DECD Procurement Governance Policy

Transcription

Policy
DECD 14/8812
Summary
The DECD Procurement Governance Policy provides an overview of the processes, authorities and accountabilities to
ensure a high performing procurement function across the department.
Publication Date
18 December 2014
Review Date
December 2015
Related Legislation/Applicable
Section of Legislation
State Procurement Act 2004
Related Policies, Procedures,
Guidelines, Standards, Frameworks
Contract Management Guideline, Guideline for Writing
Procurement Specifications, Procurement Quick Guide.
Replaces
DECD Procurement Governance Policy V1.0
Policy Officer (Name/Position)
Ty Potticary, Senior Project Officer – Procurement/Fleet
Policy Officer (Phone)
8226 1347
Policy Sponsor (Name/Position)
John Scalzi, Assistant Director, Procurement & Contracting
Executive Director Responsible
(Name/Position/Office)
Ross Treadwell, Executive Director, Infrastructure
Applies to
All DECD Staff
All School Governing Council/School Council Members
All Preschool Management Committee Members
DECD Ministerial Committees
1 | DECD Procurement Governance Policy | December 2014
Key Words
Procurement, Governance, Policy, Contract, Purchase, Quote,
Tender, Consultant
Status
Current
Approved by
DECD Senior Executive Group
Approval Date
11 December 2014
Version
DECD Procurement Governance Policy V2.0
REVISION RECORD
Date
Version
December 2014
2.0
Revision Description
•
Addition of IPP requirements (including limitations of
liability).
•
Insertion of Procurement flowcharts.
•
Amended leasing provisions.
•
Inclusion of reference to DCSI clearance.
•
Amended SPB procurement matrix.
•
Revised PGC Mission and Vision statements.
CONTENTS
1.
TITLE ......................................................................................................................... 6
2.
PURPOSE ................................................................................................................... 6
3.
SCOPE ........................................................................................................................ 6
4.
POLICY DETAIL ........................................................................................................... 6
4.1. Objectives .................................................................................................................. 6
4.2. Key Stakeholders ....................................................................................................... 6
4.2.1. State Procurement Board .................................................................................. 6
4.2.2. The Chief Executive ........................................................................................... 7
4.2.3. DECD Procurement Governance Committee ..................................................... 7
4.2.4. Office of the Industry Advocate ........................................................................ 7
4.2.5. DECD Procurement Unit .................................................................................... 8
4.2.6. Worksites .......................................................................................................... 8
4.3. Constitution of the DECD PGC ................................................................................... 8
4.3.1. Membership ...................................................................................................... 8
4.3.2. Appointment of Members................................................................................. 8
4.4. Duties and Obligations of PGC Members .................................................................. 8
4.4.1. General Duties ................................................................................................... 8
4.4.2. Disclosure of Interests ....................................................................................... 9
4.4.3. Confidentiality ................................................................................................... 9
4.4.4. Attendance ........................................................................................................ 9
4.5. Meetings of the PGC .................................................................................................. 9
4.5.1. Timing of Meetings ............................................................................................ 9
4.5.2. Meeting Procedure and Quorum ...................................................................... 9
4.5.3. PGC Submissions ............................................................................................... 9
4.6. Reporting Requirements ......................................................................................... 10
4.6.1. SPB Annual Report .......................................................................................... 10
4.6.2. DECD Procurement Report .............................................................................. 10
4.6.3. Office of the Industry Advocate Annual Report .............................................. 10
4.7. Approved Procurement Processes and Delegations ............................................... 10
4.8. Quotation and Tender Requirements ..................................................................... 10
4.8.1. Purchases up to $22,000 (GST Inclusive) ......................................................... 11
4.8.2. Purchases over $22,000 and up to $220,000 (GST Inclusive) .......................... 11
4.8.3. Purchases over $220,000 (GST Inclusive) ........................................................ 13
4.8.4. Industry Participation Policy ........................................................................... 16
4.9. Exception to Quotations and Tender Requirements ............................................... 17
4.10. Expenditure Authority ............................................................................................ 17
4.11. Procurement Authority .......................................................................................... 17
4.12. Contractual Authority ............................................................................................ 17
4.13. Achieving Value for Money .................................................................................... 17
4.14. Ethical Purchasing Requirements ........................................................................... 18
4.15. Limitation of Liability ............................................................................................. 18
4.16. Developing Specifications ...................................................................................... 18
4.17. Leasing .................................................................................................................... 19
4.18. Engaging Consultants ............................................................................................. 19
4.19. Employment of Former Public Sector Employees .................................................. 19
4.20. Emergency Situation Procurement Procedures ..................................................... 19
4.21. Supplier Complaints ............................................................................................... 20
4.22. Child Protection Obligations .................................................................................. 20
4.23. Use of Established Government Facilities .............................................................. 21
5.
ROLES AND RESPONSIBILITIES ................................................................................. 21
6.
MONITORING, EVALUATION AND REVIEW ............................................................. 21
7.
DEFINITIONS AND ABBREVIATIONS ........................................................................ 22
8.
SUPPORTING DOCUMENTS ..................................................................................... 23
9.
REFERENCES ............................................................................................................ 23
APPENDIX ................................................................................................................ 23
APPENDIX 1 ............................................................................................................. 24
APPENDIX 2 ............................................................................................................. 26
APPENDIX 3 ............................................................................................................. 27
1. TITLE
2. PURPOSE
This policy has been produced to enable personnel involved in any capacity of the department’s procurement function
to access information on processes, authorities, accountabilities and relationships that have been established to ensure
a high performing procurement function across the department.
3. SCOPE
The policy applies to all Department for Education and Child Development (DECD) employees, School Governing
Councils/School Councils, Preschool Management Committees and Ministerial Committees operating within the DECD
Procurement Authority.
The DECD Procurement Governance Policy covers all activities related to the acquisition of general good and services
regardless of value, and also the construction works up to & including $165,000 (GST inclusive) through third party
sources. It does not apply to works above $165,000 (GST inclusive) or government office accommodation, leasing and
fitouts, which are exempt by Regulations 2005 (Section 5) under the Statement Procurement Act 2004, and are
managed by Asset Services via the Building Management Division of the Department of Planning, Transport and
Infrastructure.
4. POLICY DETAIL
4.1. OBJECTIVES
The State Procurement Act requires public authorities to achieve:
•
Value for money in the expenditure of public money;
•
Ethical and fair treatment to participants; and
•
Probity, transparency and accountability in procurement operations.
4.2. KEY STAKEHOLDERS
•
4.2.1 State Procurement Board
The State Procurement Board (SPB) is responsible for the oversight of government’s procurement processes
for the acquisition of goods and services. The primary functions of the board are:
 Facilitating strategic procurement by government agencies by setting overarching strategic directions
and procurement practices;
 Developing and disseminating government-wide procurement policies, principles, guidelines,
directives and standards;
 Monitoring public authorities’ purchasing and contracting activities;
 Monitoring compliance with the Board’s procurement initiatives; and
 Developing and providing procurement training relevant to government agencies.
The SPB considers agency procurement proposals for goods and services above an agency’s delegation. DECD
delegation is currently $4.4m (GST inclusive). All proposals for SPB consideration must be submitted via the
DECD Procurement Governance Committee (PGC).
•
4.2.2 The Chief Executive
The SPB places responsibility on public authorities’ principal officers to ensure that procurement operations
are efficiently and effectively managed in accordance with the Board’s policies, principals, guidelines,
standards and directions.
The Chief Executive is the approving authority for this policy document, and has established a DECD PGC to
oversee the department’s procurement function and to ensure government requirements are met.
Accordingly, the Chief Executive has sub-delegated the department’s procurement delegation to the PGC.
The Chief Executive has also sub-delegated specific purchasing delegations to individual officers (refer to
Appendix 1).
•
4.2.3 DECD Procurement Governance Committee (PGC)
The DECD PGC has been established to assist the Chief Executive in ensuring DECD purchasing activities are
driven by business needs, utilise best practise, manage risk exposure, and comply with the government’s
procurement objectives.
To comply with the government’s procurement requirements, the PGC has established the following mission
and vision statement:
Mission:
To achieve value for money in the provision of required goods and services whilst displaying the highest
standard of probity and accountability in procurement processes.
Vision:
The DECD Procurement Governance Committee aims to provide centralised oversight of the department’s
procurement processes, with robust systems and processes to ensure value, integrity and fairness throughout
the procurement function.
•
4.2.4 Office of the Industry Advocate
The government has committed to ensure that small to medium enterprises (SMEs) are provided with full, fair
and reasonable opportunity to be considered for work undertaken by the public sector in South Australia.
Accordingly, the Office of the Industry Advocate has been established to perform a number of key tasks,
including:
 Implementing and managing the South Australian Industry Participation Policy (IPP);
 Reforming procurement policies and practices to ensure local businesses are not disadvantaged;
 Exploring opportunities to drive local investment;
 Assisting local businesses tendering for government contracts; and
 Encouraging local businesses and industry associations to build the skills and capabilities needed to
successfully compete for government contracts.
•
4.2.5 DECD Procurement Unit
In supporting the department’s broader strategic objectives, the DECD Procurement Unit aims to provide
quality expert services at the right time, and equip DECD worksites (including schools and preschools) with the
skills and capacity to undertake effective procurement processes that meet the government’s requirements
by:
 Providing a secretariat role to the PGC and implementing PGC decisions;
 Developing, implementing, monitoring and reviewing procurement policies, guidelines and practices
incorporating DECD and across government requirements;
 Providing excellence in delivering services to meet client needs through expert advice and support;
 Providing leadership and direction both within the Procurement Unit and to clients with a focus on
good practice, continuous improvement, and staff training and development;
 Managing tender processes and coordinating purchasing (where relevant) for worksites;
 Communicating relevant procurement information throughout the department; and
 Establishing panel contracts.
•
4.2.6 Worksites
Worksite personnel need to ensure they:
 Comply with DECD procurement policies, procedures and guidelines;
 Purchase goods and services from established contracts where appropriate; and
 Purchase within delegated authorities (refer Appendix 2).
4.3. CONSTITUTION OF THE DECD PGC
•
4.3.1 Membership
The PGC consists of senior personnel who represent a cross-section of the department and who possess
expertise in relevant area to the procurement function including risk, financial management, strategic
planning, project management, and information systems. Refer Appendix 2 for current membership details.
•
4.3.2 Appointment of Members
Nominations for appointment to the PGC are submitted to the Chair for approval, with the exception of the
Chair, which must be submitted to the Chief Executive for approval.
The Executive Officer will be responsible for managing the approval process for nominations.
PGC members are elected on the basis of having the appropriate skill set and knowledge to represent DECD
worksites effectively.
4.4. DUTIES AND OBLIGATIONS OF PGC MEMBERS
•
4.4.1 General Duties
As the delegated body responsible to the CE for overseeing the Department’s procurement function for goods
and services, PGC members must observe the highest ethical standards, as required in any position of trust.
The common conventions for the PGC require members to:
 Act with honesty and integrity;
 Not engage in activities that could conflict with duties as a PGC member and disclose any interest that
could create such a conflict;
 Not disclose information obtained in the course of their membership of the PGC; and
 Exercise care and diligence in the performance of their duty, and take steps through the processes of
the PGC to obtain sufficient information and advice about all matters to be decided by the PGC to
enable informed decision making.
•
4.4.2 Disclosure of Interests
PGC members who have a direct or indirect interest in a potential or completed transaction must declare their
interest to the Chair PGC as soon as they become aware of the transaction. They may not be eligible to take
part in deliberations of the PGC relating to that transaction.
Disclosure of interests must be recorded in the PGC minutes.
•
4.4.3 Confidentiality
There are potentially significant political and commercial implications in disclosure of matters discussed and
decided by the PGC. PGC members are to use discretion when discussing issues outside of session to ensure
confidentiality is preserved.
•
4.4.4 Attendance
PGC members should make attendance at PGC meetings a priority. Where appropriate, staff acting in the
substantive position of a PGC member may represent them in their absence.
4.5. MEETINGS OF THE PGC
•
4.5.1 Timing of Meeting
The PGC will meet fortnightly on the first and third Thursday of each month (subject to business pending) or as
required, to consider acquisition proposals and other relevant matters. Business of the PGC may also take
place by other methods such as email where appropriate.
•
4.5.2 Meeting Procedure and Quorum
 The Executive Director, Infrastructure is the appointed Chair of the PGC.
 The Director, Asset and Business Services is the appointed Deputy Chair of the PGC.
 Two members of the PGC (including the PGC Chair or Deputy Chair) constitute a quorum for the PGC,
without which no business may be transacted at a meeting.
 A decision carried by a majority of the votes cast by the members present at a meeting is a decision of
the PGC.
 Each member of the PGC is entitled to one vote on matters arising for decision, with the Chair having a
casting vote where votes are equal.
 The PGC is able to decide how its business is conducted, subject to requirements of the SPB.
 The Deputy Chair will assume duties in the absence of the Chair, PGC for PGC meetings.
•
4.5.3 PGC Submissions
The PGC generally considers proposals over $220,000 (GST inclusive). However, proposals of lesser value may
also be referred to the PGC. Work sites wishing to obtain PGC approval for acquisitions must:
 Liaise with the Procurement Unit as early as possible in the acquisition planning phase to ensure
correct processes are established;
 Forward the proposal to their authorised delegate for endorsement (this is usually the line manager at
a Director level or above); and
 Submit the endorsed proposal to the Procurement Unit for review and transmission to the PGC.
Proposals should be submitted to the Procurement Unit by close of business on the Monday prior to a
fortnightly meeting.
The PGC will consider proposals to ensure they are consistent with PGC Policy.
The Chair of the PGC, and in absence of the Chair, the Deputy Chair, is authorised to sign off proposals.
4.6. REPORTING REQUIREMENTS
•
4.6.1 SPB Annual Report
The SPB is required by section 22 of the State Procurement Act 2004 (the Act) to submit an annual report to
Parliament before 30 September each year. The report is prepared by the SPB Secretariat and tabled in both
Houses of Parliament by the appropriate Minister.
The SPB seeks relevant information from departments to enable all reporting requirements to be achieved.
•
4.6.2 DECD Procurement Report
In order for the SPB to meet its Statutory obligations the Chief Executive is required to provide an end of year
report to the SPB on the procurement activities for goods and services (including consultancies). The report
may require information on:
 Individual purchases over nominated value;
 Whole-of-agency contract initiatives; and
 DECD forward procurement plans.
•
4.6.3 Office of the Industry Advocate Annual Report
The Office of the Industry Advocate will prepare an annual report to Cabinet on South Australian IPP
outcomes.
DECD is required to include a statement in its annual report on the outcomes of the Employment Contribution
Tests and IPP Plans.
4.7. APPROVED PROCUREMENT PROCESSES AND DELEGATIONS
An acquisition’s overall estimated cost, complexity and risk will generally determine the procurement method.
Where applicable, worksites should seek Procurement Unit advice on recommended procurement methods on a caseby-case basis.
Acquisition Plans (where required) should nominate the proposed procurement method (refer to section 4.8.3 for
further information regarding Acquisition Plans).
Procurement methods include:
•
Request for Quotation (RFQ) – generally for acquisitions less than $220,000 (GST inclusive)
•
Request for Proposal (RFP)
•
Request for Tender (RFT)
•
Selected RFP or RFT
•
Expression of Interest (EOI) followed by RFP or RFT
•
Direct Negotiations
4.8. QUOTATION AND TENDER REQUIREMENTS
In addition to the process requirements outlined in this section, when undertaking a procurement process, value for
money should be considered in the decision making process.
Acquisitions should be undertaken which achieve value for money, by taking into account the best possible
combination of price and qualitative factors for goods or services.
For further information on achieving value for money outcomes, refer to Section 4.13.
Generally, the value of an acquisition is the total contract cost, including whole of life costs and any contract extension
options.
Purchases cannot be split to enable individual parts/phases to fall under a particular threshold.
•
4.8.1 Purchases up to & including $22,000 (GST Inclusive)*
Applicable to all Worksites including Schools, Preschools, Ministerial Committees and Child Protection and
Guardianship Business Units:
A minimum of one verbal or written quote should be obtained (recorded at local level). Ensure that potential
suppliers receive sufficiently clear information to base their quote on.
The purchase should be processed locally via a Local Purchase Order (LPO), EDSAS or Basware unless exempt
from this requirement as per the Purchase Order Exemption Policy.
Note: An Acquisition Plan is not required and the purchase is undertaken with minimal effort and paperwork.
Note: Irrespective of value, a written Agreement must be established were the Contractor and/or its
personnel are required to comply with Child Protection Obligations. A written Agreement should also be
established where there are Intellectual Property, Insurance, Confidentiality or Disclosure requirements. In
these cases, the Simplified Terms and Conditions contract document should be used. This document is
available as a template in the in.DECD and SSOnet websites. Please contact the Procurement Unit for
assistance if required.
Note: Refer to Section 4.18 for purchases of Consultancy Services.
Note: Refer to Section 4.22 for Child Protection Obligation requirements.
* Note: Corporate sites must refer all minor works to Asset Services.
•
4.8.2 Purchases over $22,000 and up to & including $220,000 (GST inclusive)*
Corporate/Education Offices, Ministerial Committees and Child Protection and Guardianship Business Units:
At least three written quotes are to be obtained for purchases over $22,000 and up to & including $220,000
where possible and appropriate. To ensure compliance with IPP, sites are required to seek at least one quote
from a local source and provide an Employment Contribution Test (ECT) for each supplier to complete and
submit with their quote.
The ECT must be used in determining the successful supplier, where two or more quotes are relatively even in
terms of price and quality.
A Simplified Acquisition Plan (SAP) should be developed and submitted to the Assistant Director, Procurement
and Contracting prior to obtaining quotes, unless otherwise approved by the Assistant Director, Procurement
and Contracting.
For any procurement over $22,000, no formal approach to the market should be undertaken without the
submission of a completed Simplified Acquisition Plan to the Procurement Unit.
Potential suppliers must receive similar clear information to base their quote on and it is preferable to invite
offers in writing. The Procurement Unit can assist in developing a formal Request for Quote (RFQ) if required,
particularly for the purchase of services. Sites will generally develop the specification component of the RFQ.
If quotations cannot be obtained from at least three bona fide suppliers the reasons must be documented and
recorded for audit purposes.
The requirement for at least three quotes is considered to have been met if three or more suppliers are
approached but less than three responses are received.
A Simplified Purchase Recommendation (SPR) shall be developed after the quotes have been received and
evaluated, and submitted to the Assistant Director, Procurement and Contracting for approval. Justification
must be provided to support the chosen supplier in addition to any reasons for passing over lower offers.
Simplified Acquisition Plan and Simplified Purchase Recommendation templates are available on the
Procurement Unit’s website along with guidelines to assist worksites to complete the forms.
Upon approval to purchase, process the purchase via Basware, unless exempt under the Purchase Order
Exemption Policy.
Note: Simplified Acquisition Plans and Simplified Purchase Recommendations must be endorsed by the Action
Director and funds are to be approved by the appropriate financial delegate before the plans are submitted to
the Assistant Director, Procurement and Contracting for consideration.
Note: Alternative quotes may not be required for purchases from across government or lead agency contracts.
Sites should seek advice from the Procurement Unit.
Note: A written Agreement must be established were the Contractor and/or its personnel are required to
comply with Child Protection Obligations. A written Agreement should also be established where there are
Intellectual Property, Insurance, Confidentiality or Disclosure requirements. In these cases, the Simplified
Terms and Conditions contract document should be used. Please contact the Procurement Unit for assistance
prior to obtaining quotations.
Note: Refer to Section 4.22 for Child Protection Obligation requirements
* Note: All minor works must be referred to Asset Services.
Schools and Preschools:
A minimum of three written quotes are to be sought for goods and services over $22,000 and up to & including
$220,000 (GST inclusive) and construction/minor works up to & including $165,000 (GST inclusive)*. To ensure
compliance with the IPP, sites are required to seek at least one quote from a local source and provide an
Employment Contribution Test for each supplier to complete and submit with their quote.
Potential suppliers must receive similar clear information to base their quote on and it is preferable to invite
offers in writing. The Procurement Unit can assist in developing a formal Request for Quote (RFQ) if required,
particularly for the purchase of services. Sites will generally develop the specification component of the RFQ.
For contracts between $22,000 and $220,000 (GST inclusive) all sites must apply the requirement to seek one
local quote including the requirement to use the employment contributions test in the assessment criteria.
Reasons must also be provided for passing over lower offers.
If quotations cannot be obtained from at least three bona fide suppliers the reasons must be documented and
recorded for audit purposes.
The requirement for at least three quotes is considered to have been met if three or more suppliers are
approached but less than three responses are received.
Purchases may be processed locally via Local Purchase Orders (LPO) or EDSAS orders, unless exempt under the
Purchase Order Exemption Policy.
Note: Each year during the budget process, acquisition planning is carried out when seeking funds from school
Governing Councils. As this process has already occurred at the time of procurement, schools and preschools
are not required to complete Simplified Acquisition Plans or Simplified Purchase Recommendations for items
within this procurement threshold.
However, schools and preschools should process orders locally in accordance with all other requirements
outlined above, and ensure that appropriate documentation is maintained to enable the Chief Executive to
submit annual compliance statements and other procurement activity information to the SPB as required.
Schools and Preschools must ensure all documentation is readily available at the department’s request.
Note: A written Agreement must be established were the Contractor and/or its personnel are required to
comply with Child Protection Obligations. A written Agreement should also be established where there are
Intellectual Property, Insurance, Confidentiality or Disclosure requirements. In these cases, the Simplified
Terms and Conditions contract document should be used. This document is available as a template in the
SSOnet website. Please contact the Procurement Unit for assistance if required.
Note: Refer to Section 4.22 for Child Protection Obligation requirements
* Note: Refer construction/minor works over $165,000 (GST inclusive) to Asset Services.
•
4.8.3 Purchases of Goods/Services over $220,000 (GST Inclusive)*
Applicable to all Worksites including Schools, Preschools, Ministerial Committees and Child Protection and
Guardianship Business Units:
Public Tenders shall be called unless otherwise approved by the PGC. The Procurement Unit manages the
tender process including advertising tenders.
*Note: Minor works purchases over $165,000 (GST inclusive) must be referred to Asset Services.
Stages that may apply for procurements over $220,000 (GST inclusive) are as follows:
 Acquisition Initiation
Acquisition initiation results in identifying a clear and justifiable need linked to DECD business
objectives. Considerations may include:
 Addressing the available options and the whole-of-life costs and benefits;
 Addressing the risks associated with undertaking or deferring the procurement; and
 Availability of funds.
 Acquisition Planning
Acquisition planning must be undertaken for all procurements above $220,000 (GST inclusive)
regardless of procurement strategy and approving authority.
This stage produces a strategy detailing the processes to be followed in approaching the market and a
development timeframe. The strategy should be based on the business need, value, risk and market
conditions.
The documentation required for the acquisition should match the complexity and/or cost of the
intended purchase.
Acquisition Plans must be submitted to the PGC through the Procurement Unit for approval unless
authorisation is received from the Procurement Unit to submit a Simplified Acquisition Plan (SAP).
Note: Acquisition Plan templates are available by contacting the Procurement Unit on 8226 1610 or via
Procurement Unit’s web pages.
Note: Where an acquisition is for a period contract with the right of renewal for an additional period,
then the estimated value is taken as the total acquisition value over the period of the contract
including extension options.
Likewise, where an acquisition from a particular supplier is for an item made up of a number of parts
or numerous items are required, the aggregate must be taken as the value of the total acquisition.
 Development of Market Approach Documentation
At this stage the worksite finalises the specification and works with the Procurement Unit to complete
the tender documentation, comprising of four parts:
 Invitation and bid rules;
 Requirements and specifications;
 Draft conditions of contract; and
 Response requirements.
Worksites are required to contact the Procurement Unit for direction on the preparation of relevant
documents. Sites will manage the development of the specification as well as the business case (which
supports the procurement) and the expenditure approval brief (including the Cabinet submission
where required).
Note: Refer to the Writing Procurement Specifications Guideline or contact the Procurement Unit for
assistance.
 Approaching the Market
The Procurement Unit is responsible for placing advertisements and seeking formal offers via the
procurement methodology approved in the Acquisition Plan. A Procurement Unit Contracts Officer will
be the contact person for the approach to the market and will manage communication with suppliers
and the Project Team throughout the acquisition process.
Public Tenders are advertised on the SA Government Tenders and Contracts website
(www.tenders.sa.gov.au). Some acquisitions via across government or lead agency contracts may be
exempt from this process and the Procurement Unit will advise sites accordingly.
 Tender Closing Stage and Late Tenders
The Procurement Unit schedules tenders received and forwards the tenders to the Project Team for
evaluation.
If a tender is not received by the due date and time it is considered to be a “late tender” and as such
can only be considered when it can be clearly demonstrated that exceptional circumstances have
arisen. These circumstances may include:
 A fault in the department’s receiving arrangements for tenders;
 A fault outside the control of the tenderer (natural disaster, mishandling by the department,
significant postal or courier service delay, major security incident, e-delivery system
downtime).
Late tenders can only be accepted subject to approval by the Chair of the PGC or the Assistant
Director, Procurement and Contracting, and only if it can be clearly demonstrated that accepting the
late tender will not compromise the integrity and competitiveness of the tendering process.
 Tender Evaluation Stage
The evaluation of tender responses is a critical stage in identifying the best value for money solution.
The process must ensure probity and transparency. An Evaluation Plan must be approved by the PGC
or Assistant Director, Procurement and Contracting prior to the opening and scheduling of responses.
Evaluation Team members identified in the Evaluation Plan are required to endorse the Evaluation
Plan prior to examining responses.
The Evaluation Team usually comprises the Project Manager and other key personnel that the Project
Manager may require from a technical or other aspect. A Procurement Unit Contracts Officer will
oversee the evaluation process. However, the Contracts Officer may also be part of the Evaluation
Team for high cost, complex or high risk projects.
 Negotiation Stage
There are two distinct negotiation phases (which may be combined for low complexity/low cost
projects):
 Commercial Negotiation involves establishing the parameters for the acquisition(s) including
pricing structures, obligations, quality, timeframes and reporting requirements.
 Contractual Negotiation involves establishing the contractual terms and conditions for the
acquisition(s) in line with government requirements.
A Negotiation Plan must be approved by the Assistant Director, Procurement and Contracting (or
referred to the PGC for approval if warranted) before negotiations commence.
The Negotiation Team is usually chaired by a Procurement Unit Contracts Officer and comprises the
Project Manager and other key personnel that the Project Manager may require from a technical or
other aspect.
In instances where negotiations are not required, a file note should be made outlining reasons for the
negotiation stage not being undertaken.
 Purchase Recommendation
A Purchase Recommendation is developed by the Project Manager in conjunction with the
Procurement Unit Contracts Officer and approved by the appropriate delegate (usually at Director
level or above).
The Purchase Recommendation summarises the results of the market approach and puts forward a
recommended supplier (or suppliers if applicable) for approval. The document details the level of
compliance with the Acquisition Plan, highlighting any deviations from the original Plan and identifying
the residual risks to the Minister that have not been mitigated through the market approach.
The Purchase Recommendation must include reference to the acceptance/non-acceptance of a late
tender.
Note: Purchase Recommendation templates are available by contacting the Procurement Unit on 8226
1610 or visiting the Procurement Unit website.
 Contract Development and Finalisation
This stage considers the finalisation of the contract document, incorporating negotiated terms and
conditions and contract execution.
The Procurement Unit is responsible for managing the finalisation and execution processes of the
contract(s) in conjunction with the Project Manager and the Legal Services Unit.
Worksites are responsible for creating Local Purchase Orders, EDSAS Orders or Basware Orders where
required, with the exemption of purchases where an approved exemption is in place as identified in
the Purchase Order Exemption Policy.
 Contract Management and Evaluation
Worksites must consider how they will effectively manage the contract with consideration given to:
 The need for a dedicated Contract Manager; and
 Familiarisation with appropriate terms and conditions including performance measures.
Contract Management Plans (CMP) must be drawn up by worksites for all procurements falling within
quadrants 2, 3 or 4 of the SPB’s Quadrant Assessment Matrix. The Procurement Unit has developed
CMP templates to assist worksites in drawing up a plan where required.
Contract Management Plans should be forwarded to the Assistant Director, Procurement and
Contracting for approval prior to formal handover of the contract to the worksite.
The Procurement Unit has developed Contract Management Guidelines for use by worksites to assist
in effectively managing contracts.
 Contract Variations
For any contract variation or amendment that would increase the total value of the contract,
appropriate approval must be sought in line with Treasurer’s Instruction 8: Financial Authorisations.
 For an amendment which, when aggregated with any previous amendments, does not
increase the total value of the contract by more than 5% of the original contract value , the
amendment may be approved by the appropriate delegate as per the Approving Authority
Matrix (Appendix 1).
 For an amendment which, when aggregated with any previous amendments, increases the
total value of the contract by more than 5% of the original contract value, the amendment
must be approved as if the total value of the amendment and the original contract was a new
contract.
Material variations to a contract must be referred to the Assistant Director, Procurement and
Contracting.
Worksites are encouraged to contact the Procurement Unit for advice regarding all contract variations
and amendments.
 Contract Completion
A post contract review should be undertaken for acquisitions. A review will evaluate the purchase
process and the effectiveness of the goods or services in use, with a view to continuously improving
the value for money for future purchases.
For purchases falling within quadrants 2, 3 or 4 of the SPB’s Quadrant Assessment Matrix, a contract
closure Report should be provided to the Procurement Unit within four weeks of the contract expiring.
The Procurement Unit will provide direction to worksites on this requirement.
The report should outline any non-compliance or non-performance matters experienced during the
contract period by all parties to the contract. The report should also include variations, extensions and
contractor performance appraisal.
•
4.8.4 Industry Participation Requirements
 Quotes
For procurements between $22,000 (GST inclusive) and 220,000 (GST inclusive) worksites must seek at
least 3 written quotes and one must be from a local supplier.
 Employment Contribution Test
An Employment Contribution Test (ECT) is required to be completed for all procurements between
$22,000 (GST inclusive) and $1 million (GST inclusive) in regional South Australia and $4 million (GST
inclusive) in metropolitan Adelaide.
For contracts between $22,000 and up to & including $220,000 (GST inclusive), where two or more quotes
are received, the ECT must be used in determining the successful supplier, where the quotes are relatively
even in terms of price and quality.
Employment Contribution Tests for procurements over $220,000 (GST inclusive) shall have a minimum
weighting applied as a component of the overall evaluation criteria, and will be built into the procurement
process coordinated by the Procurement Unit.
 Industry Participation Plans
An Industry Participation Plan must be completed for all purchases that meet one or more of the following
criteria:
 Purchase of goods and/or services over $1 million (GST inclusive) in regional South Australia
and $4 million (GST inclusive) in metropolitan Adelaide;
 Public-private partnerships;
 Federally funded infrastructure and construction projects managed by State Government; and
 Private sector projects receiving government support exceeding $2.5 million (GST inclusive),
cash or in-kind.
Minimum weightings may apply for Industry Participation Plans and these will be factored into the
procurement process where appropriate.
Note: If a contract meets one of the four criteria listed above please contact the Procurement Unit for
advice and additional information.
4.9. EXCEPTIONS TO QUOTATIONS AND TENDER REQUIREMENTS
The prescribed quotation or tender process may not be required for purchases from across government or lead agency
contracts.
In these cases an initial procurement process (the primary procurement process) will have already been undertaken,
thus further procurement processes under these contracts would be classed as secondary procurements and would not
be subject to the same requirements as the initial process.
Additionally, in some cases a panel contract or lead agency contract may be mandated for certain agencies, or for all
agencies, which will negate the need for alternative quotes to be sought from other suppliers.
The Procurement Unit will provide the relevant advice.
4.10. EXPENDITURE AUTHORITY
Funds must be available and expenditure approval obtained from an appropriate delegate before any procurement
process is initiated.
Expenditure above DECD officers’ authorities requires Minister or Cabinet approval.
Financial delegations are maintained by the Financial Management Compliance Unit and are reviewed on an annual
basis as a minimum.
4.11. PROCUREMENT AUTHORITY
The Chief Executive has sub-delegated procurement authority to individual officers as per Appendix 1.
In addition, Principals and Preschool Directors may sub-delegate their purchase authority to other key staff if required,
provided that it is ratified and minuted by the relevant School Governing Council/School Council/Preschool
Management Committee.
4.12. CONTRACTUAL AUTHORITY
Please note contractual authority is unique and differs to both expenditure and procurement authority.
Refer to the Contractual and Commercial Agreements section of the DECD Specific Financial Authorisation Register for
information on the delegates approved to authorise specific contracts and agreements.
4.13. ACHIEVING VALUE FOR MONEY
A key requirement of procurement within government is to achieve value for money.
Cost is not the only determining factor in assessing value for money. Value for money is the optimum outcome from
the combination of whole of life costs and qualitative factors.
For the purchase of standard, low value items, the cost of the items may be the defining factor. However, for more
complex purchases a value for money assessment should include consideration of a range of factors, including:
•
Quality of product;
•
Fitness for purpose;
•
Potential additional costs;
•
Maintenance, running costs, delivery charges;
•
Warranties;
•
Disposal costs at end of life; and
•
Environmental and sustainability considerations.
The State Procurement Board’s Supplier Selection Guideline provides practical guidance for evaluating proposals and
selecting suppliers to ensure the best value for money is achieved.
4.14. ETHICAL PURCHASING REQUIREMENTS
The government and members of the public have a reasonable expectation that public sector employees will maintain
a high level of honesty when carrying out their duties.
The Code of Ethics for the South Australian Public Sector, stemming from the Public sector Act 2009, details the ethical
and behavioural requirements for public sector employees. The Code of Ethics applies to all public sector employees
regardless of the nature or level of employment.
The State Procurement Board has also issued a Probity and Ethical Procurement Guideline which prescribes the process
for public authorities to investigate suspected unethical procurement practices and seek to resolve them.
Where an unethical procurement practice is suspected at a worksite, the Procurement Unit should be notified. The
Procurement Unit will determine an appropriate course of action and will provide relevant details to the State
Procurement Board in accordance with the Guideline.
4.15. LIMITATION OF LIABILITY
The Department of Treasury and Finance’s Guidelines for the Limitation of Liability of Suppliers, Consultants and
Contractors highlights the notion that each party to an arrangement should be responsible for the financial
consequences of their actions, within practical limits.
Cabinet has approved a default liability cap for low risk contracts valued at up to $1 million. For example, those
contracts which have been assessed as having a low risk (after risk treatments are applied) as determined by the
department’s risk management rating matrix.
The default liability cap for such contracts is five times the contract value and will be reflected in tender documents.
Cabinet has approved a range of other default liability caps which may also need to be reflected in tender documents.
The Procurement Unit will provide assistance to worksites regarding liability limitation provisions.
Where a default liability cap is not applicable, the Chief Executive has sub-delegated limitation of liability approval to
the Assistant Director, Procurement and Contracting. This authority may be exercised on projects classed as low risk
and which fall below the value of $110,000 (GST inclusive).
For guidance in determining risk levels, refer to department’s Managing Risk in Procurement document or contact the
Procurement Unit for assistance.
4.16. DEVELOPING SPECIFICATIONS
The extent of documentation required to obtain quotations or call tenders depends on the acquisition value,
complexity and risk. The description or specification of goods and/or services must be clear and not biased towards a
product or supplier.
The Procurement Unit has developed Writing Procurement Specifications Guideline to assist worksites with this
process.
4.17. LEASING
Lease arrangements should not be considered unless it is determined to be the only viable method of procurement
(property leasing and vehicle leasing through the mandated across government fleet arrangements are exempt from
this directive).
When considering any leasing option, contact the Procurement Unit for further information and advice.
4.18. ENGAGING CONSULTANTS
A ‘consultant’ is defined as:
“A person who is engaged by an entity for a specified period to carry out a task that requires specialist skill and
knowledge not available in the entity. The objectives of the task will be achieved by the consultant free from direction
by the entity as to the way it is performed and in circumstances in which the engagement of a person under normal
conditions is not a feasible alternative” 1.
The engagement of a consultant is appropriate when specific skills, knowledge or expertise required to carry out
certain functions are not available from within the organisation and are not conveniently available elsewhere within
the public sector.
Prior to engaging a consultant, contact the Procurement Unit for assistance and advice to ensure the correct
procurement and departmental processes are followed.
4.19. EMPLOYMENT OF FORMER PUBLIC SECTOR EMPLOYEES
Employees who accept and are paid a separation package are not eligible to be re-employed within the South
Australian Public sector for a period of three years from the date of their separation, where such an engagement may
breach the conditions of the separation package.
This includes work for a third party, or via the employee (or any associated entity of the employee) entering into any
contract to provide services to the South Australian Public Sector.
The only exception is where a person who has accepted a Targeted Voluntary Separation Package (TVSP) and resigned
from the South Australian Public Sector seeks to return in a voluntary capacity to the public sector. The Chief Executive
(at their discretion) may accept any individual as a volunteer in the department.
The above amendment does not extend to membership of, or appointment to, a South Australian Public
sector/Government Board or Committee (whether statutory, advisory or otherwise) and appointment to a court or
tribunal.
Refer to the Department of Treasury and Finance’s TVSPs Guidelines and associated documentation for further
information.
4.20. EMERGENCY SITUATION PROCUREMENT PROCEDURES
Emergency provisions should be limited to situations where a real emergency has arisen and financial approvals must
be obtained in accordance with Treasurer’s Instructions for any procurement undertaken.
1
As defined in the Department of Treasury and Finance, Accounting Policy Framework VI Definitions
An emergency (as defined in the Emergency Management Act 2004) is an event that causes, or threatens to cause:
a.) The death of, or injury or other damage to the health of, any person; or
b.) The destruction of, or damage to, any property; or
c.) A disruption to essential services or to services usually enjoyed by the community; or
d.) Harm to the environment, or to flora or fauna.
In an emergency situation the procurement process must remain in line with the Procurement Governance Policy
where possible, however this requirement may be waived if early response to an emergency is warranted.
Where a worksite believes that an emergency situation requires the procurement of goods/services outside of the
Procurement Governance Policy, the Assistant Director, Procurement and Contracting (telephone 8226 3332, email
[email protected]) should be contacted in the first instance to provide direction on an appropriate procurement
process.
Where the Assistant Director, Procurement and Contracting is unable to be contacted, direction should be sought from
the relevant worksite Director.
Procurement in an emergency situation should encompass any risk management, health and safety and business
continuity plans currently in place within the department.
4.21. SUPPLIER COMPLAINTS
Timely investigation and resolution of complaints by suppliers is an essential requirement for maintaining good
relationships between the Department and suppliers.
All complaints should be referred as soon as possible to the Assistant Director Procurement and Contracting and to the
Executive Officer of the PGC for investigation, with the exception of a contract that has already been established and
for which the Resolution of Dispute provisions detailed in the contract will be exercised.
The Executive Officer must ensure the supplier Complaints Resolution Process provided in the Board’s Supplier
Complaints Policy is documented and followed.
4.22. CHILD PROTECTION OBLIGATIONS
In accordance with the Children’s Protection Act 1993, Debelle Recommendation 19 and the department’s screening
policy, staff are required to ensure that any contractor and/or its personnel (third party provider) engaged to:
•
work with children and young people;
•
work in proximity to children and young people without constant supervision by a DECD employee;
•
have access to records relating to children and young people; or
•
manage or supervise personnel undertaking these roles;
must have a child-related employment screening assessment undertaken through the Department for Communities
and Social Inclusion (DCSI) and be inducted as to their child protection responsibilities at the site.
For any new arrangement with third party providers where child-related employment screening assessments are
required, a written Agreement must be established which contains the model “Suitability of Persons” clause as
developed by the Crown Solicitor’s Office. The written Agreements are in various forms with the appropriate type
applied depending on the nature of the purchase, viz:
•
For Basware – answer the four mandated questions when prompted;
•
For EDSAS or Local Order - tick the “YES” box in the Order form;
•
If the Simplified Agreement is used - tick the “YES” box in the Schedule;
•
For a range of standard contracts - eg Bus Services contracts and Cleaning contracts, the Crown Solicitor’s
Office has already included the model clause in these types of contracts; and
•
For any other contracts that require the clause to be included, please contact the Procurement Unit who will
liaise with the Crown Solicitor’s Office in order to develop the appropriate Agreement.
4.23. USE OF ESTABLISHED GOVERNMENT FACILITIES
Established government facilities are those government owned and managed agencies, organisations, entities or
statutory authorities that are able to provide goods or services to other areas of government.
In such cases, public authorities are encouraged to utilise these established government facilities without undertaking a
competitive process.
5. ROLES AND RESPONSIBILITIES
Role
Authority/Responsibility for
Chief Executive
The Chief Executive is responsible for the department’s
procurement activity including the provision of reports
to the State Procurement Board regarding procurement
activity.
The Chief Executive has sub-delegated procurement
authority to the PGC and specific officers.
Managers
Managers are responsible for ensuring staff undertaking
procurement processes are sufficiently informed about
relevant procurement policies and guidelines.
Managers should take reasonable steps to ensure staff
are fully informed of legislative, government and
department requirements in relation to the
procurement of goods and/or services.
Managers include Executive Directors, Directors,
Assistant Directors, Principals and Supervisors.
Employees
Employees that are required to undertake procurement
functions on behalf of their worksite should familiarize
themselves and maintain currency with legislation,
government and/or procurement requirements.
6. MONITORING, EVALUATION AND REVIEW
The DECD Procurement Governance Policy will be reviewed in accordance with the requirements stipulated in the
DECD Policy Framework. The effectiveness of the Policy will be monitored and evaluated by the Procurement Unit as
part of this process.
7. DEFINITIONS AND ABBREVIATIONS
Term
Meaning
Value for Money
Value for money is the optimum outcome from the combination of whole of life costs and
qualitative factors.
Total Contract Value
The total contract value includes whole of life costs and any contract extension options.
Complexity and Risk
Assessment
Assessment of complexity and risk must be made on an acquisition basis with varying
factors taken into account. Factors for consideration in determining complexity and risk
may include but is not limited to: compliance with Australian standards, intellectual
property issues, indemnity and insurance, consequences for failure, new versus
established products, standard versus custom-built products.
Contract Delegation
An authority enabling the Minister, or nominated delegate, to execute contracts.
Contractor
A person engaged by an entity for a specified period to carry out a defined task subject to
direction by the entity as to the way in which that task is performed and in circumstances
in which the engagement of a person under normal employment conditions is not a
feasible alternative.
Financial Delegation
An authority that enables a nominated delegate to authorise the commitment of
expenditure within the department’s budget framework.
Purchase Delegation
Authority enabling the nominated delegate to authorise the purchase of goods and/or
services.
Risk
A future condition or circumstance which could impact on objectives if it occurs.
Across Government
Contract
A contract established for an on behalf of all government agencies, the use of which may
be mandated.
PGC
Procurement Governance Committee
SPB
State Procurement Board
SEG
Senior Executive Group
RFQ
Request for Quotation
RFP
Request for Proposal
RFT
Request for Tender
SAP
Simplified Acquisition Plan
SPR
Simplified Purchase Recommendation
IPP
Industry Participation Plan
8. SUPPORTING DOCUMENTS
Simplified and Acquisition Plan Templates
Simplified and Purchase Recommendation Templates
Guidelines for Writing Procurement Specifications
Managing Risks in Procurement
Purchase Order Exemption Policy
DECD Disposal Policy
DECD Contract Management Guidelines
Procurement Quick Guides
9. REFERENCES
SPB Procurement Policy Framework and associated documents
Industry Participation Policy
Child Safe Environment Policy
Treasurer’s Instructions and Guidelines
APPENDIX
Appendix 1: Procurement Delegations
Appendix 2: PGC Membership
Appendix 3: Procurement Flowchart
APPENDIX 1: PROCUREMENT DELEGATIONS
Approving Authority – Table 1
Procurement
Process*
Up to
$22,000
(GST
inclusive)*
Purchasing
Delegation
Nominated
Officer Refer Table
2
Not
applicable
Acquisition Plan
Goods and Services$22,001 to
$220,000, and Minor Works from
$22,001 to $165,000
(GST inclusive)*
Schools /
Corporate (inc
Preschools
Ministerial
Committees)
Nominated
Assistant Director,
officer - Refer
Procurement and
(1)
Table 2
Contracting
$220,001 to
$4.4M
(GST
inclusive)*
Over $4.4
million
(GST
inclusive)*
CE/Chair
PGC(1)
State
Procurement
Board
Refer item 4.8.2
Worksite Director
endorsement and
Assistant Director,
Procurement and
Contracting
approval
Worksite
Director and
Assistant
Director,
Procurement
and
Contracting
endorsement
and PGC
approval
Worksite
Director
endorsement
and Assistant
Director,
Procurement
and
Contracting
approval
Worksite
Director and
Assistant
Director,
Procurement
and
Contracting
endorsement
and PGC
approval
Minister or
nominated
Delegate
Procurement
Unit
consolidates
work site
reports for
PGC to SPB
Worksite
Director,
Assistant
Director,
Procurement
and Contracting
and PGC
endorsement
and State
Procurement
Board approval
Worksite
Director
endorsement
and Assistant
Director,
Procurement
and Contracting
approval
Tender
Documents,
including
Evaluation Plans
and Negotiation
Plans
Not
applicable
Refer item 4.8.2
Worksite Director
endorsement and
Assistant Director,
Procurement and
Contracting
approval
Purchase
Recommendation
Not
applicable
Refer item 4.8.2
Worksite Director
endorsement and
Assistant Director,
Procurement and
Contracting
approval
Signing of
Contract
Minister or
nominated
Delegate
Not
applicable
Minister or
nominated
Delegate
Procurement
Unit
consolidates
work site reports
for PGC
Minister or
nominated
Delegate
Procurement Unit
consolidates work
site reports for
PGC
Monitoring
PGC if as per
Acquisition Plan.
Otherwise State
Procurement
Board with PGC
endorsement
Minister or
nominated
Delegate
Procurement
Unit
consolidates
work site reports
for PGC to SPB
* Corporate Sites: All minor works to be referred to Asset Services.
* School/Preschool sites: All minor works above $165,000 (GST inclusive) to be referred to Asset
Services.
APPENDIX 1: PROCUREMENT DELEGATIONS (Cont)
Approving Authority - Table 2
PURCHASE DELEGATION (GST
Inclusive)
DELEGATE
(1)
Chief Executive
$4.4 million
(1)
Chair PGC
$4.4 million
(1)
Assistant Director, Procurement and Contracting
Principals / Pre-school Directors
(1) (2)
$220,000
$220,000
Statutory Authorities and Ministerial Committees that
have elected to operate within the DECD Procurement
Governance Policy
$22,000
Work Site Financial Delegates (where not specified
above)
Commensurate with financial
delegation up to a maximum of
$22,000
Purchase Card Holders
Up to designated transaction limit
Petty Cash
Up to designated transaction limit
1. Where contracts exist, the purchase authority is up to value of contract & within the expenditure approval.
2. Principals / Pre-school Directors may sub-delegate their purchase authority to their key staff if required,
providing that the sub-delegations are ratified and minuted by the school’s Governing Council.
Ministerial Boards and Committees operating within
DECD Procurement Governance - Table 3
Advisory Committee on Non-Government Schools
School Loans Advisory Committee
Ethnic Schools Board
Ministerial Advisory Committee - Students with Disabilities
Multicultural Education Committee
Teachers Appeal Board
Planning Committee for Non-Government Schools
South Australian National Partnerships Council - Schooling
Education and Early Childhood Services Registration and Standards Board of South Australia
Council for the Care of Children
Dame Roma Mitchell Foundation for Children and Young People Board
Child Death and Serious Injury Review Committee
South Australian Teaching Certification Committee
APPENDIX 2: PGC MEMBERSHIP
Title
Executive Director, Infrastructure (Chair)
Director, Asset and Business Services (Deputy Chair)
Assistant Director, Financial Compliance and Accounting
Director, Intervention, Improvement and Programs
Assistant Director, Procurement and Contracting
Consultant, Procurement Services (Executive Officer)
APPENDIX 3: PROCUREMENT FLOWCHART
Note: All values
stated are
inclusive of
GST.
User Identifies Need
1. Obtain appropriate
Identify value of project
(Estimate if not known)
Value up to & including $22,000
Minimum 1 verbal or written quote required – process locally via
Basware order, EDSAS order, or Local Purchase Order in accordance with
DECD policy.
2.
authority to incur
expenditure
Ensure funds are
available
Value $22,001 to $220,000
3 written quotes required and completion of Employment Contributions Test by each
supplier.
Schools & Preschools – Process locally.
Corporate – Prepare separate Simplified Acquisition Plan and Simplified Purchase
Recommendation as required and forward to the Assistant Director, Procurement
and Contracting for approval.
Upon procurement approval, worksite is to prepare a Basware Purchase Order unless
a specific exemption has been granted as per the DECD Purchase Order Exemption
Value $220,001 and above
Prepare Acquisition Plan and Forward to Assistant Director, Procurement
and Contracting
Procurement Unit will:
Create File
Check Funds & Project Approval
Develop the Executive Summary
Require details of the Project
committee (names)
representing end-users and
relevant parties.
If funds & project are
approved, Procurement
Unit will seek
Procurement Governance
Committee (PGC)
approval if less than
$4.4 million,
or State Procurement
Board approval (through
the PGC) if greater than
$4.4 million*:
Approvals above the Department’s authority require
external approval viz: • Minister up to $11 million except for Works, Land and
Office accommodation (leasing and fitout) - $4.4 million
•
Cabinet approval is required for all expenditure above the
Minister’s delegation.
CONTINUED
APPENDIX 3: PROCUREMENT FLOWCHART (Cont)
Tender Process (unless an alternative procurement
process is approved by relevant Procurement Delegate)
Once acquisition plan has been approved Procurement Unit will:
Follow up
Specifications/
Evaluation
criteria/weightings
with user
Seek legal advice if
required
Finalise Tender documents and confirm
details with Project Manager. Approval by
Assistant Director, Procurement and
Contracting.
Calling Tender
Procurement Unit will:
Advertise on SA Tenders and
Contracts website.
Update Tender Board.
Send Tender documents to prospective
Tenderers if required.
Close Tender at appropriate time.
Evaluation/Recommendation
Overseen by Procurement Unit in consultation with Project Team
Project Team undertakes Evaluation
Procurement Unit & Project
Team develop Evaluation Plan
Recommendation to:
• Asst Dir, Procurement and Contracting if less than $220,000
• Procurement Governance Committee if over $220,000
Procurement Unit opens &
schedules Tenders & forwards
Tenders to Project Manager
(unless otherwise specified by the State Procurement
Board)
Finalisation Stage
Managed by Procurement Unit
Upon receipt of approved Purchase Recommendation
Send final contract to
Tenderer for execution
Contract negotiation
Procurement / Legal finalise contract.
Work site confirms contract details.
Letters sent to successful/
unsuccessful Tenderers.
Contract executed by
Minister or nominated
delegate
Details to Contracts Officer
for final recording & filing
Contract Managed by Business Unit/Site
Contract Management Plan required for quadrant 2, 3 or 4
procurements. Contract Management Plan Template will be
provided by Procurement Unit to work site for completion.

DECD Procurement Governance Policy

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