accreditation 091411

1. Baltimore County Public Schools
Focused on Quality, Committed to Excellence
Implementing a
Quality Management System (QMS)
Rick Gay, CPPO, RSBO
Purchasing Manager
ASBO International Annual Conference Seattle, WA
16-19 September 2011

2. Variables
September 16-19, 2011
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3. Why Credibility?
Credibility is the thing that makes people
respect you as an expert. It's the thing that
gives you an edge because it causes
people to seek you out for your
knowledge.
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4. And with credibility comes
authenticity
believability
genuineness
legitimacy
visibility
trust
Plausibility
reputation, and word of mouth.
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5. Benefits Of Creating Credibility For Yourself / Your Organization
Perception of Trust - Credibility creates an implied trust that decreases your need to work as hard to prove yourself. People trust you if you have credibility.
Knowledge Showcase - Credibility allows you to share useful and/or entertaining information about your area of specialization that draws added attention to you/your organization but is not confused with other media forms.
Implied Quality - Credibility carries with it an assumption of due diligence. For example, if Oprah recommends a book, do people bother to read other reviews or do they run out and buy the book? Deserved or not, Oprah's opinion carries some of the highest credibility in the world.
Increased Exposure - Credibility enables you to reach your constituents who fall beyond the reach of your
traditional marketing efforts.
Improved Recall & Recognition - Credibility reduces your audience's resistance to your media message.
Brighter Visibility - The more your credibility increases, the more likely people are to seek you out to suggest joint ventures and other opportunities.
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6. What is Accreditation and why is it important?
Accreditation is regarded as one of the key benchmarks for measuring the quality of an organization, and its services.
Preparing for accreditation will disclose your organizations strengths and weaknesses.
This process provides information for management to make decisions regarding operations, in order to improve effectiveness and efficiency of the organizations performance.
Organizational self-examination should result in better planning, implementation and further evaluation of all processes.
Accreditation standards provide the catalyst for organizational management strategy.
The on-site survey validates the application of those strategies and determines if your organization is actually performing according to the goals and objectives it has adopted in its system.
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7. Successful accreditation can reap many benefits for the organization.
Improved policies
More effective and efficient operations
Enhanced team awareness
Credibility with politicians, businesses, and citizens
Greater customer trust
Professional self-respect
Accreditation allows you to raise your standards of excellence and be a leader in your community.
Be ahead of the curve when it come to changes in FUTURE state regulations.
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8. Measuring effectiveness is more difficult and deals with questions such as:
Is the department working on the right things?
Is it emulating the behavior of procurement departments that are recognized as being excellent?
Is there an acknowledged standard of excellence?
Does its senior staff have the required skills?
Is there a plan for the function to increase its contribution to the agencys mission?
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9. Recognition Builds Credibility
In 1987, the US Congress created the national quality award, named in honor of the Secretary of Commerce, Malcolm Baldridge.
The Deming Prize, named in honor of W. Edwards Deming was created by Japan and is awarded to those firms that have achieved distinctive performance improvement through the application of total quality management principles (TQM).
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10. Seven Time Recipient of the National Purchasing Institute Achievement of Excellence in Procurement Award!
The Baltimore County Public Schools Office of
Purchasing has been awarded The National
Purchasing Institute's Achievement of
Excellence in Procurement award for the fifth
year in a row (2005 - 2011). The National
Purchasing Institute, the public sector affiliate of
the Institute for Supply Management (ISM),
exists to promote the achievement of excellence
in governmental and institutional
Procurement through education, certification,
professional development and networking of
their members and other professionals
associated with public sector procurement and
supply management. This prestigious award is
earned by those organizations that demonstrate
excellence in innovation, professionalism,
productivity, e-procurement, and leadership
attributes of the procurement organization.
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11. Achievement of Excellence in Procurement
The National Purchasing Institute in the U.S. has been leading the way in establishing criteria for excellence in public procurement. In 1995, they established a program designed to recognize organizational excellence. The Achievement of Excellence in Procurement is awarded annually and is earned by organizations that demonstrate excellence by obtaining a high score based on standardized criteria. The criteria are designed to measure innovation, professionalism, productivity, e-procurement and leadership attributes of the procurement organization.The award is sponsored by nine U.S.-based organizations dedicated to public procurement including the National Institute of Governmental Purchasing, National Association of State Procurement Officials and National Association of Educational Buyers.
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12. Does the organization
Publish an electronic how to do business document on its website.
Have a procurement ethics policy statement.
Publish an electronic procurement manual for internal use.
Maintain a continuous improvement program comprised of:
Formal procurement customer surveys of internal and external customers;
formal internal customer training and formal vendor training within the past year;
Performance measures specific to procurement function.
Have a centralized procurement authority based in law.
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Utilize a comprehensive procurement card (pCard) system and a formal
procurement card program audit or review.
Use term (annual or requirements) contracts for at least 25 percent of total dollar commodity and services purchases.
Require professional certification of chief procurement officer and at least 65 percent of professional staff.
Require university or college education of chief procurement officer and at least 65 percent of the professional staff.
Have a procurement staff professional development program.
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Have a professional staff member with a leadership position in a
purchasing association.
Participate at national, state or regional conferences or seminars as a
presenter or panel member on a public procurement topic or author a
published article on the topic.
Have a statute or ordinance that allows for best value procurements for the Agency.
Follow environmental purchasing through a formal policy and publication of performance report on environmental purchasing.
Lead in a cooperative purchasing contract.
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Place the procurement function at a high level in the organizational structure to ensure sufficient authority and independence to foster the goals and objectives of the procurement function. Having the procurement function report to the finance department is not acceptable; procurement must be at least on the same organizational level as finance.
Have internal procurement automation.
Utilize electronic commerce (electronic transmission of data with the business community):
Internet home page with link to purchasing activities;
online electronic vendor registration;
posting and distribution of solicitations;
system email notification of formal solicitation to prospective registered bidders;
acceptance of online interactive request for quotation (RFQ) process;
acceptance of formal bids and proposals via the Internet;
posting of IFB tabulations and award documentation on website;
electronic purchase order to vendor;
Internet auction system to dispose of surplus materials.
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Have a procurement code, directive or policy to allow the chief
procurement official to solicit and award competitively bid contracts for goods and non-professional (non A/E) services in an unlimited dollar amount, without agency governing body (e.g. mayor and council, board of supervisors, school board, etc.) approval for specific contract award (source selection). This criterion covers those procurements that have competitive specifications, multiple sources and formal bidding processes.
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17. BCPS Office of Purchasing Performance Measures
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18. September 16-19, 2011
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Number of Purchase Orders Processed Each Fiscal YearFY 2000 FY 2011
19. Bids vs. Bid Protests FY 2002 FY 2011
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20. Vendor Bid Protests vs. Vendor Appeals of Agent DecisionFY 2002 FY 2011
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21. Dedicated Professionals committed to Excellence yield Qualitative ResultsFY 2001 FY 2009

As of FY 2011 Purchasing has Processed 2,761 bids valued at $2.9 Billion

22. 56 of the Agents recommendation for award have been appealed bybidders. These bid protests represent 2.1% of total bids solicited. 23. Of the 56 Appeals, 39 (69.6%) of the Agents decisions have been appealed to the Purchasing Manager. 24. Of the 39 appeals to the Purchasing Manager, only 7 (17.9%) appeals of an Agents decision has been overturned. 25. Of the 39 Appeals to the Purchasing Manager, as of FY 2011 only 5 (12.8%) of his decisions have been appealed to the CFO and the Executive Director of Physical Facilities. 26. All appeals except one (1) to the CFO and the Executive Director of Physical Facilities of the Purchasing Managers decisions have been sustained 27. No award has been appealed to the Board of Education of Baltimore County since 2001September 16-19, 2011
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28. September 16-19, 2011
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Projected Savings from the Number of Purchase Orders Processed Each Fiscal YearFY 2000 FY 2010
29. Comparison of POs vs. ePOsProcessed Each Fiscal YearFY 2000 FY 2010
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30. Total Number of BCPS Procurement Card Transactions Per YearFY 97 FY 10
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31. Total Dollar Amount Spent With BCPS Procurement Cards Per Year FY 97 FY 11
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32. September 16-19, 2011
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On-Line Orders Summary ReportTotal Dollar Value of Orders Per YearFY 00 FY 10
33. September 16-19, 2011
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On-Line Orders Summary ReportNumber of Orders Per YearFY 00 FY 10
34. September 16-19, 2011
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Cost Reduction Per Transaction
The average administrative cost of procuring and paying for a good or service via the traditional purchase-order based process is reported by respondents to be about $89, while the average cost associated with their purchasing card transactions is estimated to be about $22 a net savings attributable to purchasing card use of over $67 per transaction. (Based on the 2005 Palmer Study)
35. Ordering Cycle By MonthFY 2000 FY 2009
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36. eProcurement Ordering Cycle By MonthFY 2000 FY 2009
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37. Number of Purchase Orders Processed Per YearFY 00 FY 10
FY 2000
FY 2010
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38. 32
FY2010 Operating, Grants, Capital, and Food Services Expenditures
39. NIGP Outstanding Agency Accreditation Achievement Award
The Outstanding Agency Accreditation Achievement
Award recognizes those agencies that lead the public
procurement profession. Accreditation certification is
valid for three years.
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40. NIGP Outstanding Agency AccreditationAchievement Award
The Baltimore County Public Schools
Office of Purchasing is a recipient of
The Outstanding Agency
Accreditation Achievement Award
from the National Institute of
Governmental Purchasing (NIGP),
which recognizes our Purchasing Office
as a leader in the public procurement
profession.
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41. Outstanding Agency Accreditation in Achievement Award
Similar to individual certification, NIGP Agency Accreditation reflects an entity's achievement of professional competency and earns the immediate respect of all who interact with the procurement department.
Agencies achieving OA4 Award have a long-term impact on agency credibility, recognition and improved bond ratings.
The OA4 recognizes agencies that lead the public procurement profession through the implementation of best practices.
The accreditation demonstrates excellence in procurement through the accomplishment of rigorous standards and best practices.
The program is founded on a self-evaluation process using the NIGP Agency Accreditation Criteria Form, which requires substantial documentation to demonstrate best practices used by the entity.
Agencies meeting the minimum requirements are OA4-accredited for three years.
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42. Pareto Award
The Pareto award was named after the founder of the 80/20 rule,and is
the most prestigious and highest award of agency achievement in our
profession. Pareto may be earned only by agencies that have achieved
OA4 accreditation and successfully completed a prescribed peer review
process. The Pareto Award is not easily earned due to the rigors inherent
to the review process. It is the intent of the Pareto Award to honor and
recognize those public procurement operations that really are best in
class.
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43. Vilfredo Federico Damaso Pareto (15 July 1848 19 August 1923)
Pareto, was an Italian engineer, sociologist,
economist, and philosopher. He made several
important contributions to economics,
particularly in the study of income distribution
and in the analysis of individuals' choices. His
lifes work holds a direct relationship with
public procurement professionals of today.
He derived many economic theorems used
today, including the 80/20 rule - the law of the
trivial many and the critical few. He was the
first to discover that income follows a certain
distribution.
The Pareto principal was named after him and
built on His observations that 80% of the land
in Italy was owned by 20% of the population.
He also introduced the concept of Pareto
efficiency and helped develop the field of
microeconomics.
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44. The Malcolm Baldridge National Quality Award
The Malcolm Baldridge National Quality Award is an annual award used to recognize companies for business excellence and quality achievement. "The Award promotes awareness of quality as a vital competitive element; understanding of quality: and excellence requirements, and sharing of quality strategies and benefits from their implementation"
The Baldridge Award has become the U.S. standard of excellence for total quality management. Baldridge winners deliver goods and services that are competitive with the best in the world. They attain this status by successfully applying TOM principles to every aspect of their business.
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45. The following essentials for total quality are embodied in the Baldridge criteria:
Customers define quality.
Senior corporate leadership must create clear quality values and build them into company operations.
Excellent quality evolves from well-designed and well-executed systems and processes.
Continuous improvement must be integrated into the management of all systems and processes.
Companies must develop goals and strategic and operational plans to achieve quality leadership.
Shortened response time for all operations and processes must be part of quality improvement efforts.
Operations and decisions of the company must be based on facts.
All Employees must be appropriately trained, developed, and involved in quality improvement activities.
Design quality and error prevention must be key elements of quality systems.
Companies must communicate quality requirements to suppliers and work to elevate their performance.
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46. ISO 9001/2008
ISO 9001 is, a generic standard, applicable to any industry and to any type of organizationwhether the organization is a business, nonprofit or government agency.
ISO 9001 is based on a systematic, process-driven approach and strives to control and improve results in all types of organizations.
ISO 9001 doesnt ensure product quality. However, it does provide a systematic quality management framework, and it is grounded in eight principles that are common to effective quality approaches:
Customer focus.
Leadership.
Involvement of people.
Process approach.
System approach to management.
Continual improvement.
Factual approach to decision making.
Mutually beneficial supplier relationships.
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47. ISO 9001 benefits
Many perceived ISO 9001 failures can be attributed to organizations that adopt the standard with a focus on marketability rather than on achieving quality, and to poor implementation of the resulting quality systems.
The keys to successful ISO 9001 execution are strategies that are common to other effective quality approaches.
The foremost requirement is strong and sustained leadership commitment.
Any organization achieving certification will need to make continuous quality investments in employee training, process review and refinement, and in frequent and meaningful customer evaluation and feedback.
Its essential to engage workers at every level, with more than pro forma ISO 9001 training.
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48. ISO 9001 benefits
Companies that make effective use of ISO often cite improved quality in deliverables, reduced cost of production and shorter cycle times thanks to improved processes and higher efficiency.
The benefits are similar whether the organization is focused on products or services.
For service providers, this means improved employee morale, greater productivity and increased quality of service.
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49. ISO Model Chosen for BCPS Quality Management System Implementation
International Organization for Standardization
ISO 9001:2008 Standards
most widely accepted and implemented
quality standard in the world.Implemented by over a million organizations in almost 200 countries.
organizational certifications provided by independent, outside auditing organizations (Registrars)
defines generic requirements for a QMS to manage and control processes (activities)
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50. Quality Management System Scope
QualityManagement means an organization:
a) demonstrates its ability to consistently provide products or services that meet customer and applicable regulatory requirements, and
b) aims to enhance customer satisfaction through the effective application of the QMS and continual improvement of the system.
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51. Customer Focus: Who Is Our Customer?
Clause 5.2 Top management shall ensure that customer requirements are determined and are met with the aim of enhancing customer satisfaction.

Can be an internal or external customer

52. Can be used to address concerns of other system stakeholdersIn BCPS, the focus of all central office work is on providing
services to support the principals as the customer.
Using the BCPS superintendents Service Model approach
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53. What Is Our Product?
The central office products and services provided to principals to support them in meeting the districts mission and their customer requirements.
Current BCPS QMS scope limited to services in:
Curriculum and Instruction Development/Assessment
Purchasing
Technology Development, Implementation & Support
Human Resources School-based Employee Recruitment, Hiring, Appraisals, Discipline, and Position Allocations
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54. BCPS Service Model
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55. Eight (8) Quality Management Principles:
A customer focused organization
Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements, and strive to exceed customer expectations.
Leadership
Leaders establish unity of purpose and set the direction of the organization. They should create and maintain an environment in which employees can become fully involved in achieving the organization's objectives.
Involvement of people
Employees at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organizations benefit.
A process based approach
A desired result is achieved more efficiently and effectively when resources and activities are managed as a process.
System approach to management
Identifying, understanding, and managing a system of interrelated processes for a given objective yields maximum value for the organization.
Continual improvement
Continual improvement should be a permanent objective of the organization.
A factual approach to decision making
Effective decisions are based on the logical analysis of data and information.
Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.
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56. Overall Requirements for the System
Establish a quality management system: develop it, implement it, and improve it
Document the quality management system:
Have a quality manual the system framework
Create documents including a quality policy, core processes, objectives, procedures, and records
Control documents - Ensure that right documents are being used at the right time by the right people.
Create and maintain records of the system - Identify records and keep them as evidence of performance and conformity with standards.
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57. Upper Management Commitment
Demonstrate commitment to the quality management system
Communicate the importance of quality
Establish measurable target objectives for your products/services.
Plan and do reviews of the system.
Satisfy your customers and meet their needs and requirements.
Make available adequate resources.
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58. Responsibility, Authority, and Communication
Identify who has what responsibility and authority.
Make sure everyone knows their duties and roles.
Appoint a manager as focal point for the quality system.
Have effective means of communicating internally and keep everyone informed of system effectiveness.
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59. Resource Management
Identify and provide the resources needed to implement, maintain, and improve the system, and enhance customer satisfaction.
Decide what competencies are required for personnel and ensure everyone working in the system is competent.
Train and evaluate personnel and recognize their contributions.
Provide adequate facilities, equipment, and support services for product/service conformity.
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60. Requirements for Products or Services
Plan and develop processes for product/service realization.
Define customer, regulatory, and system requirements.
Talk to customers about products/services and complaints.
Special requirements for the design and development of products for customers.
Control any purchasing of goods, materials or services that affects product/service conformity; 'purchasing' includes outsourcing and subcontracting.
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61. Measurement, Analysis, and Improvement
Plan, measure, analyze, evaluate, and improve processes.
Ask customers what they think about your products/services.
See if processes are achieving planned results.
Collect and analyze data to demonstrate effectiveness and identify opportunities forimprovements.
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62. Continual Improvement
Improve your system!
Have a systematic approach to fixing nonconformity and stop it from recurring.
Have a systematic approach to prevent potential nonconformity from happening.
Implement and maintain documented procedures required by the standards.
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63. Continuous Process Improvement
Performance advantage through improved organizational capabilities
Alignment of improvement activities at all levels to the Department of Fiscal Services (Fiscal Services) strategic planning
Flexibility to react quickly to opportunities
Identification of non-conformities with the quality system, product, or services delivered to Fiscal Services customers
Handling customer complaints
Identification of root cause, actions taken to prevent re-occurrences; record results for corrective and preventative actions
Implementing the action and following up to determine effectiveness of the action
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64. Corrective and Preventative Action Processes
Processes for employees to provide input into how Purchasing can improve our level of service to our customers

Any BCPS employee can submit a Corrective Action Request (CAR) form or a Preventative Action Request (PAR) form to identify existing or potential problems

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65. Corrective and Preventative Action Processes (Cont.)
A Corrective Action Request (CAR)Form is used to facilitate employee reporting of existing problems
The Corrective Action Request (CAR) Form should not used as a personal grievance mechanism
A Preventive Action Request (PAR) Form is used to recommend preventing a non-conformity from happening again

Reference: Corrective Action Form

66. Reference: Preventative Action Form 58
67. Continuous Process Improvement
Performance advantage through improved organizational capabilities
Alignment of improvement activities at all levels to Purchasing strategic intent
Flexibility to react quickly to opportunities
Identification of non-conformities within the quality system, product, or services delivered to Purchasing customers
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68. Continuous Process Improvement (Cont.)
Handling customer complaints
Identification of root cause, actions taken to prevent re-occurrences; record results for Corrective and Preventative actions
Implementing the action and following up to determine effectiveness of the action
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69. Support & Improvement Procedures
Document Control Process
Record Control Process
Control of Nonconforming Products Process
QMS Audit Process
Corrective Action Process
Preventive Action Process
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Level 1:
Quality Manual
Level 2:
Process Documents
Level 3:
Manuals, Handbooks, Guides, Procedures, Protocols, Work Instructions, etc.
Level 4:
Forms and Templates
Level 5:
Records
(Completed Forms, Reports, Minutes, etc.)
Records Management and
Control Process

What are process records?

71. Records are maintained to provide evidence that required quality activities are performed as identified in the Quality Manual and/or Level 2 Process Documents 72. It is the responsibility of each process owner to ensure that the required quality records are created and maintained in accordance with a specific methodology 73. Records are required to be legible, readily identifiable, and appropriately retrievableSeptember 16-19, 2011
74. Support & Improvement Procedures QMS Internal Audits
QMS Audit Process (Internal)
Are you doing what you say you are doing?
Trained QMS auditors from existing personnel
Performed on a scheduled basis throughout the year
Department/process audits
QMS System audits
Evidence of compliance with ISO Standard requirements, your own QMS requirements, customer requirements
Process specific questions written procedure, where, how, records, customer requirements/feedback
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75. Support & Improvement Processes QMS Registration Audits
External QMS Audits (by a contracted, certifying company)
Registration/certification Audit to verify that the organization has a quality management system in place that conforms with the stated requirements of ISO 9001:2008.
Audit goal is to document with objective evidence the system's effectiveness and tell you whats wrong with the system, but not to recommend solutions to problems.
Identified nonconformities simply must be fixed.
Surveillance Audits (twice/year) only on selected parts of the QMS.
Re-registration Audit every three years.
Provides motivation to meet and maintain ISO standards!
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76. Support & Improvement Processes - Corrective and Preventive Action
Processes for employees to provide input on
how the level of services can be improved.
The Quality Management System (QMS) helps address obstacles to quality performance by focusing attention on them.Inefficiency and ineffectiveness of central office department services are confronted and solutions are implemented.Any employee can help with this process by submitting a Corrective Action Request (CAR) form or a Preventive Action Request (PAR) form to identify existing or potential problems.

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77. Internal and External Process Audits
What is process auditing?
What are the two types of process audits?

Internal BCPS trained staff performing internal audits

78. External Non-BCPS staff performing certification auditsWhat is your input into a process audit?
Why is process auditing so important to the Fiscal Services?

Provide system-wide proof that we are doing what we say we are doing; compliance and achievement of certification

79. Provide compliance and achievement of the Standard for certification66
80. What Is An Internal ISO Audit
Performed by BCPS staff that have been specifically trained called internal auditors
Continuous effort that is performed throughout the year on a schedule
Questionnaire based assessment that asks managers and staff about their operational and ISO process documentation
Seeks to find areas of improvement within an approved process, procedure, or detailed work instruction only
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81. What Should You Know For A Process Audit?
When approached be able to discuss:

BCPS Quality Policy (Blueprint for Progress)

82. BCPS Quality Manual and Quality Management System 83. Purchasing One Process Documents 84. You, as an employee will contribute to making the Purchasing process true via discussing how you use these processes and by showing supporting documentation 85. You may re-direct the auditor to your manager if there are questions asked that you arent sure how to answer 68
86. What Should You Know For A Process Audit? (Cont.)
Able to discuss your awareness and use of the following:

Document Control Process

87. Records Control Process 88. Control of Non-Conforming Products Process 89. Corrective and Preventative Action Processes 90. Management Review Process69
91. ISO 9001 in a Nutshell
Say what you do
Do what you say
Monitor and Measure
Prove it by providing evidence consistent with the standards
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92. QMS Standards and their Benefits
ISO 9001:2008 Registration demands the active commitment and participation of all managers and employees.
Staff must be able to explain all of the activities, actions, and approval requirements specific to their respective QMS process responsibilities and must be able to provide evidence (documents and/or records) that their duties in the process have been effectively implemented and are being performed consistent with quality standards.
Successful registration will not only allow the organization to gain national and international recognition for developing a quality system but the ongoing external audit process will also ensure the continuing commitment and discipline needed to improve the systems effectiveness in the future.
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93. Fiscal Services ISO 9001:2008Primary Objective
Objectives for the Department of Fiscal Services (Fiscal Services)

Enhance Purchasing customer satisfaction by assuring conformity to customer requirements through the application of a Quality Management System (QMS) that:

94. Conform with ISO standards 95. Is based on a process approach 96. Is focused on continual improvement 97. Provides awareness for identified, documented, and implemented processes, procedures, and work instructions72
98. 73
Customer Focus: Who Is Our Customer?
The focus of all central office work is on providing services to support the principals as the customer.

Identified using the Customer Service Model approach

Hiring
Professional
Development
Fiscal Services
Department of Technology
Curriculum Development
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99. Quality Management System Structure
Level 1:Quality Manual
(What will be done)
Level 2:Process Documents
(How it happens)
Level 3: Plans, Procedures, Work Instructions
(How to do it)
Level 4: Forms and Templates
(How to do it)
Level 5: Records, Completed Forms, Reports
(What was done)
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100. 75
BCPS Quality Policy
The Blueprint for Progress establishes clear standards and expectations for the delivery of quality instruction and support services, individual commitment and accountability, and continuous improvement for the Baltimore County Public Schools. http://www.bcps.org/system/
In essence, the Blueprint for Progress document sets the quality standards for BCPS. Managements reference to the Blueprint for Progress in its quality policy communicates the significance of that document in leading BCPS toward improvement of its performance.

101. Fiscal Services Management Responsibility

Motivate, communicate, and obtain commitment from staff to meet goals and objectives

102. Participate in process audit reviews 103. Understands, plans, and corrects audit findings 104. Reviews and understands effectiveness of process management via the use of optimized processes 105. Audits are tools used to identify areas within your processes or procedures that need refinement 106. Conveys to team that process audits do not reflect negatively on employees 107. Provide guidance on QMS policies and procedures 108. Accept team recommendations to improve processes76
109. Fiscal Services Employee Responsibility
Understand and be able to communicate your job duties
Make recommendations for improvement to your manager
Document your work
Adhere to documented and approved processes and procedures
Encourage your teammates to follow the approved processes and procedures
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110. ISO Implementation Within BCPS
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111. Procurement of Goods and Services Process
School/office identifies need for good or service utilizing the appropriate method of procurement
School/office purchases items using a procurement card

Purchaser reconciles purchases through Pro-Cure

112. Purchaser reconciles purchases through catalog system 113. Prepare purchase order from requisition order 114. Approve and release purchase order 115. Send purchase order and contract, as appropriate, to vendor79
116. Procurement of Goods and Services Process (Cont.)
Schools/offices verify receipt of goods and services
Schools/offices provide feedback on vendor performance to Fiscal Services
Notify vendor of performance issues and remove vendor as necessary
Apply core business processes as applicable
Define and support improvement processes
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117. Procurement of Goods and Services Process
Schools/offices orders/purchases using a requisition order
Requisition order up to $24, 999

School/office attaches 1 to 3 quotes (where appropriate)

118. Prepare purchase order from requisition order 119. Approve and release purchase orderApply core business processes
Define and support process improvements
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Requisition order $25,000 or more
Publish/advertise solicitations and evaluate contracts available from other government agencies
Evaluate potential vendors (with committees as appropriate)
Evaluate MBE/SBE participation
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Board approval of contract
Prepare purchase order from requisition order
Approve and release purchase order
Send purchase order and contract, as appropriate, to vendor
Schools/offices verify receipt of goods and services
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122. Procurement of Goods and Services Process: (Cont.)

Send purchase order and contract, as appropriate, to vendor

123. Schools/offices verify receipt of goods and services 124. Schools/offices provide feedback on vendor performance to Fiscal Services 125. Notify vendor of performance issues and remove vendor as necessary 126. Apply core business processes 127. Define and support process improvements 128. Procurement process leads to an efficient payment process84
129. ISO A Simplified View

Say what you do

by documenting our system

Do what you say

by following our system

Prove it

by producing documented evidence
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accreditation 091411

Business

highest credibility

credibility increases

implied quality credibility

public procurement

procurement organization

procurement award

organizational excellence

standards of excellence