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Transcending Traditional Barriers Linking University Advancement and Research with Procurement

Transcending Traditional Barriers Linking University Advancement and Research with Procurement. Trudy Pound-Curtis CAUBO Conference, Saskatoon SK June 14, 2004. Procurement Services.

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Transcending Traditional Barriers Linking University Advancement and Research with Procurement

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  1. Transcending Traditional Barriers Linking University Advancement and Research with Procurement Trudy Pound-Curtis CAUBO Conference, Saskatoon SK June 14, 2004

  2. Procurement Services • Procurement is the OPEN, FAIR, and TRANSPARENT manner where goods and services are procured at the OPTIMAL PRICE in a COMPETITIVE ENVIRONMENT, and where all transactions yield the MAXIMUM BENEFIT to the University.

  3. Traditional Model Research University Advancement Procurement Services

  4. Traditional Model Research • Researchers don’t want to be “in bed” with administration • Researchers perceive autonomy over grant funds • Granting Councils did not focus on the procurement process • Researchers did not recognize the “value-added” that could be provided by Procurement Services • University administration focused on supporting operating activities as very little funding was available to support research activities Procurement Services

  5. Emerging Trends • Significant shift • Canada Foundation Innovation Capital Grants • Clear guidelines – procurement process must follow university procurement policy • Federal Agreement on Internal Trade ($100,000) • Increased expectations from the Tri Council on the “procurement process” • Increased recognition by University administration of fiduciary responsibility for public funds • Increased dollars spent on research • Increased funding available for indirect cost of research support Research Procurement Services

  6. Emerging Trends – Challenges • Procurement Services Education • Granting Council guidelines • Canada Foundation Innovation guidelines • Researchers Education • Accountability side • “Value-added services” from procurement services • Communication • Dedicating and funding administrative support Research Procurement Services

  7. Traditional Model Procurement Services • Inherent conflict with goals of procurement • University policy prohibits consideration of “donations” • Compromise the procurement process • Could result in higher costs • Could result in lower quality products/services (buy business) • Confuses the budgeting and accounting for the transaction • Conflict of interest or perception of “conflict of interest” University Advancement

  8. Emerging Trends – Greater Cooperation Procurement Services • Sharing information • Vendor list • Deep discounts • Conversion of in-kind donations (case by case) • Cheque for cheque exchange University Advancement

  9. Emerging Trends – Challenges Procurement Services • Communications • Transparency of transactions • Education of vendors – procurement process • Impact of cheque for cheque exchange  tax leakage • Validation of “deep discounts” University Advancement

  10. Questions

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