Frequently Asked Questions
- Why is a new Corporate Procurement Planning (CPP) methodology being developed?
- What changes have been made to governance arrangements for Queensland Government procurement?
- Are the analysis and conclusions in the SDPC report holding up?
- What formal reporting occurs in relation to the implementation of the recommendations?
- Whilst the SDPC report makes reference to the benefits that can be achieved, has any work been carried out to determine the costs associated with implementation of the recommendations?
- Who is involved in the review of the CPP guide and template?
- When is the revised CPP guide and template being released?
Why is a new Corporate Procurement Planning (CPP) methodology being developed?
The increasing value and complexity of procurement within the Queensland Government, combined with opportunities to capitalise on technological advances, requires the development of sophisticated procurement processes and systems to support those processes, as well as an appropriately skilled and knowledgeable workforce.
The new CPP methodology is being developed to assist agencies with assessments of current procurement capability and performance, planning for the management of future procurement operations.
What changes have been made to governance arrangements for Queensland Government procurement?
Procurement Board of Management
The Procurement Board of Management has been established to provide leadership and decision making in respect to the management of strategic procurement and logistics functions across the Queensland Government. It will advise Cabinet on these matters and will report annually on the contribution of procurement to the delivery of Government services.
The Board represents whole-of-Government interests. It will encourage a cross-sector collaborative approach to procurement as many of the reform benefits will stem from agencies working as one, especially in the area of common and multi-agency spend.
Queensland Government Chief Procurement Office (QGCPO)
The Queensland Government Chief Procurement Office (QGCPO) was established in October 2007, and replaces Queensland Purchasing. The Office is led by the Queensland Government Chief Procurement Officer, and is responsible for whole-of-Government procurement policy, leadership for procurement business, capability and performance standards, assessments and reporting, skill development programs, the establishment and maintenance of common use supply arrangements, and disposal services.
More details on the QGCPO’s roles and responsibilities are discussed in Section 10.2.1 of the SDPC report.
Procurement Council
The Procurement Council is a representative group of up to ten senior procurement personnel from Queensland Government agencies who will provide advice and guidance to the QGCPO.
The Procurement Council will provide expert advice and guidance on the development and implementation of whole-of-Government procurement and logistic strategies and initiatives within the Queensland Government.
Are the analysis and conclusions in the SDPC report holding up?
Yes. The analysis and conclusions in the Service Delivery and Performance Commission (SDPC) report are evidence based and as the initiative progresses, the recommendations are proving to be sound. The SDPC’s work drew upon:
- a comprehensive body of research and analysis of the sector’s procurement practices and performance by the SDPC Review team
- a broad spectrum of academic and commercial research from Australia and overseas
- an independent assessment by AT Kearney of procurement performance for 25 common areas of expenditure in the Queensland public sector, covering both supplies and services ($2.6 billion) and capital ($3.4 billion)
What formal reporting occurs in relation to the implementation of the recommendations?
The Implementation Office is required to report on progress to Cabinet, through the Procurement Board of Management, every 6 months commencing from 31 December 2007.
The Implementation Office also reports progress on a monthly basis to the Minister for Public Works, Housing and Information and Communication Technology.
Whilst the SDPC report makes reference to the benefits that can be achieved, has any work been carried out to determine the costs associated with implementation of the recommendations?
The Implementation Office will be preparing a submission to CBRC on the estimated costs of implementation in early-mid 2008.
Who is involved in the review of the CPP guide and template?
Initial research and development has been done by the Implementation Office and the QGCPO. This work is being supported by a reference group with representation from Agencies, Shared Service Providers and Government Owned Corporations.
When is the revised CPP guide and template being released?
Workshops are being scheduled for mid-late February 2008.
Last updated 8 January 2008