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History of the CDMS

In 2002, the SMWBE Program utilized data from at least seven sources to gather information about SMWBE vendors. However, Significant efforts are invested in reconciling the data pertaining to vendors found across multiple sources. This data serves crucial purposes, such as reporting and outreach initiatives.

Outreach involves public viewing of basic vendor and product data as well as creating mailing labels and solicitation listings. A single database with all needed data in one place would greatly simplify the work currently needed for outreach and reporting and would improve the quality of both efforts.

History of the Contract & Diversity Management System

In 2004, the SMWBE Program Office requested an analysis and documentation of SMWBE tracking process; analysis of data sources; design of desired reports; documentation of requirements for utilization tracking and analysis, availability tracking and analysis, and gap analysis; and recommendation of potential solutions.

The business environment in which the SMWBE Program operates is complex. A great deal of data is needed to support the Program business requirements and reporting duties.

Some of the data does not exist in any automated system. Other data exist in several systems (AFS and SCTRCA) and are maintained separately and without synchronization. Much of the information is only available for manual examination even though it is stored electronically because the information is stored as PDF documents rather than as fielded data in databases.

Other data, while available in an automated system can be inconsistent due to changes over time, lack of edits in the system, and ‘creative’ use of some of the available text entry fields. The inconsistency makes the data less than reliable and inaccurate.

The need to track the County’s business involvement with SMWBEs evolved much later than need to keep records about County purchases and vendors and payments. The result of the later evolution is that the data needed to support SMWBE tracking resides in multiple formats and multiple, disparate systems.

For additional information see BCIS SMWBE Tracking Analysis 2002





Some important issues that were included are:

• Project goals and objectives

Create and maintain a database for opportunities, bidders, contracts, primary and sub-contractors.

• Background and reason for the project/request

The County has a goal for SMWBE participation of 20% minority and 30% small business. Commissioners Court has tasked the Small Business & Entrepreneurship Department (SBED) with developing procedures and processes to achieve the program goals. To improve evaluation, by expanding the analysis to a wider dissemination of information and include tracking of subcontractor participation.

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• Business Process Improvements with CDMS

Improved evaluation by expanded analysis and wider dissemination by:
Performing a joint internal program assessment annually
Calculating rate of participation by commodity code
Determine participants by both SCTRCA & other certified and non certified vendors
Track subcontractors
Accurate tracking of all vendors contact & payment information
Countywide access to vendors for staff solicitations

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