Performance Report of Office of the City Administrator

The Office of the City Administrator presented a detailed program performance report outlining highlights, achievements, and initiatives undertaken in the fiscal year 2018/2019. The report covers key areas such as new term contracts processed, percentage of purchases made through term contracts, and professional service contracts. It reflects efforts to streamline city contracting processes, enhance services, and ensure transparency and accountability. The report also includes graphical representations of performance metrics over the years.

• Performance Report
• City Administrator
• Program Performance
• Contracting Services
• Transparency

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1. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Office of Contract Administration (OCA) Alaric Degrafinried, Director Alaric Degrafinried, Director August 22, 2019

2. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Agenda Program Performance Reporting Legislation Providing Excellent City Services Staffing/Succession Planning Recession Planning 2

3. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Program Performance: Overview FY 18/19 Highlights Backfilled Several Key OCA Leadership Positions Developed Tools that have and/or will Streamline City Contracting ServiceNow Waiver Portal Contract Checklists Tech Marketplace Process Improvements Launching an On-Line Prop Q Training Course Worked with the Controller s Office and launched a new City Bids & Opportunities webpage Continued partnering with the Controller s Office and CMD to facilitate greater accountability and transparency in City contracting OCA Performance Measurements Number of New Term Contracts Processed (p. 4) Percentage of all purchases made through term contracts (excluding PSCs) (p. 5) Number of Professional Service Contracts & Modifications Processed (p. 6) Number of Purchase Orders Processed (p. 7) 3

4. ----- OFFICE OF THE ----- CITY ADMINISTRATOR OCA Program Performance: New Term Contracts Processed 160 135* 140 120 100 80* 80 67 59 51 60 40 20 0 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Source: OCA Term Contract Log * Includes new Technology Marketplace Contracts There are currently 298 Active Terms Contracts FY18/19 Includes 60 New Technology Marketplace Contracts 4

5. ----- OFFICE OF THE ----- CITY ADMINISTRATOR OCA Program Performance: % of all purchases made through term contracts (excluding PSCs) Actual Target 70% 60% 60% 53% 53% 51% 50% 44% 40% 30% 20% 10% 0% FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Source: Performance Metrics Report 5

6. ----- OFFICE OF THE ----- CITY ADMINISTRATOR OCA Program Performance: Professional Service Contracts 950 950 1,000 859 900 814 759 800 700 600 500 400 300 200 100 0 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Source: OCA Professional Services Log OCA Expiring Term Contracts Report OCA processes approximately 800-900 Professional Service Contracts and Modifications annually and the implementation of our new checklists has streamlined the processing time 6

7. ----- OFFICE OF THE ----- CITY ADMINISTRATOR OCA Program Performance: Purchase Orders 4,500 4,194 4,000 3,520 3,373 3,211 3,500 3,000 2,500 1,921 2,000 1,500 1,000 500 0 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Source: Financial Reporting (EIS), Budget Preparation and Performance Measurement PeopleSoft Procurement Approval Workflow Dashboard FY 17/18 appears to be an anomaly (due to F$P role mapping issues) as the volume of POs processed annually appears to be returning to more traditional levels 7

8. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Reporting Developing a Process to Capture and Report all Chapter 21 Sole Source Waivers Working with the Controller s Office to Develop Departmental Procurement Dashboards and other Reporting Tools Continue Meeting with OCA Senior Managers to Develop New/Improved Internal Reporting Tools and other Key Performance Indicators

9. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Legislation Worked with the Sweatfree Procurement Advisory Group and revamped the evaluation process making it more meaningful (12U) Working with internal stakeholders to see how 12X can be clarified and will likely be issuing a clarification memo within the next several weeks Working with COIT and the Controller s Office in response to the recently enacted Surveillance Technology Ordinance (19B) Exploring the idea of working with the City Attorney to Amend several key provisions within Chapter 21 (including 21.30) 9

10. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Goals and Progress Provide Excellent City Services 1. Updating and re-organizing OCA s website 2. Paperless Purchasing (PeopleSoft) - Ongoing a. Revamped and made several key OCA forms available online b. Refining/Revising OCA s electronic filing system c. Continue purging documents that are stored at our off-site storage facility 3. Continue providing proactive services around City contracting a. Updating templates and external training materials b. Explore the idea of assisting in some Chapter 6-related contracts c. Expand the number of City departments that OCA is currently servicing (once the requisite staffing levels are in place) 10

11. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Goals and Progress (continued) Preparing for the Future 1. Staffing/Succession Planning a. No significant upcoming retirements but OCA will continue working to fill key positions across the team b. Continue restructuring the organization to include a mix of purchasers (195Xs) and analysts (182Xs) c. Improving consistency across the organization d. Building a greater sense of team/improving morale 2. Develop better internal training materials 3. Revisit how we staff/support the City s IT contracting needs 11

12. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Recession Planning The role of OCA becomes increasingly more important during an economic downturn: Increasing departmental awareness of strategic sourcing opportunities can partially address the fiscal pressures associated with a recession OCA will continue to explore opportunities to leverage state, regional, and federal contracts where appropriate If necessary, delay the backfill of non-workorder funded positions

13. ----- OFFICE OF THE ----- CITY ADMINISTRATOR Questions & Answers 13