Government of Canada Procurement Community Competencies
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Introduction
In this section
Purpose: why do we need new competencies?
This document is a comprehensive listing of the competencies that procurement practitioners need so that they can meet the requirements of today and in years to come. The related knowledge requirements and statements are included in the appendix.
This document will support a range of human resources activities:
- planning (succession planning, gap analysis)
- developing work descriptions
- assessing and selecting candidates
- writing performance objectives and assessments
- creating professional development plans
- recognizing employee contributions
Who should use this document?
- Corporate business planners: to verify departmental strengths and gaps and develop solutions to address the gaps
- Classification advisors: to develop standards, generic descriptions, and competency profiles (lists of competencies relevant to a position)
- Hiring managers: to identify the exact qualifications needed for vacant positions, then assess applicants and interview candidates based on those qualifications
- Procurement specialists and their supervisors: to clearly establish mandatory and optional learning needs, knowledge requirements and performance objectives
- Canada School of Public Service (CSPS): to ensure that the CSPS course curriculum meets current and future professional development and learning requirements
- Other government departments collaborating with TBS: to define professional development requirements and support related initiatives
- TBS, along with departmental community leads: to build career progression roadmaps to ensure a horizontal approach to community development
Ideally, all procurement specialists should have or should be acquiring all competencies related to the functions listed in this document to the highest possible proficiency level and be assessed against these competencies in the performance management cycle.
The document is one of many tools that help specialists in the Government of Canada’s Procurement Community improve their skills and abilities.
How did this document come into being?
In 2018, a collaborative effort spanning 2 years and involving more than 50 procurement experts from over 20 federal departments and agencies, as well as experts from different sectors such as industry, academia, unions, advisory boards, committees and other levels of government, resulted in the approval of the new Government of Canada Procurement Community competencies by the Comptroller General of the Treasury Board of Canada Secretariat. Those competencies replaced the following:
- Competencies of the Federal Government Procurement, Materiel Management and Real Property Community, published by the Canadian General Standards Board, 2005
- Federal Government Competency Suite for Procurement, published by the Treasury Board of Canada Secretariat, 2014
What’s new in this 2023 update?
- Procurement knowledge requirements and statements were enhanced.
- New behaviours that promote iterative and outcome-based approaches were incorporated into the competencies.
- Gender‑based analysis plus (GBA plus) was incorporated into the behavioural indicators.
- Behaviours were updated to align with the 2021 Directive on the Management of Procurement
Government of Canada competency framework
In this section
There are four categories of competencies.
No single category of competencies would enable an employee to perform well. They need to have a relevant and applicable combination of competencies from all four categories.
Each category of competencies has three levels of proficiency:
- Foundational proficiency: reflects reactive behaviours in entry level positions (that is, PG‑01, PG‑02)
- Intermediate proficiency: reflects proactive behaviours at the intermediate level positions (that is, PG‑03 and PG‑04)
- Advanced proficiency: reflects strategic behaviours at the advance level positions (that is, PG‑05, PG‑06)
The proficiency levels are meant to help an employee progress from the entry level to acting as a leader for peers and subordinates and a trusted advisor for business owners and senior management.
1. Core competencies
No matter what type of work they do in government, employees are expected to demonstrate certain core competencies. They are considered a prerequisite to the key leadership competencies and the procurement ‑specific competencies.
The core competencies relate to how employees interact with their colleagues and how they perform their work to achieve their objectives. Ethics are a vital element of the core competencies.
Core competencies are intended for federal public service employees who are subject to the Directive on Performance Management.
2. Key leadership competencies for supervisors, managers and executives
Executives, as well as managers and supervisors at all levels, are expected to demonstrate the key leadership competencies.
Under the Executive (EX) Group Qualification Standard, anyone in the EX group must demonstrate the key leadership competencies.
3. General competencies
Also called behavioural or intrapersonal competencies, general competencies support and enable every type of work.
Every employee should continuously strive to acquire and hone as many of these competencies as possible throughout their career.
For a list of competencies traditionally associated with successful on-the-job performance, go to the Competencies page on the Public Service Commission of Canada’s website.
4. Procurement-specific competencies
The following competencies were identified as being the most critical for being an effective and efficient procurement specialist. Many other skills may also be required.
These competencies were identified through extensive consultation with experts in government, the private sector, academia, and based on a review of numerous publications from other jurisdictions.
- Functional competencies
- apply to a particular employee group, such as procurement specialists
- represent the work to be undertaken
- reflect the skills and abilities needed to fulfill required job tasks, duties and responsibilities
- Technical competencies
- apply to specific jobs, not necessarily the entire procurement specialist group
- reflect the knowledge and skills needed for successful performance
Procurement Community competencies
Functional competencies for the Procurement Community
1: Assessment and planning
Assesses and plans for the procurement of goods, services or construction in support of projects, programs and operational requirements
Foundational proficiency
- Demonstrates a foundational, general ability to assess and plan for the procurement of goods, services or construction in accordance with applicable legislation, policies (including expected policy results) and procedures
- Demonstrates a foundational ability to begin engaging relevant internal and external parties to gather and assess information on the requirement more actively
- Works with relevant internal parties to review and refine the requirements in terms of volume, value and schedule
- Demonstrates a foundational understanding of risks and the ability to identify their impacts
Intermediate proficiency
- Demonstrates an intermediate ability to assess and plan for the procurement of goods, services and/or construction in accordance with applicable legislation, policies (including expected policy results) and procedures
- Demonstrates an intermediate ability to engage appropriate internal and external parties to gather and assess information on the requirement
- Considers diverse issues, needs and viewpoints of all parties required in planning acquisitions
- Develops strategies by examining intersectional and disaggregated data and trends, evaluating risks and impacts, and assessing priorities
- Works with the business owner in considering sustainable development, while defining requirements
- Encourages curiosity and varying viewpoints during strategic planning with cross-functional teams
Advanced proficiency
- Demonstrates an advanced ability to assess and plan for the procurement of goods, services and/or construction to achieve the best outcome for all Canadians, in accordance with applicable legislation, policies and procedures
- Demonstrates an advanced ability to engage appropriate and diverse groups of internal and external parties to develop strategic procurement solutions that align with government priorities
- Integrates complex aspects of requirements into plans, and implements appropriate activities and processes for highly sensitive situations
- Considers political, social, environmental and economic priorities, risks and issues, as well as their impacts
- Develops frameworks, mechanisms and strategies for solution-oriented and equitable approaches to address procurement requirements
- Leads, manages and communicates procurement strategies in support of sustainable development
- Identifies opportunities to work with cross-functional teams and with industry to shape and configure the procurement process
Behavioural indicators
Category of work 1: Assessment and refinement of requirements
Foundational proficiency
- Verifies that procurement requirements have been adequately defined, including the needs of end-users
- Identifies contract options
- Participates in vendor engagement activities
- Identifies, in collaboration with business owners, opportunities to apply outcome-based, collaborative and iterative approaches
- Analyzes information provided to identify sourcing approaches
- Raises any discrepancies or anomalies at the assessment stage to supervisor
Intermediate proficiency
- Works with relevant parties to obtain information to ensure that complex procurement requirements have been adequately defined
- Determines procurement strategies that reflect current technologies and best meet the needs of current and future operational and business owners
- Leads vendor engagement activities, considering the diversity of vendors
- Enables, in collaboration with business owners, the use of collaborative and outcome-based procurement methods (for example, “agile”)
- Aligns procurement strategies with funding availability
- Provides advice on improvements to statement of requirements and the documentation needed
Advanced proficiency
- Ensures consistency within the team to ensure that procurement strategies have been adequately defined and that they meet legal obligations, comply with policy objectives and achieve the expected results
- Works with diverse parties to align long-term procurement plans and strategies with other initiatives
- Leads multi-party engagement activities
- Leads the application of collaborative, iterative and outcome-based procurement concepts and principles (for example, government priorities and initiatives, financial strategies, departmental procurement priorities)
- Establishes departmental and/or government-wide category management strategies
- Provides advice on modifications to the departmental procurement policy framework
Category of work 2: Planning the acquisition
Foundational proficiency
- Obtains appropriate basic contractual and financial authorities
- Identifies standard sourcing methods that best meet current requirements
- Collaborates with other government departments on joint procurements, as appropriate
- Does a thorough review of all applicable documentation to verify clarity and completeness
- Clarifies the various roles and responsibilities with the business owner
- Establishes and communicates the estimated procurement timeline to the business owner
- Identifies potential basis of payment and methods of payment
- Understands conditions and use of collaborative, iterative and outcome-based procurement methods
Intermediate proficiency
- Works with business owners to ensure that all applicable project approvals have been obtained from central agencies
- Works with various subject-matter experts to research and assess requirements, considering market availability, feasibility, and marketplace trends
- Identifies opportunities to collaborate with other government departments on joint procurements, as appropriate
- Identifies opportunities to simplify the solicitation process
- Proactively identifies, and presents to the business owner, opportunities to include social and environmental benefits, in compliance with international trade agreements
- Intervenes early and effectively when it becomes clear that the proposed approach will not meet timelines or deliverables
- Develops innovative sourcing, evaluation and selection methodologies to meet procurement requirements
- Discusses with the business owner the pros and cons of key elements of the contracting process (for example, selection methodologies, basis of payment, sourcing method, and related clauses)
- Identifies opportunities to use collaborative, iterative and outcome-based methods when appropriate
Advanced proficiency
- Engages with required parties in the development of approval documentation for highly complex requirements
- Develops the appropriate processes for highly complex requirements that relate to unusual or volatile situations
- Promotes opportunities for collaboration with other government departments on joint procurements, as appropriate
- Collaborates with required parties on complex procurement initiatives, including complex changes to how the government delivers its services
- Establishes frameworks and tools for monitoring market conditions and various business owners’ various needs to effectively plan the acquisition
- Identifies opportunities to link procurement strategies to organizational priorities throughout the procurement process
- Applies collaborative, iterative and outcome-based methods when appropriate
2: Acquisition
Obtains goods, services and construction that ensure best value to the Crown and adhere to applicable legislation and policies
Foundational proficiency
- Demonstrates a foundational general ability to acquire goods, services and/or construction in accordance with applicable legislation, policies and procedures, ensuring the integrity of the procurement process and best value to the Crown
- Gathers and disseminates acquisition information in a thorough and inclusive manner using appropriate and efficient systems and methods
- Simplifies moderately complex ideas and clarifies unclear documentation as necessary
Intermediate proficiency
- Demonstrates an intermediate understanding of the acquisition plans and evaluation frameworks that are required to acquire goods, services and/or construction in adherence with applicable legislation, policies and procedures, while ensuring best value to the Crown
- Provides guidance and advice to others and ensures the integrity, accessibility and overall functionality of the solicitation, contractor verification and award processes
- Coordinates the bid evaluation process
- Identifies and monitors deficiencies, proposes appropriate and equitable solutions, and implements necessary procedural changes
- Identifies and promotes flexibility in procurement frameworks
- Promotes use of plain language in contract documents
Advanced proficiency
- Demonstrates an advanced ability to acquire complex goods, services and/or construction, and develop strategic acquisition alliances in line with applicable legislation, policies, and procedures, ensuring equitable access and best value to the Crown
- Collects, analyzes and reports disaggregated information to identify patterns and potential problem areas as well as ways to resolve them
- Identifies and manages risks and safeguards the quality and integrity of the acquisition process
- Initiates mechanisms to protect the integrity of the process and assists in its defense
- Identifies opportunities and works with relevant parties to reflect plain language and streamline contractual clauses
- Promotes collaborative, innovative, iterative and outcome-based procurement approaches when appropriate
Behavioural indicators
Category of work 1: Document preparation
Foundational proficiency
- Initiates and maintains an acquisition file in accordance with departmental process
- Drafts concise, coherent, clear and accurate procurement documents that include an analysis of considerations of both competitive and sole-source approaches
- Identifies the need to consult vendors in the development of contractual documentation to ensure clarity in all phases of the procurement
Intermediate proficiency
- Provides recommendations to business owners on the requirement definition, selection methodology, acceptance criteria and other elements of the procurement process
- Drafts high-quality procurement documentation that reflects the procurement strategy
- Ensures that vendors are consulted in the development of contract documentation to ensure clarity in all phases of the procurement
Advanced proficiency
- Assists in the drafting of complex approval documents, in collaboration with diverse parties
- Leads consultations with vendors and the development of complex contractual documentation to ensure clarity in all phases of the procurement
- Has a clear understanding of the flexibilities in policies and procedures
- Builds flexible and equitable procedural rules using iterative approaches
- Ensures that documentation is written in a manner conducive to continuous iteration throughout the process
Category of work 2: Solicitation
Foundational proficiency
- Solicits quotes or bids for low ‑complexity goods, services and/or construction, in accordance with organizational guidelines
- Respects the principles of openness, fairness and transparency in the solicitation process
- Verifies completeness of quotes or bids received
- Coordinates the receipt of quotes or bids
- Interacts with suppliers, business owners and other parties, as required, to ensure the integrity and accessibility of the overall procurement process
- Documents interactions with suppliers to ensure transparency in the solicitation process
Intermediate proficiency
- Executes and manages various methods of solicitation for the acquisition of medium- to high-complexity goods, services and/or construction, in accordance with organizational guidelines
- Gathers and analyzes information received during interactions with suppliers
- Considers the inclusion of sustainable development requirements in solicitations
Advanced proficiency
- Addresses complex issues that arise during the solicitation process
- Safeguards the quality and integrity of the solicitation process
- Considers insights from a diversity of vendors and adapts the processes and procedures to their needs
Category of work 3: Evaluation and selection
Foundational proficiency
- Conducts the bid validation and pre-screening process in accordance with the solicitation document
- Conducts bid evaluation resulting from solicited quotes in accordance with organizational guidelines
- Assembles complete and clear evaluation documents and distributes bid‑evaluation packages
- Documents the results of technical evaluation
- Validates all non-technical mandatory criteria
- Conducts financial evaluations, using simple selection methodologies
- Produces overall ranking of bids according to predetermined criteria
Intermediate proficiency
- Coordinates all phases of the bid evaluation process and engages a diversity of relevant parties as needed to evaluate technical and financial aspects
- Guides the evaluation team through the decision-making process
- Addresses issues related to the application or interpretation of the evaluation criteria
- Conducts financial evaluations using complex selection methodologies
- Conducts thorough analysis to check for potential errors, omissions or unethical practices, and to maintain the objectivity and the integrity of the process
Advanced proficiency
- Safeguards the quality and integrity of the evaluation and selection process
- Addresses complex issues that arise during the evaluation and selection process
- Implements innovative evaluation and/or selection methodologies to meet procurement requirements
Category of work 4: Contract award and bidder debrief
Foundational proficiency
- Communicates the results of the solicitation process to all bidders within appropriate timelines
- Prepares contract documentation based on the results of the evaluation and selection
Intermediate proficiency
- Integrates, when appropriate, complex elements of the winning proposal in the contract documentation
- Conducts bidder debriefs as required
Advanced proficiency
- Gathers and shares lessons learned with the team about innovations, issues and successes that arise during the acquisition process
- Safeguards the quality and integrity of the contract award and bidder debrief process
- Asks business owners for feedback on the acquisition process
3: Managing contracts and contract close-out
Ensures that contracts are administered in a manner that achieves the desired project or program outcomes in accordance with the agreed terms and conditions of the contract and applicable legislation and policies
Foundational proficiency
- Demonstrates an ability to manage low-complexity contracts for goods, services and/or construction, including conducting the vendor performance evaluation in accordance with associated legislation, policies and procedures
- Ensuring that the documentation of the vendor evaluation and selection process is retained during the close‑out phase in accordance with associated legislation, policies and procedures
- Monitors, documents, investigates and discusses contractor performance issues as they arise over the course of the contract
Intermediate proficiency
- Demonstrates an intermediate understanding of how to manage and close‑out moderately to highly complex contracts for goods, services and/or construction and close them out, as well as of required exemptions and exclusions
- Contributes to the continuous enhancement of current practices and procedures, including the integration of inclusive approaches
- Proposes and implements appropriate measures to address documented contractual issues
Advanced proficiency
- Demonstrates an advanced ability to manage exceptionally difficult and complex contracts for goods, services and/or construction, including closing them out
- Uses own expertise to guide others on the associated legislative, regulatory and policy frameworks
- Identifies opportunities to link organizational priorities throughout the procurement process
- Selects appropriate measures to address documented contractual issues and ensures that they are implemented
Behavioural indicators
Category of work 1: Financial obligations
Foundational proficiency
- Tracks expenditures in a thorough and timely manner using appropriate systems and resources
- Liaises with business owners and other relevant parties to ensure that they meet their financial obligations under the contract, including payments
- Identifies and addresses simple expenditure issues
Intermediate proficiency
- Provides advice to business owners and other relevant parties on complex or sensitive expenditure issues
- Monitors and manages contract cash flow to ensure ongoing adherence to applicable rules, regulations and standards
- Addresses contract over-expenditures
Advanced proficiency
- Addresses complex financial issues with business owners and other relevant parties
- Addresses procurement non-compliance to ensure the integrity of the process and to get the best results for the Crown
Category of work 2: File and information management
Foundational proficiency
- Documents the contract transaction process carefully and ensures accuracy of information and transparency
- Verifies that the procurement file contains all necessary documents and information, in accordance with government policies and departmental practices
- Protects information in accordance with government and department policies and practices
- Collects and publishes procurement data and disseminates information appropriately
Intermediate proficiency
- Ensures that processes for monitoring the accuracy, completeness and quality of contract files are adhered to, in accordance with government policies and departmental practices
- Addresses instances of non‑compliance with the rules and standards for managing sensitive information
- Complies with all applicable government reporting requirements
Advanced proficiency
- Establishes and improves processes and tools for managing files relating to procurement
- Monitors overall information management for procurement files
- Ensures and reports on compliance with all applicable government reporting requirements
Category of work 3: Contract amendments
Foundational proficiency
- Drafts and issues concise and accurate amendments
- Verifies proper justification and approvals of amendments
Intermediate proficiency
- Ensures that amendments comply with legislation, treaties and relevant policies and ensure best value
- Proactively identifies to the business owner factors that could require contract amendments
- Engages appropriate parties to issue contract amendments
Advanced proficiency
- Establishes an equitable approach to monitoring contract performance and identifying potential corrective actions to reduce the need for contract amendments
- Recommends and implements contract amendments to address exceptionally high-risk and highly complex issues
Category of work 4: Contract disputes
Foundational proficiency
- Acknowledges contract dispute issues and informs the appropriate government entities
- Researches and communicates relevant details about contract issues to the appropriate parties
Intermediate proficiency
- Monitors contract obligations and ensures that relevant internal parties are fulfilling their responsibilities in order to both reduce the risk of dispute and ensure that the Crown has a strong position if a dispute were to occur
- Addresses disputes fairly and in a timely manner, in the best interests of Canadians and in compliance with the terms and conditions of the contract
Advanced proficiency
- Implements an approach to ensuring that contract obligations are monitored and that issues that could lead to a dispute are escalated quickly
- Manages formal litigation by or against the Crown
Category of work 5: Vendor performance
Foundational proficiency
- Checks that contract deliverables are on track for completion or have been completed
- Takes appropriate action to address basic deficiencies in vendor performance
- After delivery, evaluates and documents, in collaboration with business owners, the contractor’s overall performance
Intermediate proficiency
- Collaborates with the business owner to regularly monitor and assess vendor performance, especially for service and construction contracts, and to communicate these assessments to the contractor quickly
- Collaborates with the business owner to take appropriate measures when deficiencies in vendor performance, or warning signs of deficiencies, are identified
Advanced proficiency
- Ensures that appropriate contractual performance measures are in place including monitoring of the vendor and the Crown’s obligations) are implemented equitably
- Addresses complex, sensitive issues and disputes relating to vendor performance and the Crown’s obligations
Category of work 6: Continuous improvement
Foundational proficiency
- Documents issues during contract execution
- Seeks opportunities to share lessons learned with various parties to add value to the procurement
- Participates in discussions with relevant parties about lessons learned, as required
Intermediate proficiency
- Promotes the sharing of lessons learned
- Identifies procurement strategies, industry trends and potential improvements that add value from lessons learned
- Addresses issues arising from trends and new policies
Advanced proficiency
- Identifies world-class best practices and shortfalls in departmental procurement activities
- Incorporates world-class practices and lessons learned to improve the procurement process
- Contributes input to organization-wide initiatives
Category of work 7: Contract close-out
Foundational proficiency
- Closes out contract files in accordance with established procedures
Intermediate proficiency
- Addresses issues that occur during contract close‑out
Advanced proficiency
- Develops and improves processes for contract close-out
Technical competencies for the Procurement Community
1: Negotiations
Ensures that differences are settled between parties in order to achieve results and gain mutual acceptance. Actively communicates, persuades, influences and explores positions and alternatives to ultimately obtain the best value, in accordance with policies and the legal framework, in the best interests of Canadians and the Government of Canada.
Foundational proficiency
- Understands the fundamentals of negotiation
- Gathers information from diverse internal parties to define the objectives, consider options and establish the desired outcomes of negotiations
- Executes negotiations with some guidance for low ‑complexity requirements
Intermediate proficiency
- Settles differences through negotiation
- Considers the parties’ diverse issues, needs and viewpoints and proposes structured negotiating strategies
- Engages others to achieve common goals
- Executes negotiations and achieves results, with little guidance, for the best interest of all Canadians and the Government of Canada
Advanced proficiency
- Uses the best alternative to a negotiated agreement if negotiations reach an impasse
- Considers complex aspects of all parties’ interests in negotiating best outcomes
- Considers political, social, environmental and economic opportunities, risks and issues, as well as their impacts on the outcome of negotiations
- Uses advanced negotiation strategies for complex and conflicting situations
Behavioural indicators
Foundational proficiency
- Gathers information from the business owner on relevant issues and desired results
- Communicates strategies before negotiations to achieve results
- Considers the motivations and concerns of the parties during negotiations
- Pays attention to differing viewpoints and promotes mutual understanding
- Communicates own point of view convincingly and expresses disagreement respectfully
- Continues to obtain best value under adverse conditions (for example, in the case of sole source and emergency procurements)
- Negotiates objectively, ethically and with professionalism
- Implements the agreement as negotiated
Intermediate proficiency
- Leverages knowledge and business acumen in developing negotiation strategies to achieve equitable results
- Negotiates skilfully in complex situations to settle differences in a respectful and mutually acceptable manner
- Uses knowledge of the market and commodities (goods and services) to influence and improve negotiation outcomes
- Resolves complex situations by addressing challenges openly and constructively and by encouraging the expression of differing views
- Recognizes the potential for conflict and identifies ways to help the parties involved work through issues, clarifying assumptions and expectations in a culturally competent manner
- Questions differing points of view expressed by others
- Uses flexibility in reaching agreements
- Ensures that the negotiated agreement is clear and well understood by all before closing the negotiations
- Identifies the best alternative to a negotiated agreement before conducting negotiations
Advanced proficiency
- Builds consensus and cooperation with others during negotiations
- Settles complex and difficult situations
- Proposes creative solutions that have optimal value for all parties
- Conducts complex negotiations openly and constructively, reaching successful agreements while maintaining positive working relationships
- Adopts more than one negotiating style (for example, competing, cooperative, avoiding, compromising, accommodating), depending on the parties involved and the context
- Ensures that all parties focus on long-term objectives
- Advises others on how to settle disagreements when negotiations reach an impasse
- Uses formal tools and templates to officially document and plan negotiation strategies
- Shares lessons learned and negotiation approaches used with the team
2: Project management
Ensures that the workforce has the ability to initiate, plan, execute, control, evaluate and close a series of activities, while addressing inherent risks, to achieve specific objectives and success criteria within a defined timeline.
Foundational proficiency
- Understands the project scope, schedule and budget, and how the procurement activities integrate into the project charter
- Aligns project timelines with procurement strategies, dependencies and milestones to develop an effective procurement plan
- Coordinates procurement for low-complexity projects to ensure that the procurement strategy is aligned with, and contributes effectively to the project outcomes
Intermediate proficiency
- Understands the relationships between project, scope, schedule, diverse parties, and budget and uses a range of management methods in complex projects
- Understands the planning, development and implementation of procurement plans in complex project charters
- Identifies risks and recommends procurement strategies to address them
- Anticipates project challenges and risks and negotiates effective outcomes when they arise
- Knows new project management methodologies (for example, “agile” and “scrum”)
- Integrates intersectional factors into various project management processes
- Ensures that pricing strategies are considered in procurement-planning and throughout the procurement life cycle
Advanced proficiency
- Has a thorough understanding of the different sources of funding for projects, the project approval cycle, pricing strategies, and the governance documentation
- Develops strategies that generate best overall value, flexibility and adaptability for the organization
- Supports and contributes to managing the organization’s challenges, including decision-making governance
- Develops and leads a collaborative and open project management culture that shares collective responsibilities and accountabilities
- Can work in an environment where there is complex, unexpected and significant ambiguity and still build and maintain partnerships and strategic alliances within organizations and with industry
- Adapts the procurement strategy to support new project management methodologies such as “agile “and “scrum”
- Remains resilient and mobilizes cross-functional teams to pivot when complex problems arise
- Engages with diverse cross-functional teams that will meet the needs of “agile” procurement, selecting appropriate subject-matter experts and assigning roles as required
Behavioural indicators
Foundational proficiency
- Creates procurement plans in support of the project charter
- Establishes the project scope and sets realistic outcomes and timelines
- Identifies key internal parties and their interdependencies
- Develops accurate project forecasts and adapts to changing conditions (for example, schedule, basis of payment, foreign exchange, on ramps and off ramps)
- Identifies basic risks to project delivery, specifically, financial risks, and identifies impacts across all cost elements (for example, schedule or inflation)
- Proposes alternatives for addressing project delivery risks and ensuring successful delivery
- Records expenditures in a records system and extracts reports efficiently
- Uses a work breakdown structure to establish project scope
- Contributes to cross-functional team activities
Intermediate proficiency
- Applies project management principles to complex projects
- Selects appropriate project management approaches considering business owner requirements (for example, “scrum” and “waterfall”)
- Works effectively with all members of multidisciplinary project teams
- Determines the human, financial, technical and material resources needed for procurement activities
- Briefs senior management on progress
- Makes recommendations to senior management
- Collaborates effectively with key internal and external parties
- Monitors impacts of project changes on the procurement activities (using, for example, project critical paths, analysis of the different parties involved, performance standards and indicators, and data collection methodology)
- Deals effectively with multi-party decision-making and conflict resolution in all aspect of project management
- Participates in diverse cross-functional teams that will meet the needs of the procurement, identifying appropriate subject-matter experts and assigning roles as required
Advanced proficiency
- Provides strategic advice to incorporate procurement activities into the overall project charter
- Develops and promotes awareness of iterative project management principles among cross-functional teams and industry representatives
- Uses knowledge of the market and commodities (products and services) to initiate projects and contribute to the overall project plan, based on procurement timelines
- Identifies risks, informed by intersectional factors, and recommends strategies for managing risks related to the project scope, schedule, cost, skills, and risks related to the relationship with the parties involved
- Identifies and analyzes environmental influences on projects (for example, political, social and economic)
- Facilitates technical discussions with cross-functional teams, dealing with complexity, simplifying, solving problems and remaining focused
- Assesses the life‑cycle costs associated with projects and recommends equitable solutions
- Builds and nurtures effective, diverse and collaborative networks and relationships with members of the project team and with external parties
- Shows flexibility and innovation while ensuring due diligence
- Analyzes, delivers and presents project budgets and financial forecasts to key parties
3: Risk management
Ensures the ability to assess and control risks to the achievement of results at all stages of the procurement process. Specifically, ensures evidence-based decisions for assuming, avoiding, transferring, mitigating, sharing or compensating elements of risks.
Foundational proficiency
- Demonstrates an understanding of risk management principles and can analyze and clearly explain to colleagues and other parties the risks and their impacts from a procurement perspective
- Can review simple contracts to ensure that risks are managed to ensure that results are achieved
- Differentiates between mandatory and discretionary terms and conditions to manage risks in low-complexity contracts
Intermediate proficiency
- Analyzes, develops and implements risk management approaches for complex procurements
- Contributes to the development of a holistic risk management framework and supports its consistent adoption n the organization
- Develops and implements risk management strategies that are consistent with the level of risk the organization is willing to tolerate
- Understands and adapts to risks and modifies approaches quickly in a diverse and changing environment
Advanced proficiency
- Demonstrates the ability to consider political, social, environmental and economic risks and issues, as well as their impacts on procurement activities and outcomes
- Takes responsibility for detecting and monitoring procurement-related risks, and for creating risk registers and other mechanisms for communicating and managing risks to better inform equitable decisions
- Considers both risks and opportunities to achieve results and ensure business continuity, sustainability, and reputation stability
- Applies lessons learned to processes
Behavioural indicators
Foundational proficiency
- Gathers information from established tools (for example, risk assessment matrices, checklists, gender-based analysis plus)
- Identifies and describes, early in the process, basic risks associated with the requirement and the procurement activities
- Helps monitor and manage risks for non-complex procurements
- Identifies common contractual risks for the supply of goods and services and/or construction and informs relevant parties of them
- Recommends fair and equitable corrective actions to support decision-making
Intermediate proficiency
- Identifies and reports risks (for example, conflict of interest, late delivery or confusing statement of work) associated with complex requirements and procurement activities
- Collaborates with diverse parties to create risk registers for complex requirements
- Analyzes preliminary risks in accordance with the Treasury Board Framework for the Management of Risk
- Proposes equitable solutions to address identified risks and maximize results
- Considers risk and benefit trade-off as a potential way of addressing an identified risk
- Works with diverse parties to periodically monitor identified risks during the procurement cycle
Advanced proficiency
- Assesses the sources of risks and how the risks are likely to impact the organization from a procurement perspective
- Evaluates the potential risks and benefits and, where feasible, seeks to maximize the benefits in the interest of all Canadians and the Government of Canada
- Takes a global approach to risk management by sharing lessons learned with diverse internal parties
- Consults with other jurisdictions and businesses to make sure risk management practices align with best practices used elsewhere
- Makes clear and concise recommendations to senior management on managing risks and benefits
- Understands and manages informed risks and new approaches to procurement, including intersectional considerations
4: Data analytics
Ensures the use of technology for drawing conclusions in support of strategic decision-making, procurement strategies, trends, supply chains, and risk management. Ensures a strong capability to provide strategic insights and improve results delivery.
Foundational proficiency
- Captures and gathers procurement data and uses technology to analyze disaggregated data in developing procurement strategies
- Provides guidance and advice to others to ensure optimal use of the procurement data available, considering disaggregated data when possible
- Understands the importance of the quality of the procurement data being safeguarded
Intermediate proficiency
- Uses technology to transform and model procurement data to identify trends and draw conclusions to develop effective, efficient and equitable procurement strategies
- Selects relevant, diverse data sources to help create procurement strategies and achieve optimum results
- Supports others in ensuring that procurement data being safeguarded is accurate
Advanced proficiency
- Combines data analytics with knowledge of market dynamics and government priorities to create procurement strategies that consider the perspectives of all parties involved
- Builds a wide and diverse network of colleagues and other parties to inform procurement-related decisions
- Provides leadership on the benefits of procurement data analytics across the team, including the benefits of using intersectional analysis
- Ensures that the team has sufficient resources to manage internal operations tracking systems
Behavioural indicators
Foundational proficiency
- Ensures that data are entered and safeguarded in the organization’s procurement systems to allow its recovery
- Uses the most relevant technology to gather contextual data from diverse internal and external sources and to propose solutions
- Makes the best use of the data sources available in their own area and identifies data gaps
- Ensures that business owners understand the data analysis being presented to them
- Builds trust with diverse parties through evidence-based recommendations
- Seeks assistance from others in executing data analytics and intersectional analysis
Intermediate proficiency
- Uses data analytics, including disaggregated data, in creating procurement plans and selecting the best method of supply to ensure the best value for the Government of Canada and all Canadians
- Selects analytical techniques and conducts analysis in a way that strengthens business owners’ trust in the evidence-based procurement strategies
- Uses lessons learned from their own work and that of others to change procurement processes and methods of supply, and to improve efficiency
- Presents and disseminates procurement data effectively (for example, using tables, charts, and graphs)
- Recognizes when the skills and expertise of others in data analytics are required and draws on them in a productive way
Advanced proficiency
- Promotes, across the team, the importance of using trusted and varied data sources
- Ensures that data analytics are applied and prioritized based on project requirements
- Leads and supports the team in using innovative techniques for analyzing new data sources, including intersectional analysis, in designing procurement strategies
- Seeks opportunities to reuse the work of others to benefit the team’s collective goal
- Leads the team in complex discussions about data analytics with business owners or policy colleagues
- Leads the team in considering assumptions, new applications and emerging technologies
- Adopts best practices in their own area and actively keep abreast of new and relevant use of procurement data analytics within and outside the department
5: Business acumen
Ensures a clear and applicable understanding of how both industry and the Government of Canada work to achieve goals and objectives. Ensures a thorough knowledge of the industry, government machinery, trends, economic sectors, money flows and market dynamics that drive public procurement. Brings that diverse knowledge to procurement strategies to increase competition and generate greater innovation and best value to Canada.
Foundational proficiency
- Demonstrates an understanding of their own organization’s priorities and business plans, as well as those of business owners
- Understands business fundamentals such as accounting (debt, cash flow and profit), supply and demand, marketing, and planning
- Leverages the knowledge of business fundamentals and the organization’s business plans and priorities to create equitable procurement strategies that result in best value goods, services and/or construction
- Demonstrates a foundational understanding of goods and services categories
Intermediate proficiency
- Demonstrates an understanding of how government priorities and initiatives apply to their own role in the department
- Takes into consideration industry dynamics, trends, economic and environmental incentives, constraints and imperatives, and priorities related to their own procurement fields
- Leverages business sector opportunities and market dynamics to achieve the best value for the business owner
Advanced proficiency
- Demonstrates an understanding of government machinery, investment plans, mandate letters, priorities and their own role and responsibilities in government
- Demonstrates an understanding of the industry’s global economy goals, differences between small and large Canadian subsidiaries of foreign companies, and industry practices related to their own procurement field of expertise
- Acts strategically on that understanding of government and industry to devise exceptionally complex or procurement strategies
- Instills a business-oriented mindset that drives public procurement activities and innovation
- Collaborates with diverse end-users and industry to assist in drafting definitions of complex requirements
Behavioural indicators
Foundational proficiency
- Satisfies the needs of the business owner and better informs decisions by continually acquiring new information about industry trends and the supply chain structure
- Makes procurement‑related decisions and recommendations that take into consideration business fundamentals
- Identifies the needs of the business owner and the organization and the requirement for outcome-based approaches
- Analyzes the procurement issues and identifies potential equitable solutions
- Uses their knowledge of goods and services commodities to performing procurement activities effectively
- Integrates sustainability into procurement processes
- Clearly states expected deliverables for suppliers
Intermediate proficiency
- Takes both industry and government knowledge into account when drafting new contract clauses (for example, basis of payment, supplier selection)
- Promotes procurement initiatives that have economic, social and environmental value to all Canadians
- Understands business owner and organizational needs and adopts outcome-based approaches
- Maintains and develops diverse networks of both internal and external parties who provide information and intelligence about the market and about emerging opportunities
- Develops strategic procurement plans that consider longer-term activities, issues, challenges, opportunities, and various relevant parties
- Promotes the consideration of industry and government trends and priorities when making recommendations to senior management
- Identifies opportunities for new procurement strategies and market innovations
Advanced proficiency
- Analyzes and uses the knowledge of the market and government to lead changes that create value
- Elaborates innovative approaches to procurement that benefit both industry and government
- Keeps focussed on business owner and organizational needs, adopts outcome-based approaches and pivots as required
- Develops talent management strategies (for example, training, assignments) based on business acumen to improve and diversify the team
- Briefs senior management strategically on how industry and government goals and objectives impact procurement strategies and approaches
- Elaborates complex procurement strategies by leveraging the knowledge of industry dynamics
- Addresses project and procurement risks based on the knowledge of industry and of government priorities, dynamics and operational structure
- Maintains strong relationships with suppliers
Appendix A
Procurement knowledge requirements and statements
These knowledge requirements and statements support the functional and technical competencies listed in the body of this document. They also include behaviours related to interactive procurement, inclusiveness, and documentation protocols. In trying to align knowledge requirements with corresponding competencies, some knowledge requirements may be listed with more than one competency. The information on the right side of the knowledge section contains examples and details, but it is not an exhaustive list.
1. Procurement: Overall general knowledge
Acquisition Card Program
- Use and application of “acquisition cards”
- Acquisition card management
Best practices in procurement
Early involvement, peer consultation, liaison with business owners and other parties, calling specialists, effective communication, confidentiality, confirmation selection of appropriate contracting method, commodity knowledge usage, life-cycle management of assets, records maintenance, standard documents usage, enhanced access, open competition, equal and fair treatment of suppliers, and best value or optimal balance of overall benefits to Crown
Code of Conduct for Procurement
- Professional values and ethics in procurement
- Roles and responsibilities of internal and external players, other government departments, industry, associations, and the public
Delegation of financial authority
- Knowledge of the Financial Administration Act and how sections of it pertain to the procurement process
- Required documents for financial approval
- Ways the system enables the process
- Department’s delegated authority matrix and required approval levels
- General understanding of financial approval principles and processes (although each department may have different processes and mandatory steps)
- Segregation of duties and authority to enter contract (task authorization)
- Certification authority to certify invoices (section 34)
Financial management systems
- Revenue and liabilities
- General understanding of financial management system, practices, fund commitments (section 32), and technology
- Understanding of the relationship between the financial management system and procurement
- Budgetary process and appropriations
- Understanding of votes (project funding versus in-service funding)
- Business planning
- In-year forecasting
Guiding principles in procurement
- Client service
- Supporting national objectives
- Open and fair competition
- Equal treatment, accountability
- Supporting government machinery
- Supporting policy objectives
- Supporting government mandate
- Equity, inclusivity, accessibility
Legal framework of contracting
- Statues and regulations
- National and international agreements
- Directives and procedures
- Challenge and complaint mechanisms and processes
- Legal requirements of a contract
- Other laws, policies, regulation and guidelines
- Role of the Canadian International Trade Tribunal (CITT)
- Role of the Federal Court
- Role of the Federal Court of Appeal
- Role of the Office of the Procurement Ombudsman
- Decisions made and precedents created by CITT, the courts and the Office of the Procurement Ombudsman
- Understanding of the role of the Department of Justice in providing legal services, including when to seek legal advice
- Conditions required for solicitor-client privilege
Life-cycle asset management
- Life-cycle phases: assessment and planning, procurement, use and maintenance, disposal
Procurement trends in the Government of Canada
- Modernization
- Goal (general understanding)
- Understanding of its importance
- Main initiatives
- Lean approach
- Collaborative, iterative approaches
- Collaborative and consultative approaches (SMART)
- Shift from transactional to strategic
Procurement systems and technology
- Technology used for oversight, materiel management and financial activities in the department
- Knowledge of data requirements
- Knowledge of information management requirements
Roles and responsibilities
- Central agencies
- Common service providers
- Client departments
2. Functional competencies
2.1 Assessment and planning
Bidder’s conferences
- Main characteristics
- Main usage conditions
Business case development for procurement activity
- Business case framework
- Cost and benefit analysis
- Determining viability of proceeding
Business owner’s program mandate
- Goals, objectives and needs
Business owner’s requirement definition
- Importance of early engagement and ongoing communication
- Elements to consider when assessing a business owner’s requirement definition and when providing advice and feedback (technical details, previous contracts and procurement strategies, industry capability, broader policy objectives, value‑for‑money)
Category management
- Framework and processes used to review, plan, acquire and control distinct groups of goods or services
Controlled goods
- Understanding of the type of goods that are controlled
- Requirements for the movement and release of controlled goods
Data analytics
- Using historical data to identify potential strategic sourcing options (consolidation of like requirements)
- Use of disaggregated data to perform intersectional analysis
- Identification of fraud
- Identification of potential risks (for example, contract splitting, repeat commissioning, delegation risks)
Emergency procurement
- Definition of an emergency requirement
- Emergency contracting limits
- Reporting requirements
Employer-employee relationship
- Criteria for what constitutes an employer-employee relationship
- Measures to take to avoid creating such a relationship when contracting for the services of individuals
Engagement
- Bidders’ conference
- Industry day
- Technical workshop
- Request for information
- Letters of interest
Financial analysis techniques
- Cost-benefit analysis methods on future acquisitions
- Financial risk indicators
- Value analysis, for example, make or buy, total cost of ownership, outsourcing, including total life‑cycle costing
- Analysis of historical spend patterns
Financial management, control and budgets
- Financial planning, forecasting of funds required to meet procurement plan
- Budget formulation
- Management and control of funds to accomplish objectives
Forecasting techniques and strategies
- Market factors, economic trends, intersectional data, historical data
Government priorities and initiatives
- Conditions that allow procurement to support and enable sector and/or corporate business strategy and outcomes
- Existence of precedents and their impact
- Conditions that allow for joint procurement with other departments, as appropriate
- Support economic reconciliation through the Government of Canada’s commitments to Indigenous people through the Mandatory Procedures for Contracts Awarded to Indigenous Businesses
- Greening Government Strategy
- Requirements to integrate human rights, environment, social and corporate governance, supply chain transparency, ethical, accessibility principles
- Code of Conduct for Procurement
- Expected policy results
Intellectual property
- Definition
- Government’s default position
- Exceptions to the default position
- Contractual options for ownership of intellectual property
Methods of supply
- Contracts, standing offers and call-ups under them, supply arrangements
- Assessment criteria for selecting the best method of supply to meet the requirement
- Existing, pre-negotiated procurement instruments and related tools
- Standing offer index, mandatory standing offers, supply arrangements
- Competitive contracting process
- Exceptions to soliciting bids (in other words, non-competitive processes)
- Notice of proposed purchase
- Main characteristics and usage conditions
- Advance Contract Award Notice
- Overall objectives, process, procedures, constraints and exceptions
National security exception
- Process for invoking a national security exception
- Main characteristics
Needs assessment
- Process to determine priorities, make improvements or allocate resources
- Need or gap determination between vision and current state
- Identification of relevant parties in a cross-functional team
Procurement considerations
- National and international trade agreements
- Socio-economic considerations (for example, economic reconciliation with Indigenous peoples, Canadian content, the environment)
- Notion of “value proposition”
- Sustainable and ethical procurement
- Collaborative approaches, iterative and “agile” approaches, outcome-based approach
- Requirements to integrate human rights, environmental considerations, social and corporate governance factors; supply chain transparency, and accessibility principles into procurement processes
- Code of Conduct for Procurement
- Mandatory Procedures for Contracts Awarded to Indigenous Businesses
Procurement plan development
- Factors to consider when developing a procurement plan (for example, delivery schedule, estimated costs and spending, cash‑flow plan, communication strategy, evaluation methodology, and selection method)
- Government priorities and initiatives (for example, Procurement Strategy for Equity Group Business, green procurement, reconciliation with Indigenous people, ethical procurement), Innovative Solutions Canada
- Legal obligations, policy objectives
Procurement scheduling
- Consideration in the creation of a schedule for the entire procurement cycle
Project management for procurement activity
- Activities in planning, monitoring and controlling projects
- Identification of objectives, tasks, resources, activities, risks, budget, timelines
Quality assurance at source (government)
- Conditions that apply when government quality assurance at source should be used
Requisition receipt review
- Public Service and Procurement Canada (PSPC’s) characteristics of a complete and accurate requisition
- PSPC’s categories of complexity
Resource management
- Number of people required to carry out plans
- Using internal service standards to measure effectiveness and efficiency
Risk management in procurement
- Concepts associated with risk identification, for example, conflict of interest, complexity, insufficient funds or time, business owner’s involvement with vendors
- How to respond to risks, including procurement, legal and financial risks
- Applying data analytics principles to identify potential sourcing risks (repeat commissioning, contract splitting, and so on)
Framework for the Management of Risk (Treasury Board of Canada Secretariat)
- Process to identify, assess, manage (accept, mitigate, transfer, avoid or share) and monitor risk
- TBS’s integrated approach to risk management
- Theories and principles of risk-based decision-making
- Risk assessment matrices, checklists and terminology
- Risk response strategies
- Basic elements of risk
- Steps of risk management
- Intersectional and disaggregated data considerations
- Documentation, application and sharing of lessons learned
Security requirements
- Conditions under which security requirements apply
- Understanding of industrial security responsibilities as it applies to procurement activities
- Integrity regime process
- Security terminology (for example, Security Requirements Checklist, Departmental Security Officer, Federal Security Coordinator)
- Security requirements for contracts and information-sharing arrangements
- Security requirement checklist
Socio-economic benefits programs
- Procurement function impact
- Mandatory Procedures for Contracts Awarded to Indigenous Businesses
- Economic reconciliation with Indigenous people
- Accessibility
- Iterative and outcome-based procurement
Sole source versus no substitute
- Differences between sole-source and competitive procurement
- Exceptions allowing the use of sole-source procurement
Supply chain management
- Process from pre-production through to delivery and consumption
Standards and specifications
- Definition of contract specifications
- Elements of a statement of requirements and statement of work, including well-defined specifications
- Use in procurement process
- Types (for example, design, performance)
- Standards of quality assurance
- recognized Canadian standards or specifications (for example, Canadian General Standards Board)
- acceptable qualifying program (for example, ISO 9001-2000), or equivalent that provides for adequate audit and controls
Statement of requirement and statement of work
- Essential characteristics and elements of the statement of requirement and statement of work
- Contractibility of technical documents
- Irrelevant elements of a statement of work
2.2 Acquisition
Basis of payment
- Different basis of payment options (for example, firm price, fixed time rate, cost reimbursable)
- Appropriate use of each basis of payment
- How to develop performance incentive basis of payment
Bid evaluation process
- Roles and responsibilities of financial evaluation team members and technical evaluation team members
- Need for objectivity, security and confidentiality
- Process for requesting clarifications
- Conditions that permit negotiations
- Identification of socio-economic benefits
Bid-receiving process
- Bid receiving unit
- Main characteristics
Contract approval
- Approval process and signing authorities
Contract award notification
- Processes for awarding a contract and notifying the successful vendor
- Award letters and acceptance agreements
- process for announcing contract award
Contract preparation
- Factors to consider before drafting a contractual document (for example, security requirements, corrective measures in case of poor vendor performance, supplier financial security capability, integrity provisions, program for employment equity)
- Elements of a contract and determining which type of contract to use
- Use of contract templates
- Departmental procurement management framework
- Expected policy results
- Accessibility considerations
Contractor liability
- Policy and process for limiting contractor liability for risks under the control of the contractor
- Essential characteristics of “commodity groupings”
Cost and profit
- Use of contract cost principles to substantiate or negotiate contract price
- Conditions for applying contract cost principles (for example, contract must be awarded on a non-competitive basis, or after a competitive process where price negotiation with a successful bidder is required)
- Policy and guidelines for calculating the amount of profit applicable to negotiated contracts
Debriefing sessions
- Purpose of debriefing
- Processes and procedures to debrief unsuccessful bidders and suppliers
- Documentation of interactions with the different parties involved
Evaluation criteria and rating system
- Meaning of mandatory and rated criteria
- Government and department recordkeeping and information management guidelines
- Methodology in developing appropriate bid evaluation criteria and rating system
- Requirements for mandatory criteria
- Approach and methodology for point rated criteria
- Phased bid evaluation
Emergency acquisitions
- Conditions for an emergency acquisition
- Strategies that can be used for an emergency acquisition
Fairness monitoring
- Process
- Role of a fairness monitor
Financial security in contracting
- Difference between (bid bond, performance bond, liquidated damages, parental guarantees)
- Understanding of the appropriate type of financial guarantee instrument to use
General terms and conditions
- Definition
- Types of terms and conditions
- Conditions for the use of different types
Incoterms
- Essential characteristics
- Main conditions for use
Method of payment
- Types of method of payment, (for example, single payment, multiple payments, progress payments, advance payments)
- Factors for determining best method of payment
Methods of supply
- Contracts, standing offers and call-ups under them, supply arrangements
- Assessment criteria for selecting the best method of supply to meet the requirement
- Existing, pre-negotiated procurement instruments and related tools
- Standing offer index, mandatory standing offers, supply arrangements
- Competitive contracting process
- Exceptions to soliciting bids (in other words, non-competitive processes)
- Notice of proposed purchase
- Main characteristics and usage conditions
- Advance Contract Award Notice
- Overall objectives, process, procedures, constraints and exceptions
Notification to unsuccessful bidders and suppliers
- Acceptable methods of notification
- Allowable information for disclosure
Preparation of a Treasury Board submission
- Essential characteristics
- Steps for seeking approval
Pre-solicitation request options
- Price and availability enquiries, requests for information, letters of interest, purpose, and benefits of pre-solicitation
Reporting requirements
- Purchasing Activity Report (PAR); reporting required under trade agreements; reporting required under Procurement Strategy for Aboriginal Business; government-wide annual reporting, and so on
- Proactive disclosure, open data, open government
Selection methods
- Various methods of selection, for example, lowest price; lowest cost-per-point; highest combined rating of technical merit and price
- Objective versus subjective scoring methods
- How to develop scoring grid
Solicitation
- Solicitation methods
- Various forms of solicitation (for example, request for quotation; invitation to tender; bid solicitation; requests for standing officer; requests for supply arrangements)
- Preparation of solicitation documents and the use of templates
- Solicitation period
- Factors to consider in determining the solicitation period, such as complexity and trade agreements
- Solicitation procedure
- Procedure for posting a Notice of Proposed Purchase and solicitation documents
- Guidelines for distributing solicitation material
- Rules of conduct for proper communications during the solicitation period
- Meaning of open, selective and limited approaches under the Canadian Content Policy
Standard Acquisition Clauses and Conditions
- Required in a solicitation and a contract
Strategic sourcing process
- Data collection and spending analysis
- Market research
- The request for information and request for proposal processes
- Negotiations
- Contracting
Transportation, distribution and logistics
- Modes of transportation, key transportation players, and regulations
- Evaluation of best method considering cost and timelines
- Requirements for packaging, marking, handling, storage, and so on
2.3 Contract management and close-out
Access to information and Parliamentary questions
- Understanding of procedures and principles used in disclosing contract-related information through access to information requests and other mechanisms
Audit and evaluation
- Internal procurement audit, evaluation and review process
- Purpose and goal of an audit
- Guidelines for evaluating the effectiveness of a procurement plan and acquisition strategy
- Office of the Auditor General audit and evaluation process
- Purpose of the audit or evaluation
- Role of the client department
- Vendor performance evaluation
- Key performance indicators
- Corrective action measures
Contracting
- Contract administration
- Process and methods for monitoring and controlling the contract to ensure that it is executed successfully and in accordance with the terms of performance, schedules and costs set out in the contract
- Techniques to ensure vendor compliance with specifications, for example, inspection, site visits, item sampling
- Contract amendment
- Process for exercising options
- Requirements and considerations in producing a contract amendment and obtaining approval
- Ensuring availability of funding
- Validating amendment to ensure that work is within scope
- Contract dispute resolution techniques and options
- Timing for conflict intervention (before or after the contract)
- Conflict resolution techniques, for example, interest-based negotiation
- Contract end and contract close‑out
- Steps that must be completed or at least considered when closing the procurement file (for example, receipt and acceptance of all deliveries, payments withheld or holdbacks, vendor performance evaluation report, approval of final payments or request refunds of excess profit, return of contract financial security, assessment of the effectiveness of the procurement strategy)
- File retention period and disposition procedures
- Best practices for handling files with warranty periods, intellectual property, or outstanding legal or operational issues
- Expected policy results
- Contract renewal
- Process for evaluating the need to renew a contract
- Contract termination
- Causes of and justification for termination, for example, convenience, default, mutual consent, non-appropriations
- Requirement to consult with Legal Services
- Contract termination process
File management
- Documents and “recorded activity” required to maintain a complete procurement file
- Government reporting requirements
Post-mortem assessment
- Processes for reviewing procurement files to identify and share lessons learned
- Common procurement performance criteria, for example, benchmarking techniques, cycle time, customer satisfaction survey, number of disputes
Relationship management
- Proactive collaboration strategies to maintain a professional and ethical relationship between all parties, for example, business owners and suppliers
- Areas of potential problems or risks and early warning indicators of possible problems
Supplier development
- Consultation plan development
- Avenues to distribute information and educational material
- Procurement Assistance Canada
- Innovative Solutions Canada
3. Technical competencies
3.1 Negotiation
Alternate dispute resolution
- Understanding of the basics
- Elements of mediation
- Elements of arbitration
Costing principles and profit
- Use of contract cost principles to substantiate or negotiate contract price
- Conditions for using this method (for example, a contract must be awarded on a non-competitive basis or when, following a competitive process, price negotiation with a successful bidder is required)
- Policy and guidelines for the “calculation of the amount of profit applicable” to negotiated contracts
Negotiation techniques and strategies in a procurement environment
- Conditions to use negotiation in procurement
- Roles of the procurement officer in negotiations
- Steps involved in a negotiation
- Problem-solving and decision-making techniques and processes
- Interest-based negotiation techniques
- Characteristics of a compromise
- Conflict resolution techniques
- Process of post-negotiation analysis
- Criteria of negotiation, basic rules of negotiation, negotiation stages
- Cultural differences
- Equitable results
Negotiation tactics and strategies
- Conditions for determining bottom line and opening positions
- Assessment of Business owner constraints
- Elements of cost breakdown
- Best alternative to a negotiated agreement
Relationship management
- Proactive collaboration strategies to maintain a professional, respectful and ethical relationship between all parties (for example, business owners and suppliers)
3.2 Project management
Definition of business owner’s requirement
- Importance of early engagement and ongoing communication
- Elements to consider when assessing how a business owner has defined their requirements and when providing advice or feedback (technical details, review of previous contracts and procurement strategies, industry capability, evaluation considerations)
- Parts of a statement of requirement or a statement of work and non-relevant elements
- Methods to simplify issues, solve problems
Relationship management
- Proactive, inclusive collaboration strategies to maintain a professional and ethical relationship between all parties (for example, business owners and diverse suppliers)
Resources
- Identification
- Estimation
- Allocation
- Monitoring
Integration of the procurement plan into project charter
- Conditions and impacts on timing and delivery
- Pricing strategies
- Procurement life cycle
- Roles of cross-functional team members
Project management
- Principles (for example, “scrum,” “waterfall”)
- Methods (for example, iterative)
- Risk assessment
- Agile approach
- Relationship between project scope, schedule and cost
- Project approval cycle, project charter and governance documentation
- Sources of funding (for example, operations and maintenance, capital, and accrual accounting)
- Intersectional factors
Project scheduling
- Various considerations to be assessed when creating a project schedule for the entire procurement cycle
Project tracking
- Data collection
- Earned value
3.3 Risk management
Contractor’s liability risk assessment
- Policy on the Planning and Management of Investments
- Meaning of full indemnification
Framework for the Management of Risk (Treasury Board of Canada Secretariat)
- Process for identifying, assessing, managing (accepting, mitigating, transferring, avoiding or sharing) and monitoring risk
- TBS’s integrated risk management approach
- Theories and principles of risk-based decision-making
- Risk assessment matrices, checklists and terminology
- Risk response strategies
- Basic elements of risk
- Steps of risk management
- Applicable lessons learned
- Resources for new approaches
- Risk control (acceptance, elimination, mitigation, transfer, sharing)
Risk management in procurement
- Concepts associated with risk identification, for example, conflict of interest, complexity, insufficient funds or time, client’s involvement with vendors
- Assessing risks
- How to respond to and mitigate risks, including procurement, legal and financial risks
- Applying data analytics principles to identify potential sourcing risks (repeat commissioning, contract splitting, and so on)
3.4 Data analytics
Data analytics
- Principles
- Inputting quality data into systems
- Safeguarding of data
- Using historical data to identify potential strategic sourcing options (consolidation of like requirements)
- Fraud identification
- Methods of disaggregation
- Identification of potential risks (for example, contract splitting, repeat commissioning, delegation risks)
Reporting requirements
- Purchasing Activity Report (PAR), reporting under trade agreements; reporting under the Procurement Strategy for Aboriginal Business; government-wide annual reporting, and so on
- Proactive disclosure, open data, open government
Survey and data gathering
- Consultation plan development
- Avenues for distributing information and educational material
- Webinar on the role of Procurement Assistance Canada
3.5 Business acumen
Business incorporation and joint ventures
- Types and elements
Emerging markets
- Definition and essential characteristics of them
Government innovation agenda
- Innovation Canada Initiative
- Innovative Solutions Canada programs
Government priorities sources
- Speech from the Throne
- Budget document
- Ministerial mandate letters
- Departmental Plans and Departmental Results Reports
- Expected program outcomes and policy results
ISO standards
- Type of and usage
Public-private partnership (P3)
- Essential characteristics
Supplier development
- Consultation plan development
- Avenues to distribute information and educational material
- Role of Procurement Assistance Canada
Supply chain
- Understanding business and market dynamics
Appendix B
Definitions
- Behavioural indicators
- are statements that suggest how a competency might be observed at the different proficiency levels.
- Business acumen
- is keenness and quickness in understanding and dealing with a business situation (risks and opportunities) in a manner that is likely to lead to a good outcome.
- A business owner
is an individual who is responsible for the business or program area for which the project, procurement or program is established. The business owner is responsible for:
- defining the required capabilities, intended business outcomes and benefits of a project, procurement or programme at its outset
- the achievement of the business outcomes and benefits following implementation
- Common Human Resources Business Processes
- are key enablers of public service renewal. They resulted from more than two years of extensive collaboration between hundreds of subject-matter experts from across the public service who defined a common way of delivering human resources services across the Government of Canada.
- The Community Development Office
- is the organization in the Treasury Board of Canada Secretariat, under the Office of the Comptroller General, that is responsible for the professional development of the Procurement Community, including the community’s competencies.
- Capacity
- is the specific ability of an entity (person or organization) or resource to do something, measured in quantity and level of quality, over an extended period.
- Competencies
- are the abilities, skills, knowledge and personal traits that contribute to performance excellence.
- Core competencies
are competencies that the Directive on Performance Management has deemed mandatory for all employees, regardless of level or occupation, to demonstrate to be productive and perform their duties in the service of Canadians.
Core competencies are essential for all employees of the federal public service. They relate to how employees interact with their colleagues, and how they perform their work to achieve their work objectives. In performance management, core competencies are assessed because how work gets done is just as important as what work gets done.
- Data analytics
- is the process of using technology to examine large and varied data sets to uncover hidden patterns, unknown correlations, market trends, customer preferences and other useful information that can help organizations make more-informed business decisions.
- A functional community
- is a group of people who work in the public service of Canada and who share common work purposes, functions and professional interests.
- Functional competencies
- are competencies that are specific to a particular community or type of work and describe the knowledge, skills and abilities vital to fulfilling required job tasks, duties or responsibilities of an occupation or profession.
- A functional specialist
- is an expert in a specific discipline, such as procurement, human resources, finance, or information technology.
- The iterative approach
- is the practice of incrementally building, refining and improving a project, product, process or initiative with the goal of obtaining the desired outcome.
- Interpersonal or personal competencies
- are to the social skills and abilities needed to interact positively and work effectively with other individuals or groups. Examples include communicating with others, sensitively to cultural differences, flexibility when faced with change, effective verbal and non-verbal communications skills, and ability to accept constructive feedback.
- Intersectional analysis
- (also referred to as intersectionality or intersectional approach is a type of analysis that explores the interaction of multiple aspects of identity (for example, race and ethnicity, indigeneity, gender, sexual orientation, gender identity and gender expression, class, sexuality, geography, age, disability and ability, migration status, religion). These interactions occur in a context of connected systems and structures of power (for example, laws, policies, state governments and other political and economic unions, religious institutions, media) and contribute to inequality of outcomes for different social group.
- The key leadership competencies
- are the behaviours that are expected of leaders in Canada’s public service. These competencies serve as the basis for the selection, learning, development, and performance and talent management of executives and other senior leaders.
- Learning
- is the process of acquiring new or modifying existing knowledge, behaviours, skills, value or preferences.
- A procurement specialist
- is a skilled professional who plans for and acquires materials, supplies, equipment, properties or services to support the delivery of government programs that yield best value to the Crown and the Canadian people. They advise and consult with business owners, suppliers and management on the interpretation and application of contracting policies, regulations, trade agreements and best practices.
- Professional development
- is the process of improving and increasing capabilities through a wide variety of specialized training, formal education or advanced professional learning to help functional specialists improve their professional knowledge, competence, skill and effectiveness.
- Proficiency
- is a high degree of competence or skill and expertise in performing a function.
- Proficiency level
- is the different degrees of familiarity with and ability to perform a function.
- A profile
- is a short description of someone’s education, knowledge, skill, abilities and personal traits that contribute to performance excellence of a specific function.
- Project management methodology
i Project management is normally reserved for focused, non-repetitive, and time-limited activities that have some degree of risk, and for activities beyond the usual scope of program (operational) activities. These methodologies include, but are not limited to:
- Agile is a value-driven approach that reduces complexity by breaking down the whole project cycle in manageable small sub-cycles allowing continuous feedback and quick reaction to changes
- Scrum comes under the broader umbrella of agile and enables management to prioritize the work that matters the most
- Mandatory training
- is a training activity that is mandated for performing a specific function.
- Talent management
- is an organization-wide, holistic strategy for hiring, training, and retaining top performing employees.
- Technical competencies
- are mandatory skills or abilities required to do the work based on a particular job or position and that might apply to more than one function.
- Training
- is an organized activity aimed at imparting information and instructions to improve the recipient’s performance or to help him or her attain a required level of knowledge or skill.
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