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I was late to class, but the professor allowed me to enter; however, she didn't mark my attendance. During the class, the professor taught about public agencies, and we had a small in-class assignment. Students worked in small groups to prepare a presentation about one of the public agencies in Canada and their purchasing needs.

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The class began by instructing on the BPS Procurement Directive which ensures accountability,transperency and efficiency in the acquisition of the goods and service by BPS organizations in Ontario. This directive aligns with trade agreements to promote economic growth and competitiveness

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I had reviewed module 4 slides and read But it was only a $1,000 job! case .Risk management is vital for organizational health and financial stability. Understanding and effectively managing risk can mitigate potential losses and ensure successful project outcomes.

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In module 5, I wasn't able to attend the class. So, I read the chapter 2 and reviewed module 5 slides. Understanding the legal framework surrounding public procurement is crucial for ensuring fairness, transparency, and compliance with contractual obligations. Common law principles, the law of agency, and contract law guide procurement practices, with bid fairness and bidder's rights being paramount. Additionally, awareness of seminal legal cases provides insights into legal precedents and best practices.

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In module 6, I read chapter 4 and reviewed module 6 slides. I learned about Competitive Bidding and its types. After that i completed individual assignment and submitted.

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In module 8, I had read chapter Scope of work and specifications and reviewed the module slides and also i was working on my Silex project

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In the 9th module, I learned about the evaluation criteria and suppliers. The professor also told us about the specified evaluation criteria along with the examples to show the specific requirements. I did not submit a rough draft of the Silex project because I alone was to the project and i couldn't finish it. Also, i read the article Canadian bidders challenge technical criteria.

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I wasn't able to attend class this week, but i made sure to catch up by reading chapter 8, 3 ethical scenarios and reviewing the slides from Module 10.Additionally, I explored some webpages covering topics such as Types of cheating in the federal government and Investigating fraud and conflict of interest. i also watched videos on Ethical decision making, Conflict of interest and Corruption.

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Topics in Public Procurement and Management:

1. Introduction to Public Sector SCM/Procurement

2. Public Agencies and Cooperative Purchasing

3. Broader Public Sector Directive and Trade Agreements (SILEx Introduction)

4. Risk Management and Case Analysis Review

5. Public Procurement and the Law

6. Competitive Bidding

7. Midterm Case Analysis

8. Document Building – Specifications and Scopes of Work

9. Document Building – Evaluation Criteria

10. Ethics and Fraud

11. SILEx Project – working period

12. SILEx Project Presentations

13. Contract and Supplier Management

14. Catch-up and review

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Public Sector Revenue Sources:

1. Taxes:

Sales tax from purchases

Income tax

Business taxes

Fees for licenses

2. Transfers:

Transfers from the federal government

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Classroom Etiquette and Communication Guidelines:

In-class group work: Respectful and polite behavior, arrive on time.

Email communication: Polite and timely, within 24-48 hours during business hours.

Office Hours: By request, possibly over Zoom.

Clarification: Encouraged to ask for clarification promptly.

Device Usage: Phones to be put away unless needed for class activities.

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Module 2 Agenda:

1. Module 1 Review:

Recap of key concepts from Module 1.

2. Public Agencies:

Overview of different types of public agencies.

Examples: Municipal, Provincial, Federal Government, Healthcare, Education, Military/Security.

3. Cooperative Purchasing:

Definition and purpose.

Types: Piggybacked, Pooled, Consortium, Formal.

Benefits and Challenges.

4. In-class Presentations:

Groups of 4 present on a chosen Ontario public agency.

Presentation guidelines provided.

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Broader Public Sector Procurement

Overview: The Broader Public Sector (BPS) in Ontario encompasses organizations that receive funding from the government but operate independently. This includes hospitals, universities, colleges, and school boards.

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Broader Public Sector Accountability Act:

Establishes requirements for compensation, expenses, perquisites, business documents, and procurement.

Prohibits the use of public funds for consultant lobbyists.

Requires designated BPS organizations to report on expenses and publicly disclose information.

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Broader Public Sector Procurement Directive:

Sets out requirements for acquiring goods and services using public funds.

Promotes open, fair, and transparent processes.

Identifies responsibilities of BPS agencies throughout procurement stages.

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Principles of Procurement:

Accountability

Transparency

Value for money

Quality service delivery

Process standardization

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Changes in 2024:

Centralization of procurement.

Obligations under the Building Ontario Business Initiatives.

Mandatory Requirements:

BPS agencies must incorporate 25 mandatory procurement requirements into their work.

Hospitals are required to report compliance.

Dollar thresholds ensure consistent sourcing rules.

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Exemptions:

Municipalities, local boards, long-term care facilities, and boards of health.

Funds provided from non-government sources.

Trade Agreements:

Canada has 15 trade agreements with over 40 countries.

Relevant agreements include the Canadian Free Trade Agreement and the Canada-European Union Comprehensive Economic and Trade Agreement.

Trade agreements regulate procurement practices, including reporting obligations, transparency, and bid dispute resolution.

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Module 4 Agenda and Risk Management Overview:

Review of Module 3 and SILEx

Risk Management

Case Analysis Review

Midterm Individual and Group Requirements

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Risk Management Overview:

Definition: Systematic approach to identifying and reducing exposure to loss.

Components of Risk: Potential harm and Probability of harm.

Options for Management: Avoiding, Transferring, Managing.

Avoiding Risk:

Strategic approach to prevent events from occurring.

Involves questioning and generating alternatives.

Could include not using certain suppliers or cancelling projects.

Transferring Risk:

Contractually shifting risk to another party.

Often using insurance and bonding.

Goal is to protect the agency financially.

Managing Risk:

Done when risk is manageable.

Involves effective project management.

Contracts with suppliers play a crucial role.

Corporate Risk Management:

Components: Leadership, Policies, Training, Staff Priority, Promotion, Contract Management.

Insurance Types: General Liability, Professional Liability, etc.

Bonding Types: Performance, Bid, etc.

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Module 5 Agenda and Legal Aspects of Public Procurement

Module 5 Agenda:

Review of Module 4

Public Procurement and the Law

Common Law

Law of Agency

Contract Law

The Queen vs. Ron Engineering

Contract A and B

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Risk Management Recap:

Risk Formula: Risk = Potential of Harm x Probability of Harm

Risk Management Techniques: Avoid, Transfer, Manage

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Legal Aspects of Public Procurement:

Common Law:

Based on judicial decisions and precedent.

No single legislation covers procurement.

Law of Agency:

Governs the relationship between parties.

Agent acts on behalf of the principal.

Duties of agent and principal defined.

Contract Law:

Requirements for a legally binding contract.

Case law examples: The Queen vs. Ron Engineering, Contract A and B.

Bidder's Rights:

Duty of full disclosure and fairness.

Requirements of an Invitation to bid.

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Module 6 - Competitive Bidding

Integrity in Public Procurement

Openness: Bids publicly posted

Fairness: Equal opportunity for all qualified bidders

Transparency: Processes handled transparently

Competitive Bidding

Formal process for requesting products/services

Ensures fair and transparent competition

Demonstrates integrity in procurement

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Types of Competitive Bidding Documents

1. Request for Information (RFI)

2. Request for Expression of Interest (REOI or RFEI)

3. Request for Prequalification (RFPQ)

4. Request for Quotations (RFQ)

5. Request for Tenders (RFT)

6. Request for Proposals (RFP)

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Non-Competitive Procurement

Sole sourcing

Single sourcing

P-card purchases

Unsolicited proposals

Negotiation

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Tools in Competitive Bidding

Closing time and date

Sealed submissions

Two-envelope system

Conflict of Interest Declaration

Qualifications (Pre-qualifications)

Agency reserved rights

Securities (surety or bid bond)

Disqualification

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General Competitive Bid Process

1. Requisition received

2. Specification/scope of work created

3. Competitive document created

4. Posted to public bidding platform

5. Possible site visit

6. Bidder question and answer period

7. RFx closes, bids received

8. Review responses

9. Award to lowest (for Quote/Tender) or successful proponent (for Proposal)

10. Debrief unsuccessful proponents

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Module 8 - Specifications

Strategic Sourcing

Identifying what the agency is buying: products, goods, capital equipment, services, consulting, subject matter experts, construction.

Requisitions

Formal requests indicating the need for a purchase.

Includes department information, budgets, employee contacts, timelines, and approval signatures.

Sent to Procurement to initiate the project.

Specifications

Describe physical/functional/performance characteristics of a good or service needed.

Communicate agency needs to the public.

Types include design, performance, brand names, industry standards, etc.

Design Specifications

Establish characteristics and manufacturing details.

May include engineering plans or blueprints.

Performance Specifications

Describe how goods/services should function.

Brand Name Specifications

Unique identifiers for products, may include "or equivalent" options.

Technical Specifications

Detailed and clear requirements for goods/products.

Scopes of Work

Describe needed services for projects.

Used when technical specifications are not firm.

Things to Consider

Users, suppliers, inventory, budget, costs, availability, technology, SOW.

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Module 9 - Evaluation Criteria

Qualified and Unqualified Suppliers

Qualified suppliers meet identified requirements.

Unqualified suppliers misrepresent information or cannot meet requirements.

Qualifying Bids

Suppliers can be disqualified for not meeting specified requirements.

Evaluation Criteria

Unique to each scope of work, determines award.

Proponents tailor responses accordingly.

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1.Components evaluated and scored by team.

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2.Categories weighted differently.

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3.Multi-stage project evaluation.

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Specific Requirements

Agencies specify what proponents must submit.

Mandatory requirements can result in disqualification.

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Evaluating Responses

Evaluation teams assess submissions.

Rule of thumb: 3-5 knowledgeable members.

No research on companies allowed.

Evaluation Meeting

Evaluation team discusses submissions.

Procurement facilitates conversation.

Scores collected, decision made if possible.

After the Evaluation Meeting

Additional information or negotiation may be needed.

Procurement issues contract and closes file.

Debriefs provided to interested proponents.

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Proposal Phases

1. Pre-proposal phase: Scope development, criteria establishment.

2. Open bid phase: Receive questions, issue addenda.

3. Post-close phase: Evaluation, interview, award, debrief.

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Canadian Bidders Challenge Technical Criteria

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Canadian Bidders Challenge Technical Criteria

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The article highlights two recent cases where Canadian stab successfully challenged the specialized evaluation criteria exercised by public institutions. In one case, the Immigration and Refugee Board reckoned on prejudiced evaluation criteria favoring special once experience, performing in a shot kick upheld by the Canadian International Trade Tribunal( Tribunal). The alternate case involved the Department of Public Works and Government Services issuing an RFP with restrictive specifications favoring a special dynamo project, leading to another prosperous shot kick. Both cases punctuate the significance of transparent and neutral criteria in the procurement process to shake illegal bidding procedures and implicit legit expostulations. The adding fierceness of stab and the expanding enforcement of shot kick mechanisms emphasize the want for public institutions to insure loveliness and translucency in their evaluation and award opinions.

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Chapter 8 - Ethics, Social Responsibility, and Sustainability

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Chapter 8 - Ethics, Social Responsibility, and Sustainability

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1. Ethics in Procurement:

Ethics guide fair and just behavior in procurement.

Challenges exist due to varying definitions of ethical behavior.

2. Types of Unethical Behavior:

Personal buying, financial conflicts, accepting supplier favors, sharp practices, and reciprocity.

3. Promoting Ethical Behavior:

Establishing a culture of integrity and zero tolerance for lapses.

Developing and enforcing codes of conduct and compliance programs.

4. Professional Ethics:

Supply chain organizations have codes of ethics.

Policies must be clear and linked to disciplinary actions.

5. Social Responsibility:

CSR contributes to social welfare and is vital for corporate reputation.

6. Sustainable Procurement:

Focuses on minimizing environmental impact and promoting social welfare.

Adopted by both public and private sectors for environmental conservation and attracting talent.

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Scenario 1:

The University of York has to choose between a good contractor (Bidder A) and a cheaper contractor (Bidder B) who have done bad things for the environment. They must consider quality, cost, ethical standards, and reputation when they make their decision.

Scenario 2:

Joy, a procurement officer at the City of Halifax, must deal with a conflict of interest when her friend Claudio asks for a landscaping contract. She must choose between treating her friend unfairly or being fair and honest when buying things.

Scenario 3:

As a new employee at London Health Sciences Centre, you need to decide whether to recommend MedGear, a company that sells cheap medical supplies but has bad habits. Things to think about include patient safety, supplier integrity, and ethical procurement practices.

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Ethics in Public Procurement:

Guided by principles of openness, fairness, and transparency.

Unethical behavior includes personal buying, accepting supplier favors, sharp practices, and reciprocity.

Codes of Ethics:

Ontario Broader Public Sector

Supply Chain Canada

Ontario Public Buyers Association

Conflict of Interest:

Personal benefit from official actions or decisions.

Key questions: Does it feel right? Could it negatively impact me or my organization? What would a reasonable person think?

Ethical Issues in Public Procurement:

Scandal, fraud, misuse of public funds, patronage, corruption, bribery, local preference, bid-rigging, collusion.

Implications of Unethical Behavior:

Public perception, trust, legal consequences.

Supporting Ethical Behavior:

Management leading by example.

Disciplinary action against unethical behavior.

Implementation of a code of conduct.

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 Types of cheating in federal government

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 Types of cheating in federal government

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Cheating in Government of Canada (GC) contracts can take many forms, often aimed at making money for businesses at the expense of taxpayers or benefiting government employees personally. Bid-rigging is when businesses work together secretly to get contracts. This can make things more expensive and less good. Businesses may work together to set prices, divide markets, or limit production, which can make it harder for consumers to choose. Contract performance fraud happens when suppliers overcharge for products or services, or use other deceptive practices after winning contracts. Government employees may use tricks like bribery or conflicts of interest to influence decisions. They may also accept gifts or favors to influence decisions. It's important to find and report suspicious things to keep government contracts honest and protect taxpayers' interests.

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Investigating fraud and conflict of interest

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Investigating fraud and conflict of interest

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The SIID department at Public Services and Procurement Canada (PSPC) investigates suspected fraud and conflicts of interest related to government contracts. The SIID team is made up of people who used to work for the RCMP and military police, as well as people who know about buying things and working for the government. They look into different things like cheating on bids and lying about how well they do their jobs. They gather information from many sources, write reports, and suggest ways to stop things from happening again. They might also ask the police to help. The Federal Contracting Fraud Tip Line lets members of the public report suspicious activity, which helps keep democratic institutions safe. SIID investigates to figure out why things happened and how to prevent them from happening again.

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We joyfully ended up our studies in supply chain management and the public sector, Reflection turns to our final assignment to mark the end of the semester. Looking back on each lesson, I went over each subject in detail right away, remembering the trip we took. We were lucky to have such an informed mentor for the entire semester in Professor Sarah Denomy. It has been a rewarding journey filled with growth and valuable lessons.

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In Module 13, I explored Contract and Supplier Management. Contracts are magical agreements needing key elements. Supplier Management ensures suppliers deliver as promised, using techniques like evaluations and debriefs. Despite challenges, good communication and transparency build relationships. Supplier Debriefs offer opportunities for improvement, upholding fairness and transparency. Armed with knowledge, we're ready for any procurement adventure. And also i read Managing Suppliers.

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In the world of procurement, managing suppliers is an adventure in contracts and evaluations. Once chosen, the journey begins to ensure they deliver as promised. we measure success through spells of evaluation, focusing on delivery, quality, cost, and improvement. Methods vary from informal feedback to formal weighted point evaluations, each with its pros and cons. The goal? Optimize the supply base, nurturing relationships while monitoring performance. And like any good adventure, be ready to act when needed, whether offering development or bidding farewell to underperformers. With these skills, you're equipped for the unpredictable terrain of supplier management.

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My first day of our class was on January 3rd and I was very excited to meet my Professor Sarah Denomy and my new semester friends .It was introductory phase, where the professor introduced herself and the course. She explained her career in public procurement and she was excited about the fact that she would teach it to us. She introduced Fanshawe Online page of the course to explain about the things to do this semester. We got to know about the FOL quizzes, SILEx project, public agency presentations, case analysis, and reflection which were about to happen in the following weeks. The professor also talked about the discussion and communication part of our fol. The class ended by saying what we should learn and do this semester to get better grades.

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This week was important for all of us as it was our presentation day. Before arriving in the class, I had submitted my presentation in the fol, and that day i was early to the class. Most of my classmates and i were dressed formally. The professor was seated at the end of the class, and everyone was very silent as each group began presenting their presentations. While most people presented as teams, I choose to do the presentation alone, and I gave it my best effort.

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In module 7, I attended the class to do Mid term Case Study. We submitted our individual case study, then formed group of 4 including my close friends Aswin and Shinose to collaborate on group case study. We reviewed our individual case study, made opinions, identified problems and made appropriate solutions. Our professor facilitated group discussions, ensuring each member contributed to the analysis. The class ended by each group submitting their case analysis. After the class, I was working on my silex research report.

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In module 11, I didn't attend class because I needed a peaceful atmosphere to focus on my Silex project. Since I was working alone in the group project, i decided to work on it at home where I could be comfortable and concentrate better.