certification and/or recertification. All scholarship applications are reviewed, and points assigned, based on participation in eligible activities from the previous calendar year. The dollar amount per scholarship point is determined by dividing the scholarship budget by the number of scholarship points earned by the membership.

Since 2018, CFC has distributed $174,290.88 in scholarship dollars back to the membership. Of that total, approximately $8,000.00 has been used to fund certification and recertifications efforts; $12,000.00 has been used to fund attendance at NIGP-sponsored classes; $35,000.00 has been used to fund attendance at NIGP-sponsored events such as Forum and Leadership Summit; and $25,000.00 has been used to fund attendance at local procurement-related events such as the Florida Association of Public Procurement Officials (FAPPO) conferences. Remaining dollars have been used to fund other allowable expenses, donated back to CFC, donated to current community services initiatives, or have been carried forward (deferred) for future member use.

Drawing on insights from program administrators, participants, and beneficiaries, this abstract offers a comprehensive analysis of the program's effectiveness in achieving its objectives. It underscores the importance of collaborative initiatives, innovative funding mechanisms, and strategic investments in professional development for driving organizational success and member satisfaction. This case study serves as a valuable resource for procurement organizations seeking to enhance member engagement, skills development, and overall performance through tailored scholarship initiatives.

The Kentucky Public Procurement Association (KPPA) is proud of our Reverse Trade Show (RTS) that we host each year, and it has been very successful. We set up this event to allow vendors an opportunity to come and visit booths setup by various types of procurement professionals (government, state agencies, counties, school boards, airports, and special districts).

The RTS is a fast, easy and effective way for vendors to meet purchasing professionals and introduce their company to them. Representatives are there all day so we allow vendors to register for morning, afternoon, or all day in order to meet their needs. We include options for regular registration at $150 for the morning or afternoon session or all day for $250. We also offer sponsorship opportunities that range from $250 for bronze sponsorship to $2,500 for the platinum sponsorship.

In 2023, we had 159 attendees and 296 vendors that attended, and we raised a total of $63,934.10. In 2024, we had 143 attendees and 223 vendors that attended, and we raised $47,364.46. About $30,000.00 of the proceeds from the RTS go to our members’ Participation Scholarship Program every year; the rest goes to fund other scholarship opportunities, such as 21 members received NIGP’s Intro to Public Procurement class in person paid for by KPPA in 2024. The rest of the RTS proceeds will go to fund additional events for our KPPA members. Our KPPA members use their scholarship dollars for a variety of things such as continuing education, procurement specific trainings, in state and out of state conferences (which includes transportation and lodging).

Part of our RTS includes two vendor sessions about how to do business with Louisville Metro Government and State Government. These classes include tips and tricks on how to get setup as a vendor as well as some additional contact information. Vendors find this show very beneficial since they get to choose who and what agencies they can talk to for more information instead of the typical vendor expo style where they are stationed at a booth. KPPA has found this event to be one of the best that we host throughout the year. Our members and vendors alike love attending this show every year and together they help to make the KPPA RTS a successful event.

For consideration, we would like to submit our proposal to present our NIGP Chapter Award submission as part of the Procurement Excellence Showcase at NIGP Forum in Charlotte. Using what we learned from hosting our first OkAPP Forum the previous year, we worked to build on momentum and create a sustainable event that provided our chapter with a worthwhile event that allowed for engagement and discussion. We took what was a great learning experience from the previous year and worked to address the challenges faced, but also build on rewarding moments. We feel that other chapters can learn from our successes, and still the occasional misstep to help plan their events in the future.

OKAPP Forum 2023 was our second annual conference. The first conference in 2022 was a gathering of procurement professionals to engage in discussions about trends in our industry. This conference was a wonderful way to connect with our members through engaging round table discussions, meaningful content, and the return of our Reverse Trade Show session (think speed dating for vendors). After the positive feedback we received, we decided to move forward with the second conference to build off the momentum of our first event.

OKAPP Forum took queues from the first event and expanded to build an even better event. We critically looked at how we planned the event to how we managed in-the-moment decisions. We are immensely proud of the event we put together and that it is now our established event. We felt we represented the chapter and ourselves well in how the event was executed by the chapter. We hope that we get to share what we learned with all of you in Charlotte!

The WA-NIGP Emerging Professionals (EP) Program focuses on the future of our profession by supporting the growth and success of current, new, and future public procurement, contracting, and supply chain professionals. Through monthly, one-hour, strategically facilitated virtual sessions, we bring together emerging procurement professionals and experienced veterans to begin to answer questions, address issues and concerns, and to help members build relationships with peers and mentors. Together they establish learning, advancement, and excellence goals that expand skills and advance careers, while also promoting ethics of the profession, public trust, and applicable laws, policies, and procedures.

To date WA-NIGP has hosted 17 statewide and one national round table, helping hundreds of members connect, learn, and find that much needed judgement-free environment to ask questions of procurement leaders. Connection space is created, and conversations are thoughtfully facilitated to support safe, transparent knowledge-sharing, mentoring, professional development, and Pathways and certification guidance. This helps encourage growth, talent development and career advancement within the procurement profession. We raise awareness of WA-NIGP and NIGP national resources, and how to get/stay involved and volunteer.

Lastly, we combine forces with other chapters to spread the word and be a model program for other chapters to follow. We survey our members annually to ensure that we continue to deliver our promise in accordance with our charter. Our EP members also recently participated in a testimonial of their own experience with other NIGP chapter affiliates via Zoom webinar and was the highlight of that event. As Co-Chairs of this program, we could not be more excited to share our success with others and for them to join in the excitement of the future of public procurement at its finest.

The purpose of this work was to rejuvenate the WV Chapter of NIGP, which had been struggling with member disengagement and financial instability. The rationale behind our efforts was the recognition that a thriving chapter could offer significant professional development opportunities and promote best practices in public procurement. Our objective was to restore financial stability, increase member engagement, and enhance the overall value proposition of chapter membership.

Our methodology included a multi-faceted approach focusing on education, communication, and community building. We began by recruiting new members from untapped sources, such as local government agencies and related professional organizations, to broaden our membership base. Recognizing the value of continuous education, we sponsored NIGP national courses locally to make professional development more accessible to our members. Additionally, we organized a half-day training session targeted at procurement and payables staff to attract a wider audience and demonstrate the immediate benefits of our chapter's offerings.

To improve communication and engagement, we developed a new, user-friendly website and implemented regular newsletters and updates to keep members informed about upcoming events, opportunities, and chapter news. This enhanced communication strategy was pivotal in maintaining ongoing member interest and participation.

The main results of our efforts were highly positive. Membership numbers increased significantly, and there was a marked improvement in member participation in chapter events and activities. Financially, the chapter is moving from a state of disarray to stability, with increased revenues from event participation and new memberships. The half-day training session was particularly successful, drawing in a substantial number of attendees, many of whom expressed interest in joining the chapter or participating in future events. Our conclusions highlight the importance of targeted recruitment, accessible education, and effective communication in revitalizing a professional organization. By focusing on these areas, we not only stabilized our finances but also created a more dynamic and engaged membership base.

The implications of our work suggest that similar strategies could be effectively applied to other struggling chapters or professional organizations facing comparable challenges. The outcomes of our efforts have significant relevance to the broader NIGP community and other professional associations. By demonstrating the effectiveness of our strategies, we provide a roadmap for other chapters to follow in their revitalization efforts. Our work underscores the potential for professional organizations to regain vitality through strategic planning and member-focused initiatives, ultimately enhancing their ability to serve their members and promote excellence in their respective fields. In summary, the revitalization of the WV Chapter of NIGP illustrates a successful turnaround story, driven by education, communication, and strategic recruitment. Our experience provides valuable insights and practical approaches for other chapters and professional organizations aiming to overcome similar challenges and achieve sustained growth and engagement.