F August 19, 2013 Volume 8 Issue 3

F August 19, 2013 Volume 8 Issue 3 Representing the Governmental Entities of: Charlotte, Collier, Desoto, Glades, Hardee, Hendry, Highlands, & Lee Counties and the City of North Port Message from the President: Greetings to all! I trust everyone has been enjoying another wonderful southwest Florida summer. We are approaching the three-quarter pole of our annual race to the New Year. That means it is time to begin planning for our 2014 Reverse Trade Show (RTS), my how time flies! Please consider volunteering and taking a leadership position for this year s RTS. Your continued support of our signature event will guarantee another successful experience and help replenish our training fund. Be sure to register for the webinar scheduled for September s meeting. We want to make sure everyone who attends receives their certificate. Congratulations and a big round of applause for Debra Kearns and Patricia Guthrie for passing the CPPB exam. Hope to see everyone at the September meeting. Sandra L. Kennedy, CPPB slkennedy@flylcpa.com 239-590-4557 President GCAGPO 72 nd Chapter NIGP

ROUND TABLE Input requested Can t make a Meeting but still want to network with the members on a topic? Send Round Table questions to ajdelvalle@flylcpa.com and it will be presented at the next Meeting for group discussion. Minutes from the June meeting will be provided at the September meeting. The Sep ttember mee tt iing promiises tto proviide you w iitth an upda tte on curren tt Ho tt ttopiic Procuremen tt iissues... The Agenda for the September Meeting is attached. Your 2013 Board Members and Chair Volunteers President Sandra Kennedy, CPPB - Lee County Port Authority Historian Rachel Mixson Lee County BOCC Vice President Patricia Guthrie, CPPB Lee County Tax Collector By-Laws Cheryl Mastin, CPPB Charlotte BOCC Treasurer Mike Pershing Charlotte County Public Schools Newsletter Alberto del Valle, LCPA Secretary Diana De Leon, CPPB Collier County BOCC Pro-D Debbie Faber CPPB, FCCM - Charlotte County Public Schools Programs Greg Herlean CPPO, CPCM Charlotte County Public Schools Awards VACANT Membership Mike Pershing Charlotte County Public Schools Parliamentarian Alla V. Skipper, CPPB City of North Port Nominating Committee Robert Franceschini C.P.M., CPPB and Kathy Ciccarelli, CPPB Lee BOCC Past President Lisa Tudor, CPPB - Edison State College Do you know of an event? Announcement? or activity to share?? This Newsletter is for YOU!! Let me know: ajdelvalle@flylcpa.com Or fax your information to 239-590-4548.

THIS ISSUES HOT TOPICS PRO D NEWS Meeting Agenda Directions to Meeting Professional Development provides an opportunity to Network with your professional public procurement peers! You also benefit from the interaction by comparing local information, strategies, thoughts, support, and referrals to help meet your agency needs. We hope to every Member on! Debra Kearns CPPB Patricia Guthrie CPPB

TAKE ADVANTAGE OF OUR PROFESIONAL DEVELOPMENT CLASS Legal Aspects of Procurement Instructor: Kirk Buffington, CPPO, C.P.M., Deputy Director of Finance, City of Ft. Lauderdale (former NIGP president) Designed to be an educational exploration of the Legal Aspects of Public Procurement, this course will provide a foundation of the principles and general concepts of the law as it applies to public procurement. Course content will address issues such as the UCC, the Model Procurement Code, Sale of Goods Act and the legal implications surrounding solicitations, contracting and post award issues. Attention will be given to the ethical issues facing the profession relevant to the law. Taught by procurement professional, not an attorney, this course will focus on actual procurement situations with actual procurement implications. Click here to view a more detailed description. Cost: No cost to Board members, chairs, committee members and RTS participants that pre-register online here by September 20, 2013. NIGP prefers to keep class size below 30 students, so sign-up early. The Scholarship Committee will determine the subsidy for other Association members. Where: CCPS Punta Gorda Admin Center 1016 Education Ave Punta Gorda, FL 33950 When: Wednesday, October 30, Thursday Oct 31 & Friday Nov 1, 8 a.m. 4 p.m.

FUTURE TRAINING SEMINARS Topic Date City, State Presenter Strategic Procurement Planning 10/02/13 Tampa, FL David E. Nash Legal Aspects of Public Procurement 10/09/13 Fort Lauderdale, FL Michael E. Bevis Protests and Disputes: What's a Buyer to Do? 10/10/13 Kissimmee, FL David E. Nash Capital Acquisitions 11/14/13 Kissimmee, FL Mary " Jane" Lopez Web-site Links: NIGP: National Institute of Governmental Purchasing website: www.nigp.org DMS: State of Florida Department of Management Services website: http://dms.myflorida.com/business_operations/state_purchasing CFL-NIGP: Central Florida Chapter of NIGP website: www.nigp-cfc.org NFLPA: North Florida Procurement Association Chapter of NIGP website: www.nf-pa.org TB NIGP: Tampa Bay Chapter of NIGP website: HTTP://www.nigp-tampabay.org/ FAPPO: Florida Association of Public Purchasing Officers website: www.fappo.org GCAPPO: Gulf Coast Association of Public Purchasing website: www.gcagpo.org SEFL NIGP: Southeast Florida Chapter of NIGP website: www.nigpsefl.org MIDFL: Mid Florida Chapter of NIGP website: www.midflnigp.org GMC: Greater Miami Chapter of NIGP website: www.nigpmiami.org If you are planning to attend any or all of the above seminars, please register early. NIGP will cancel a class 30 days from the start of the class if the minimum for the class is not met at that time. Close the gap... Use professional training to find ways to do more with less!

GULF COAST ASSOCIATION OF GOVERNMENTAL PURCHASING OFFICERS 72 ND CHAPTER OF NIGP QUARTERLY MEETING AGENDA Date: September 13, 2013 PLACE: Charlotte County Environmental Campus Training Room B 25550 Harborview Road Port Charlotte, FL 33980 Quarterly Meeting Topic: An Ethics Survivor Kit for the Procurement Professional NIGP contact hours: 1.25 (a training certificate will be issued) Instructors: Kim Corbett, CPPB, C.P.M., Senior Division Manager, Purchasing, Charlotte County and Greg Herlean, CPPO and CPCM, Director of Purchasing, Charlotte County Public Schools This instructor-led training and interactive participant discussion will introduce the student to proper ethical practices during the procurement process. Ethics will be examined from both a personal and a professional view. Students will be empowered with the ability to make distinctions between competing choices that face the procurement professional. Being ethical is not always easy, but it is always important. Students will learn to focus on discernment, discipline, and effectiveness as vital elements of ethical decision-making. Both moral and business considerations will be analyzed in this webinar. This training is designed to offer a practical hands-on approach to ethical decision-making in the public procurement process by engaging in case studies that reinforce presented concepts. PRE-REGISTRATION IS REQURIED! CLICK HERE TO REGISTER TIME: 09:30 10:00 a.m. Registration, Coffee, etc. 10:00 11:00 a.m. Ethics Survival Kit 11:00 11:15 a.m. Break 11:15 11:45 a.m. Business Meeting Roundtable Discussion RSVP by 5:00 p.m., Monday September 09, 2013 to Greg Herlean at Gregory_Herlean@ccps.k12.fl.us with number of people attending the meeting from your entity. (click here for meeting maps)

According to the NIGP Chapter Chartering Guide, the Standing Committees are to consist from 3-5 members. All Seats must be held by National Members if available within local chapter. We can use your help!!! The following are committees that have vacancies. We are not asking for a 40 hour work week. We are asking for a few minutes of your time and talents. Please review the following Committees and their responsibilities to see where your interest may lay for volunteer services: Vacant seats are shown in RED. NOMINATING COMMITTEE: Seats appointed by President Chairperson: Robert Franceschini Seat 2: Kathy Ciccarelli Responsible for the recommendation ballot of officers for membership vote. The slate of candidates will be announced to full membership (30) days prior to voting date. This committee will solicit, receive and evaluate recommendations from members and any eligible and consenting member nominated from the floor for candidacy. A simple major vote of those regular members in attendance, and by absentee ballot, will be counted for candidate election. MEMBERSHIP COMMITTEE: Chairperson: Mike Pershing Seat 2: Responsible for organizing an effective recruiting program, to prepare materials for distribution to potential members and to help familiarize them with the chapter. This committee will prepare an annual list of paid members in good standing for presentation at the first Board Meeting of the Chapter Year; this list should identify local and National Memberships and shall be submitted to NIGP according to its requirements. This committee shall also be responsible for collecting membership dues, conveying dues to the Treasurer for deposit, and sending out delinquent notices when necessary. PROGRAM COMMITTEE: Chairperson: Greg Herlean Seat 2 Responsible for planning, establishing, and coordinating programs for each Chapter Meeting. This committee will acquire meeting facilities and schedule speakers for meeting calendar as set by the Board. This committee is also responsible for room set-up, arranging for refreshments, instructor communications, and local contact. Meeting announcements/agendas should be developed and distributed no less than (4) weeks before scheduled date. All monetary needs shall be conveyed to the Treasurer for payment.

NEWSLETTER COMMITTEE: Chairperson: Alberto del Valle Seat 2 Responsible for collecting articles, preparing, editing, and publishing Chapter s Newsletter every other month, fifteen days prior to the chapter s regular meetings. Cultural, educational, and social events should be included in the Newsletter as available. This committee will also collect and send articles to members local newspaper, NIGP, etc., to publicize individual achievements, as well as those of the Chapter. HISTORIAN: Chairperson: Rachel Ott Seat 2 Responsible for recording events and activities of the Chapter and its members in both written and visual form. Historian duties include, but are not limited to: organizing Chapter Historical documents, preparing an annual scrapbook/yearbook, preserving Chapter History, researching and compiling chapter history, and giving historical presentations from time to time for members. Photos should be taken at all chapter activities; Photo Opportunities should be a regular item of business at chapter meetings. Photograph logs should identify a brief description of the event/or caption, the location at which the photograph was taken, the date, and names of everyone in the photograph. This committee should also arrange for an annual group photograph of chapter members each year. PROFESSIONAL DEVELOPMENT: Chairperson: Debbie Faber Seat 2 Conducts annual survey of members to learn of educational interests, schedules all NIGP classes as requested by membership, arranges for a location and site coordinator, serves as liaison between site coordinator, NIGP and instructor, maintains statewide training matrix; keeps current listing of all Florida NIGP Chapter ProDs; modifies matrix as updates are received. Time commitment varies dependent on the number of seminars scheduled, no more than 2 hours per month approximately ½ hour per week to maintain statewide training matrix. Out going Chair person shall mentor in coming Chair person through out the first year. NIGP Chapter 72 - Volunteer Form (Please cut this form out and give your completed copy to the Chapter President at the next meeting or e-mail the president slkennedy@flylcpa.com with your interest) I would like to assist our Chapter by serving on the following Committee: Your Name Agency Phone: E-mail:

INVOICE - MEMBERSHIP DUES 1 YR MEMBERSHIP $25.00 (January 1, 2013 December 31, 2013) (Please fill out a form for each individual member) Member Name Certification Entity Title Address Phone Fax E-mail address National NIGP Member? Yes No PURCHASE ORDERS ARE NOT ACCEPTABLE. (Make checks payable to GCAGPO, Inc) If you have any questions, please contact Mike Pershing Charlotte County Public Schools. Michael_Pershing@ccps.k12.fl.us REMIT TO: GCAGPO, INC. C/O Mike Pershing TREASURER Charlotte County Public Schools 1016 Education Ave Punta Gorda, Florida 33950

EDITORS CORNER Please see the attached NIGP position paper on Cooperative Procurement Hopefully it will help you understand the cooperative procurement process. Albert IMPORTANT DATES Scheduled Newsletter Submissions NIGP Chapter Meetings for 2013 * Cut-off Date Newsletter Date February 2013 (early to accommodate Trade Show) January 25 February 1 June 14 - Naples April 30 May 10 September 13 Port Charlotte, July 31 August 16 December 13 Edison College October 25 November 15 * All days are Friday unless notified otherwise

POSITION PAPER TOPIC: Cooperative Procurement Great Value (Great Confusion) nigp.org

NIGP 151 Spring Street Herndon, Va 20152 703.836.8900 CUSTOMER CARE: 800.367.6447, Ext. 426 ONLINE: nigp.org nsite.nigp.org facebook.com/officialnigp twitter.com/officialnigp NIGP: THE FOREMOST AUTHORITY IN PUBLIC PROCUREMENT Since 1944, the Institute has been developing, supporting and promoting the public procurement profession through premier educational and research programs, professional support, technical services and advocacy initiatives that benefit members and constituents. With over 15,000 professionals from more than 2,500 local, state, provincial and federal government contracting agencies across the United States, Canada and countries outside of North America, NIGP is international in its reach. NIGP s goal is recognition and esteem for the government procurement profession and its dedicated practitioners. The Institute led the way in developing the Values & Guiding Principles of Public Procurement and its professional development program offers traditional face-2-face courses, independent online courses, interactive online courses and no travel Webinars that address current industry issues and trends affecting the way governments do business. NIGP is unique for the wealth and depth of services offered to its members. Through time-saving resources, agencies reap the benefits of improved operating efficiency and expanded organizational capacity. Individuals gain immediate value through access to our library of thousands of bid-related documents and the largest network of public procurement professionals in North America. Published by NIGP: The Institute for Public Procurement. The contents of this Position Paper may not be reproduced without the prior written consent of NIGP. Copyright 2013 NIGP, Inc.

COOPERATIVE PROCUREMENT: GREAT VALUE (GREAT CONFUSION) A position paper from NIGP: The Institute for Public Procurement, on the use of cooperative procurement practice in public procurement. INTRODUCTION Cooperative procurement is defined by NIGP: The Institute for Public Procurement as the combining of requirements of two or more public procurement entities to leverage the benefits of volume purchases, delivery and supply chain advantages, best practices and the reduction of administrative time and expenses. 1 Cooperative procurement solutions offer resource challenged agencies the opportunity to gain needed operating efficiencies as well as hard dollar savings. The demonstrated effectiveness of cooperative procurement to save taxpayer dollars makes it a viable alternative to conventional, independent procurement processes. 2 As with any versatile tool, cooperative solutions may be appropriate for many circumstances. Yet they should not be seen as the solution for all purchases at all times. Cooperative procurements are developed to meet specific needs and realize their full value when applied with an understanding of their appropriate use and their limitations. This position paper, while describing NIGP s view of cooperative practices and programs, also examines the nature of, and changes in, the cooperative procurement landscape. It recommends best practices in the evaluation and use of cooperative solutions, and emphasizes the responsibility of the procurement professional to ensure that cooperative solutions are employed consistent with local legislation and due regard for preference groups. POSITION STATEMENT NIGP supports the use of cooperative procurement. It is a valuable tool to obtain necessary goods and services by aggregating volume, securing best pricing, and reducing administrative overhead. Practitioners should engage in cooperative procurement in a manner: consistent with 1 National Institute of Governmental Purchasing, Public Procurement Practice, Use of Cooperative Contracts for Public Procurement 2 Cooperative Purchasing, A Guide for Local Official (Fifth Edition), Dept. Of Community Affairs, State of New Jersey, September 2006 Cooperative Procurement: Great Value (Great Confusion) Page 1 of 7

their enabling legislation; that ensures a legal basis of competition; considers the broadest possible participation of all vendor types; and that aligns local requirements with the cooperative solution under consideration. TRENDS Cooperative procurement has become a well-established practice in the past decade with increasing representation and participation by public entities. New forms of collaboration to support cooperative procurement are evolving, including national consortiums, regional cooperative programs, and cooperative contracts of like institutions. 3 The continued growth in cooperative procurement opportunities results from the success of predecessors in this contracting form and the need to address dwindling internal agency resources. Public purchasers seek the best value for their constituents by optimizing pricing, transactions costs, and processing time through the strategic use of cooperative procurement vehicles. As the internet has enabled sellers to reach wider markets, more commodities (and some services) have become available in standard forms, ordering methods, and delivery timelines facilitating the use of cooperative contracts by public purchasers in disparate locations. There are now numerous national and regional cooperative programs across the United States, and with them, a variety of contract choices for the same products or services. For example, office products and maintenance repair and operations (MRO) products are available on several different cooperative contracts. As a result, the analysis has become more complicated as public purchasers attempt to determine the best cooperative contract to use. COOPERATIVE PROCUREMENT MODELS Joint Solicitation Model: A procurement conducted by, or on behalf of, one or more public entities that have combined and standardized their requirements. The participating organizations make an advance commitment to use the resultant contract. Piggyback Model: One or more public entities solicit their requirements and include an option for other organizations to access, or piggyback, the contract as awarded. 4 This method may include a state or national cooperative affiliate. The use of this form of cooperative procurement is elective. 3 Fredo Schotanus et al., Public Procurement: International Cases and Commentary, (Routledge 2007), p. 578 4 National Association of State Procurement Officials, Issue Brief, Strength in Numbers: An Introduction to Cooperative Procurements Cooperative Procurement: Great Value (Great Confusion) Page 2 of 7

Third Party Aggregator or Broker Model 5 : An external organization that establishes a cooperative program, working with one or more public entities to establish one or more contracts designed to appeal to a broad base of potential user agencies and provides the portal through which the contracts will be accessed. Aggregators facilitate identification of the competitor pool, consolidation of the buyer market and promotion of the contracts under their program auspices. The use of this form of cooperative procurement is elective. Multiple Award Schedules (MAS): Contracts awarded by a public entity, particularly the federal government and some states, for similar or comparable goods or services with more than one supplier at varying prices. Generally, MAS contracts are considered non-competitive or less than fully competitive. While some of these contracts may be available to local government, public entities considering using an MAS should ensure it complies with applicable competition requirements. The use of this form of cooperative procurement is elective. ADVANTAGES AND LIMITATIONS OF COOPERATIVE PROCUREMENT Advantages Cooperative procurement is a form of strategic sourcing. That is, combining or aggregating the spend of several public bodies with competitively sourced suppliers to maximize buying power. Cooperative contracts leverage value-added pricing, vendor service levels, and advantageous contract terms. Typically, larger entities serve as a lead public body and all participating entities realize reduced transaction and administrative costs, workload, and processing time. With the large, aggregate volume represented by the potential users, cooperative contracts provide the governmental purchaser access to quality products good at competitive, most favored prices, while also offering beneficial delivery and contract terms. Limitations The limitations of engaging in cooperative procurement include: contract pricing that may not be optimal due to the inability of the public body to accurately predict order quantity and timing; less flexibility in the requirement to conform to the specifications and material terms of the base contract; possible decline in opportunities for local, small or disadvantaged suppliers; and the temptation to shop or be influenced by brand familiarity rather than the product s inherent capacity to meet the defined requirements. Finally, purchasers may find that a single large purchase by their own entity can be more aggressively priced than a cooperative contract. For 5 Cliff McCue and Eric Prier, Using Agency Theory to Model Cooperative Public Purchasing, Journal of Public Procurement 8 (2008) : 60 Cooperative Procurement: Great Value (Great Confusion) Page 3 of 7

these reasons, market research and due diligence should be performed, on a case-to-case basis, before deciding to use a cooperative contract. LEGAL BASIS FOR COOPERATIVE PROCUREMENT Specific state, provincial and local law determines public entities authority to engage in cooperative procurement practices. In the event of a challenge, courts may be called upon to review an entity s legal authority to purchase cooperatively. Purchases made under a cooperative contract cannot differ in specification, quality or price from the terms of the cooperative contract award. Use of a piggybacked contract must be consistent with its solicitation and contract parameters and restrictions. Requirements must remain substantially the same as the existing piggybacked contract. Any attempt to expand the scope or change the requirements of the established cooperative contract may be deemed a violation of appropriate (legal) cooperative practice. Some amending may be acceptable; however, should be done with understanding of legal implications. LOCAL VENDORS AND COOPERATIVE PROGRAMS Under the cooperative model, government entities aggregate their requirements to take advantage of macro-market conditions, providing efficiencies such as volume discounts, based on the bidder s ability to serve the participating entities. A popular argument against cooperative practices is that they tend to favor large suppliers. While this may be true at the national level in general, market conditions vary across broad geographies and suppliers of all sizes continue to innovate to adjust to market conditions and the needs of local purchasers. Local suppliers may realize an advantage when supporting smaller contracts, local regions or unique requirements. Seemingly in response to the success of big-box suppliers at the national cooperative level, smaller suppliers are learning to come together as consortiums in order to compete with a national presence. Ready examples are available in office supplies and food services. Local vendors may view piggyback contracts as unfair when they are unable to compete due to the large scale of the requirements. However, certain local cooperatives (i.e., at the municipal or political subdivision level) are very successful in including local businesses when service features and capacity are important. In some jurisdictions, local preference laws may limit or prohibit a public entity from utilizing cooperative contracts as a sourcing method. EVALUATING COOPERATIVE OPTIONS Cooperative Procurement: Great Value (Great Confusion) Page 4 of 7

In situations where two or more government entities have identified a mutual product or service and have resolved to satisfy their need through a joint solicitation model, the agencies retain immediate control throughout the solicitation-evaluation-award-contract management process. Retaining control throughout the process is often seen as a positive nod to joint (as well as independent) solutions over piggyback-based cooperative purchases. However, the decision to engage in a joint procurement and the subsequent process requires a level of advance planning and effort, and a commitment to use the resultant contract that may be impractical or burdensome for one or more of the agencies. In these cases, the ease of accessing a favorable contract that has already been awarded may be most advantageous for the public entity. The efficiencies and value available through piggybacking make it an attractive alternative to independent procurement initiatives and may largely explain the rise of third-party aggregators, a.k.a. cooperative programs, at the national, regional and local level. Given the many programs and contracts available through them, a methodical, diligent process is necessary for procurement professionals to determine the programs that operate in a manner consistent with their entity s requirements, and the contract(s) that deliver best value. The choice between joint cooperative, piggybacking or traditional independent procurement requires a weighing of the benefits, risks and shortcomings associated with each procurement model. EVALUATING COOPERATIVE PROGRAMS AND CONTRACTS Step 1: Internal Review Assess the impact of using either an independent or aggregator solution for the requirement: o identify foreseeable demands on procurement operations; o identify human and budgetary resources available to meet those demands; o analyze all costs associated with conducting an independent source solicitation; o analyze all costs associated with using a cooperative solution; and o evaluate the quality, price, and availability of cooperative contract opportunities for the requirement. Step 2: Cooperative Program Review Review a cooperative program s business model, legal business type and business practices for compliance with local cooperative purchasing legislation and policy. Assess the cooperative program s ease of use and access; ongoing contract management and administration practices; regular program and/or contract audits. Determine whether the cooperative contract was competitively awarded. Step 3: Cooperative Contract Review Cooperative Procurement: Great Value (Great Confusion) Page 5 of 7

Evaluate whether the use of a aggregator cooperative contract is appropriate: o compare available cooperative contracts for the required product or service; and o conduct market research. Analyze specifications, price, terms and conditions, and other factors such as: o contract utilization fees; o shipping terms; o distribution availability in your area; o minimum quantity or spend requirements; and o volume discounts or rebates Review the cooperative contract for conformance with all applicable laws and best practices, with sensitivity to local preference and Small, Women or Minority-Owned Business Enterprise programs. Determine whether the requirement is consistent with the material terms of the contract and the scope of the contract award. If any additional local terms and conditions are required, ensure they do not conflict with the scope of the contract award, and incorporate them through an addendum or purchase order properly approved by both parties. Contact the cooperative lead government agency to verify contract application and eligibility. Step 4: Fiduciary Responsibility and Contract Compliance Regularly audit invoices to ensure pricing and specification compliance with the cooperative contract, notifying supplier of any discrepancy. Notify lead agency and cooperative program representatives of any ongoing supplier deficiencies or contract discrepancies. CONCLUSION Cooperative procurement can be an effective procurement tool when utilized deliberately and with understanding of its strengths and limitations. The benefits of cooperative procurement do not automatically inure to the purchaser. Government entities must have a systematic process for assessing the value of a particular cooperative purchasing program, as well as, the particular cooperative contract. Comparison of specifications, pricing, terms, and conditions should be factored into the decision. Expediency alone is a flawed rationale. Purchasers should refer to the Public Procurement Practice, Use of Cooperative Contracts for Public Procurement, as a best practice guide when considering use of a cooperative contract. Due diligence must be performed, taking legal authority, suitability of contract, and compliance Cooperative Procurement: Great Value (Great Confusion) Page 6 of 7

with other local requirements into consideration. Further growth in the number and type of cooperative agreements is anticipated. Public purchasers must use this tool in a manner that optimizes its best attributes and not mistakenly assume it is the right tool for every job. While there are early signs of support for an accrediting body for cooperative programs, or the formulation of best practice standards governing their performance, until such time as these emerge, public procurement professionals must remember their fundamental fiduciary responsibility to their entity. The decision to use a cooperative solution should reflect a deliberate assessment of customer needs, competition, contract pricing and terms, and compliance with all relevant legislation. Such an approach will help agencies realize the full value of cooperative procurement solutions and the savings and efficiencies intrinsic to them. Cooperative Procurement: Great Value (Great Confusion) Page 7 of 7