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progress up the chain . Organizations require these types of personnel , but they are often overlooked and we must also keep these employees engaged , motivated and stimulated .
SHARING BEST PRACTICES AND LESSONS LEARNED
A PG community will also facilitate sharing information and lessons learned across departments , providing a bigger network of procurement professionals . It is likely that the problem you face today has already been faced by one of your colleagues , and finding a way to share and leverage information and solutions is essential . Furthermore , such a network will allow for more strategic procurement across departments and consistency in the way we apply procurement rules and regulations , as well as purchasing approaches . Some departments , such as those under the Public Safety Portfolio , share many of the same requirements and face similar work environments . Communication and sharing between those close departments can only result in positive outcomes .
CAREER PATHS FOR SENIOR PROCUREMENT LEADERSHIP
Career paths must be identified both for PGs and those who progress through the PG category into an executive ( EX ) position within the federal government . Specifically , consideration must be given to EX01s and 02s who direct procurement functions within their organizations . Often , these jobs report to a comptroller , who reports to a CFO . Both the comptroller and CFO positions require an accounting degree plus a breadth of financial and policy experience that a PG or an EX01 or 02 within the contracting function won ’ t get . Career paths in procurement beyond the EX02 level are rare , and this is extremely demotivating to high flyers who wish to pursue the PG career path but have aspirations beyond the EX02 level . Creating a
IT IS LIKELY THAT THE PROBLEM YOU FACE TODAY HAS ALREADY BEEN FACED BY ONE OF YOUR COLLEAGUES , AND FINDING A WAY TO SHARE AND LEVERAGE INFORMATION AND SOLUTIONS IS ESSENTIAL . senior management procurement position within organizations that can support it would create opportunities at a level equivalent to a DSO . Furthermore , a CPO position created at TBS would provide another senior management role to which procurement personnel could aspire .
CERTIFICATION
The PG role is unique and complex , and standards must exist to measure success and progression . Procurement certification programs , such as the Certified Federal Specialist in Procurement ( CFSP ) designation offered by the Treasury Board Secretariat in conjunction with the Canadian General Standards Board , are excellent investments that should be promoted heavily within the procurement group . The CFSP is challenging to obtain and should not be underrated . Certification shows a level of knowledge and expertise to be respected , and support for certification shows the importance the federal government places on its PG team . The value in these programs will be fully realized once certification becomes the norm by which you can measure a person ’ s commitment to , and mastery of , the PG role .
APPROPRIATE TOOLS
PGs need appropriate tools to respond to changing expectations and be visionary and strategic enablers and partners . In an effort to drive down prices , TBS and PSPC have created and mandated the use of many tools , such as standing offers and supply arrangements , to cover a multitude of commodities . These tools do not allow for intelligent , innovative , strategic procurement , and these limitations on procurement decisionmaking are handcuffing our PGs . More latitude to make smart , creative decisions is essential . Although well intentioned , PSPC tools impose a one-size-fits-all solution that , in reality , doesn ’ t fit many .
INTERDEPARTMENTAL COMMITMENT AND COOPERATION
“ Many hands make light work .” It is critical that a collaborative interdepartmental group exists to tackle items such as shared competencies , job descriptions , training and other PG-related issues . At one time , a Procurement , Materiel Management , and Real Property ( PMMRP ) Advisory Committee , as well as Director General ( DG ) Steering Committee , met regularly to consider , approve and implement initiatives that promoted cooperation among departments .
Recreating such groups , with representation from all federal organizations , is essential to ensuring communication and agreement among department and shaping the PG community . Often , so much time is spent pointing out the reasons why we are unable to achieve something , or the differences between departments , that our similarities and shared strengths are forgotten . A shared approach to the daunting work ahead will ensure we achieve our goals .
Jessica Sultan is director , Strategic Procurement and Material Management Division at the comptrollership branch of the Canada Border Services Agency .
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