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The peer review at Hillsborough County included reviewing the written submission, holding extensive discussions with Banks and interviewing the entire procurement team, executive management, clients and suppliers. Interview questions were structured to allow open-ended responses. A sampling of procurement files was reviewed to gain an impression of process integrity. Since the agency had recently conducted comprehensive customer and vendor satisfaction surveys, those survey results were used in lieu of separate surveys.

The peer review team described the organization's mission as "comprehensive, client-focused and pragmatic." Outstanding aspects of leadership include involvement with the county budgetary process; participation in professional associations at the local, regional and national levels; and "clear and consistent definition of expectation and consequences." Cross-functional training helps to promote a team environment, and the management team "leads by example, demonstrating sound, professional ethics and values," says the peer review team.

"I think when you look at leadership, the critical values are ethics, integrity, being transparent, efficiency and effectiveness," says Banks. "It takes a team approach. We are cross-trained in each other's roles, which has been very beneficial to us over time. When we are short-staffed, we can step into a person's shoes and keep the work going. That has been very helpful and has built morale."

Leadership should also extend to how procurement interacts in the broader organization, says Banks. "In order to ensure that procurement is recognized in any organization, it has to take a leadership role," she says. "Procurement has to be at the table where decisions are being made. So much an organization does surrounds how we spend money, and I want them to understand that we are here to help them, and it should not be on an adversarial basis."

Process management accomplishments recognized at Hillsborough County include the development several years ago of a contract with NAPA Auto Parts for vehicle spare parts, thus taking advantage of the synergy gained through cooperation and analysis with clients. "It has allowed our fleet department to have access to parts without keeping a big inventory," says Banks. The peer review also noted a strong vendor management process related to Florida's Consultant Competitive Negotiation Act (CCNA), which gives special consideration to how procurement is handled for professions such as architects, engineers and surveyors (price sheets are provided in sealed envelopes).

The peer review noted these minor deficiencies:

• A need to develop and document a technology plan for procurement beyond ERP implementation;

• Need to aggressively adopt a stronger leadership rolefor environmentally favorable purchasing practices; and

• Need for a continuing strategic focus on performance measures.

But looking for ways to improve is part of the culture at the Hillsborough County Procurement Services Department. "When you fail to look for ways to improve your process, you fail to exist as a viable component of your organization," Banks contends.

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