Table : Number and estimated potential value of SEPCs approved in 2013–14 Dept Total number Total estimated value Contract term (yrs) Option to extend (yrs) Tender type Type of Number of at 30 June 2014 Environment and Primary Industries 5 $2.9M Panel of assurance reviews 3 2x1 Public tender Closed 7 $3.9M Cutting equipment 3 2x1 Public tender Closed 1 $5.5M Panel for pest and weed control 1.8 3x1 Public tender Closed 78 $7.5M Panel of communications engineering support services 3 2x1 Public tender Closed 16 $9.9M Fire retardant 3.3 1 Closed 1 Health 4 $0.4M Hepatitis B vaccine 3 0 Public tender Closed 1 $2.5M Storage, management and distribution of publications and materials 3 2 Public tender Closed 1 $2.9M Adsorbed diphtheria and tetanus vaccine 5 0 Closed 1 $8.0M Language services 3 2 Public tender Closed 1 Human Services 5 $0.1M Managing safe workplaces training 2 0 RFQ Closed 1 $0.5M Fire safety induction program 3 2 Public tender Closed 1 $1.0M Graduate courses in family practice 2.3 0 Closed 1 $1.5M Internal services 3 0 Public tender Closed 1 $12.5M Language services 3 2 Public tender Closed 1 Victoria Police 15 $0.5M Cold weather pullovers 3 2x1 Public tender Closed 1 $0.5M Coveralls 3 2x1 Public tender Closed 1 $0.7M Maintenance and support of digital evidence capture (DEC) interview recording equipment 3 2x1 Public tender Closed 1 $0.8M Uniform dress shoes 3 2x1 Public tender Closed 1 $0.9M Transportation and auctioneer services 3 2x1 Public tender Closed 2 $0.9M Uniform caps and hats 3 2x1 Public tender Closed 1
Victoria Police 1 Regional car wash service complained that contract had been terminated due to one of the supplier's employees having a criminal record. The employee concerned had their employment terminated by the supplier but the contract was not re-instated. Gathered data from the supplier and the police business unit that managed the contract and subsequent procurement process. Investigation of the compliant found sufficient and appropriate grounds to terminate the contract due to an unacceptable level of risk. Investigation of the subsequent procurement process to establish a replacement service found that the decision to appoint a new provider was clearly based on value for money. Investigation findings were communicated to the complainant. No further action required. Resolved— action taken Total 3
Transition status Scheduled to submit transition plan in September 2014 Accreditation level Tier 2 In 2013–14 the Department of Transport, Planning and Local Infrastructure (DTPLI) continued to prepare for transition and will submit their transition plan to the VGPB in September 2014. DTPLI integrated the procurement functions from four departments following MOG changes in April 2013. This included various change management tasks such as updating procurement guides and templates to ensure all staff follow the same procurement rules. The department had planned to implement the first stage of a capability development program but this has been deferred to align with transition later in 2014–15. Activities planned for 2014–15 include: preparing systems and guidance material ready for deployment to support transition; and implementing the stage of the capability development program including a communications campaign to get staff ready for the changes. Department of Treasury and Finance APU Chair Joe Bonnici, Financial Officer, Financial and Technology Services CPO Jane Olsen, Chief Procurement Officer, Procurement Resource Unit Transition status Transitioned on 1 July 2013 Accreditation level n/a The Department of Treasury and Finance (DTF) was the first department to transition on 1 July 2013. During the year, DTF completed a number of activities to fulfil its responsibilities under the new framework, such as establishing effective governance arrangements; implementing new streamlined processes supported by metrics for regular reporting and evaluation; coaching staff to help them understand how to use a complexity assessment in place of value thresholds; conducting a capability gap analysis and creating an action plan to address any gaps; implementing a supplier engagement framework for focused and strategic procurement quadrants; and setting up monthly, quarterly and annual reporting to ensure accurate, timely reporting to the IPU, CPO, accountable officer and VGPB. Activities planned for 2014–15 include: focusing on strategic capability building including planning and contract management, and evaluation and building capabilities in systems and processes; continuing to streamline processes including DTF’s intranet and reporting;