Here are just a few examples of some of the thousands of NECI clients confirming that our training continues to help them make a difference for their organization every day.
Nova Scotia Government - Setting the Stage for Success
The Challenge: The Nova Scotia government has undergone a major transformation since the Shared Services Act (Bill No 60) took effect in December, 2015. With a move to standardizing and centralizing government procurement functions, the Procurement Branch of the Department of Internal Services (ISD Procurement), who was traditionally responsible for working only with government departments, recently took over procurement services for the health authorities in the province, having been consolidated from ten to two entities…. Read More
Metro Vancouver: Risk Awareness for Elected Officials
The Challenge: Metro Vancouver is a partnership of 21 municipalities, one Electoral Area and one Treaty First Nation that collaboratively plans for and delivers regional-scale services. Its core services are drinking water, wastewater treatment and solid waste management. Metro Vancouver also regulates air quality, plans for urban growth, manages a regional parks system and provides affordable housing. The regional district is governed by a Board of Directors consisting of elected officials from each local authority. Metro Vancouver approached NECI in 2012 to prepare and deliver a condensed and focused procurement workshop for elected official….Read More
CF Industries: Progressive Private Sector Company Knows the Value of a Solid Procurement Team
The Challenge: As a chemical manufacturer most of CF Industries’ competitive contracts are for industrial equipment and infrastructure projects. Construction contracts, supply and install contracts, and equipment fabrication are common as well as property infrastructure such as roads, roofs, and steel structures….Read More
Toronto Transit Commission: On Track for Consistency and Capacity
The Challenge: Toronto Transit Commission has been providing public transit services to the citizens of Toronto since 1921. Operating one of the most heavily used urban mass transit systems in North America, the TTC buys everything from replacement parts for subway trains to security services and major capital construction projects. With over 12,000 employees, the procurement function within the TTC is spread across several departments…..Read More
The City of Calgary: Municipality Marches Forward with new Guidelines and Training for Project Procurement
The Challenge: In November 2012, The City of Calgary launched its Corporate Project Management Framework (CPMF) program in response to recommendations prepared by the City Auditor’s Office as a result of audits of several major capital projects. In the first two years of the CPMF Program, ten minimum project management standards for capital projects were developed and implemented. In addition to those standards, the CPMF program produced a number of documents to support the integral relationship of project management and contract management. These documents include comprehensive guidelines for alternative contract strategies and The City’s procurement policies and processes. Along with these guidelines, a CPMF project delivered contracting and procurement training recommendations for City project managers…Read More
Regional Municipality of Wood Buffalo: Gearing Up for Major Projects
Located in Fort McMurray, Alberta, the Regional Municipality of Wood Buffalo provides materials management and contract services to the citizens of the 10 communities in the region. Covering 68,454 square kilometers, Wood Buffalo is the largest municipality in Canada.
In 2013 the Regional Municipality was in the process of implementing new procurement policies, procedures and procurement systems. At the same time, it was in the early planning stages for some major capital and operational projects estimated at approximately $500M per year for the coming 4-5 years. In order to enhance the capacity of the Supply Chain Management department in preparation for these initiatives, the Regional Municipality began to search for suitable, affordable and timely procurement training….Read More
Government of Ontario: The Value of Customization
The Challenge: For both the 2009 and 2010 annual training, the RFS issued by the Supply Chain Management Division called for procurement and contract management training for approximately 100 staff with varying levels of experience in the procurement and contract management job stream. These groups were made up of executive staff overseeing procurement processes, procurement and contract managers, and other staff involved in coordinating procurement and contracting activities.
In addition to the challenges posed by the disparate skill levels of participants, the training had to be customized and relevant to the specific job functions of the employees. The staff was in need of additional knowledge and skills in the areas of contract negotiations, vendor relationship management, and managing contract expectations and performance. In addition, the Executives involved in the procurement processes needed a refresher on the laws and obligations of public sector bodies during a competitive process… Read More
Government of Alberta: Developing Accountability
The Challenge: In January 2009, the GoA set out to implement a new initiative which would increase the contracting authority delegated to the ministry level. An important component of this initiative would be a new Accountability Framework, which would define procurement and contract management guidelines for the ministries.
In-depth training would be required to familiarize the GoA’s procurement and contract management staff with the new Accountability Framework. The development of the training program had a rigid deadline, to align with the roll-out and implementation of the framework. In addition, like all government organizations, public-sector budget pressures called for the most efficient development process possible… Read More
PSPP: The Start of Something Big
The Challenge: In 2009, the Government of Nova Scotia and Halifax Regional Municipality identified the need for a customizable, public sector specific procurement training program. Because government organizations were, and continue to be, under increased budgetary pressures since the economic downturn; they are finding that they are pressed to do more with less. As such, the RFP they issued for the development of the program called for maximum efficiency in both the program design process, and also for public sector training budgets moving forward… Read More
CLBC: Bridging the Gap
The Challenge: In 2011, Community Living BC (CLBC) identified the need to develop a new procurement policy and corresponding procurement and contracting guide. There were many factors to take into account when selecting a vendor to develop the training module. They had an implementation target of just six months, and multiple stakeholder groups to consider, including the Central Purchasing Agency and the Learning Agency. In addition, CLBC wanted the training program to have longevity with the view that they could eventually take over the module delivery themselves to keep costs down… Read More
BC Hydro: A Powerful Solution
The Challenge: In the fall of 2011, the Office of the Chief Procurement Officer identified the need for procurement training, to promote fairness, consistency, and transparency in their public procurement process. Their challenges were threefold: 1) increased cost pressures called for maximum efficiency in training, 2) the content had to be in a condensed format due to limited staff availability, and 3) the skill level of the participant group would vary greatly… Read More
ARES: Going the Distance
The Challenge: In January 2010, the Development Services Branch of Accommodation and Real Estate Services (ARES) for the Province of British Columbia contacted NECI to inquire about its popular course: How to Avoid Indecent Proposals. They had heard great things about the course, and wanted to deliver it to staff in Victoria and Kelowna. Unfortunately, there was a recent mandate imposed on all training budgets which restricted travel. As a result, it appeared that they could only afford to train one of the groups that year… Read More