Above & Beyond Awards

2026 Above & Beyond Awards

 For 2026, NCPP will roll-out the nomination period in late January through mid-March. Stay tuned for more details!

2025 Above & Beyond Award Winners

Elisa Landeros

Buyer II
City of Long Beach, CA

In the past year, Elisa has demonstrated exceptional dedication and efficiency in managing a significant volume of procurement assignments, during a significant decrease in staffing. Elisa managed 35 formal solicitations which resulted in over $400M purchases which is triple the number of bids for one buyer. Several were high profile and extremely complex projects. As a super user in the City's Financial System, she ran all the procurement module testing during the 2024 upgrade, and was an integral part of the task force to remediate issues of 1000 transactions needing manual fixes. She stepped up to become a member of the LB Buyes Operations Team as 3 of the 4 members vacated their roles, and currently holds the secretary position on the Orange Country Procurement Alliance Committee. 

Robert Bruce

Director of Procurement
Howard County Public School District, MD

Serving since 2022, Robert oversees procurement for 78 schools and over 57,000 students. He spearheaded the transition from a traditional paper-based system to a modern e-Procurement system and streamlined processes through initiatives like a fully digital solicitation intake request form and electronic evaluation process. Within that process, he revised forms and established new procedures as well as crafted comprehensive training programs for both new and existing staff. 

 

He is active in the local ASBO chapter and serves as a mentor in the NIGP program. Robert participated in the NCPP RFP Tracking project and then served as a panelist on a nationwide training session to disseminate the study's findings.

Stephanie Akerley

Director of Purchasing
Columbia Association, MD

Stephanie accepted the Director position just 7 months ago and has actively redefined the role of procurement as a strategic partner within her organization. She is a dedicated educator and passionate advocate for NIGP's professional development programs. She has become a leading champion of integrating AI into procurement practices, teaching others how to understand is potential and adopt it ethically and responsibly. 

 

She has traveled extensively to share this knowledge through presentations at NIGP chapters and other agencies. Stephanie also serves as a mentor - one shining example is Danny May, who was honored as the 2024 NIGP Distinguished Service Award. During his acceptance speech, he spoke highly of Stephanies' mentorship over the past decade. 

Dallas Monaco

Procurement Analyst Senior
Multnomah County Sheriff's Office, OR

Dallas is the Procurement Analyst Senior who consistently demonstrates an exceptional commitment to excellence, setting a standard of customer service and leadership that has earned him high praise across the county.

 

Dallas has developed a well-deserved reputation for delivering top-tier customer service to every individual he encounters. His professionalism, compassion, and responsiveness are consistently noted by both colleagues and community members.

 

Dallas’ ability to address complex challenges with innovative solutions is a hallmark of his service. A recent success story highlights his ingenuity when he solved a pressing issue that had long impacted operational efficiency. By thinking outside the box and collaborating with key stakeholders, Dallas implemented a solution that not only resolved the problem but also improved the overall workflow for the entire team. When assigned to a special project, he took charge, coordinating efforts across multiple departments and ensuring the project’s success. His initiative and organizational skills were instrumental in meeting tight deadlines and exceeding expectations.

 

Dallas is deeply committed to serving his community, frequently volunteering at events and activities aimed at improving the lives of those in need. His participation is not limited to official capacities; he consistently goes out of his way to lend a hand wherever he can make a difference. Dallas creates opportunities for others to shine, ensuring that the entire team benefits from his dedication and vision.

 

In every aspect of his work, Dallas Monaco goes above and beyond, embodying the highest values of the Multnomah County Sheriff’s Office. We are grateful for his tireless efforts and are proud to have him as part of our team. His contributions make a lasting impact, and he serves as a role model for all who aspire to make a difference in their community.

Eileen Phillips

Procurement Manager
City of Lawrence, KS

Prior to June 2021, the City of Lawrence Kansas did not have a Purchasing Department. Eileen was hired to set up centralized purchasing; establish policy and procedures; hire & train staff; and implement requisition, purchasing, and contracting modules for a new ERP implementation.

 

In 2024 Eileen, along with her buyers, accomplished the following:

  • Wrote and published step-by-step instructions for all procurement transactions in the ERP system.
  • Successfully closed first fiscal year in new ERP system.
  • Issued over 80 formal solicitations, 500 purchase orders and over 500 contracts.
  • Awarded scholarship for and participated in NIGP Leadership Forum in Houston.
  • Launched online marketplace for City branded clothing and promotional items.
  • Clothing program for solid waste and utilities staff.
  • Healthy vending machine installed in City Hall.
  • Established sustainable break room supply program on Amazon business prime account.
  • Participated in KAPPP Reverse Vendor Fair for diverse vendors. Prepared posters & handouts.
  • Worked whatever amount of hours it took to maintain customer service levels no matter the workload.

Jessica Tyrrell

Deputy Director
Miami-Dade County, FL

Through her leadership, foresight, and innovation, Ms. Tyrrell helps define how procurement practices evolve in response to the County’s changing needs. Her ability to balance operational demands with strategic vision ensures that the County’s procurement activities are not only responsive but also forward-thinking, positioning the County for long-term success. 

 

As the Deputy Director, Ms. Tyrrell has led the transition efforts for INFORMS within the department and remains heavily involved in disaster-related procurements. Her most noted professional accomplishments include leading all COVID-19-related procurements totaling approximately $850 million, to address the urgent needs of the County.

 

In addition, she spearheaded the procurement efforts for the Surfside Condo Collapse recovery, overseeing contracts valued at approximately $40 million, which involved coordinating emergency response and recovery operations in the aftermath of the tragic incident, ensuring that the procurement process was both efficient and aligned with federal recovery guidelines.

 

Also, leading the Purpose Driven Procurement initiative, a groundbreaking effort designed to embed social responsibility and sustainability into the County’s procurement practices, this initiative prioritizes a wide range of important factors including equity, inclusion, environmental resiliency, and sustainability. It also emphasizes local participation, small business engagement, fair treatment of workers, and the promotion of living wages

Maria Agrusa

County Procurement Officer
County of Orange, CA

Maria Agrusa oversees a team of over 240 Deputy Purchasing Agents across the County’s 22 Departments. During her tenure, Maria has spearheaded a transformative shift within the procurement community, focusing on a more proactive and strategic approach to elevate the profession. Key highlights of her contributions include: Fully automated the requisition process and all paper forms across all 22 Departments through the OC Expediter system; Digitized 1000s of Procurement and Contracts paper records / files Countywide, creating necessary processes and procedures to ensure electronic retention adherence, Conducted a usability study and implemented Countywide electronic signature solution, Conducted a Countywide analysis on various eProcurement systems ultimately utilizing Grant funding to award to OpenGov, Developed enhanced Grant Management System and trained Countywide Grant Coordinators (based on FEMA recommendations).



She also led the development of the Procurement Professional Program, including: Deputization Training Program converted from fully in-person over the course of one week to a fully online course and exam allowing new DPAs to deputize on demand, with minimal operational impact on Departments, DPA Training Program annual training hours increased from 10 to 15 hours, and the program has more than doubled the number of training courses offered on various topics and by a variety of experts, maximizing partnerships with NIGP, CAPPO, NASPO, Harvard PEN, etc., Launched Nationwide Procurement Mentorship Program in partnership with NIGP (our program has now expanded to our SoCal Alliance members), Initiation of the County’s first Supplier Engagement Program, including: Enhanced monthly Vendor Information Days, with additional marketing increasing attendance by over 100%, Developed Annual Supplier surveys, Launch of County's first OC Procurement LinkedIn page to better engage with supplier community and market events, Initiated and continue to lead Annual County Supplier Outreach Event, with participation significantly increasing to over 1000 attendees, 225 exhibitors and 45 Government entities represented,  Initiated County's fist supplier engagement focus groups to discuss the barriers of doing business with County of Orange, County of Orange Procurement published in the Southern California Association of Governments "Inclusive Contracting" publication, recognizing the SoCal Procurement Alliance, Increased attendance to supplier events to a minimum of 15 events per year for last three years, effectively identified and utilized the available grant funding to support the program.

Melissa Garner

Chief Division of Operations
Montgomery County, MD

Melissa has been with the County for about 9+ years, and joined our team 3 years ago and quickly made key contributions to our Department as well as to the County as a whole; including the filling of 11 key positions in Operations, which were vacant for many years; this improved efficiency, staff morale, reduced the time of solicitation processing by 2-3 months, and improved the workflow of the procurement process. With new staff and processes in place came needed training. Melissa prioritized and focused on creating an internal training program and improving the outdated Contract Administration program. 

 

Melissa prioritized creating a monthly one-hour virtual learning session for our Contract Administrators, it’s our famous PROHuddle. PROHuddle sessions empower employees to enhance their skills and stay updated on industry best practices. This investment in people has not only boosted morale but also resulted in tangible performance improvements. Lastly, one of Melissa's most notable achievements was the implementation of a new procurement tracking system ProDirect. This innovative tool has streamlined our processes, reducing turnaround times by over fifty percent and ensuring that all stakeholders are consistently informed throughout the procurement lifecycle. Her foresight in embracing technology has positioned our County as a leader in efficiency and accountability. PRODirect was created in-house and is the central location for our using departments to submit Procurement actions and receive responses to questions from the Procurement staff.

Michelle Pharrams

Bid & Contract Analyst
City of Scottsdale, AZ

In the summer of 2023, Michelle was asked to step into an interim Bid & Contract Analyst role to assist our Purchasing department with formal solicitations, contract negotiations and contract management. As a Buyer for the City of Scottsdale, Michelle previously assisted with informal contracts and processing of purchase orders. This new exposure to formal solicitations was a great opportunity for her to expand her professional career, knowledge and assist city departments during a time of major transition within the Purchasing department. In October 2024, Michelle received her certification of Certified Public Procurement Buyer (CPPB). 

 

Noted as the unofficial “IT Guru”, Michelle is an invaluable asset to the Purchasing department with assisting on inquiries, services and contracts pertaining to software and IT procurement. Michelle has spent many years studying the various types of software contracts which is no easy task. With the ever-changing technology having a team member be knowledgeable in this field has been a true asset and her relationship with the City’s IT department has helped these types of requests move faster. Michelle continues to assist the department and is always one of the first individuals that team members reach out to for assistance. Providing her guidance and training to Buyer Aides and Buyers makes Michelle a true team player. In addition, Michelle has participated in many city-wide procurement training classes offered to all city staff. The procurement department can many times, be seen as the “stop gap” or “red tape” and having a team member like Michelle work alongside city staff in helping to explain the processes and steps has helped form and grow our internal relationships with city departments.

Victoria D'Astice

Halton Region, Canada

Victoria plays a key role in supporting the department with the management of the Region's largest and most impactful contracts to ensure vital services. She is also a key support for the Region's Procurement By-law update project, implemented on Feb 1, 2024. She also led the creation, review, and implementation of 9 new procurement e-Learn modules and coordinated with various internal and external stakeholders to ensure project timelines were met. With new incoming team members, Victoria volunteered to take on additional work to assist the team and also trained all the new staff to ensure service levels continue to be met.  

April Pay

Placer County, CA

April has served over 4 decades in procurement, and her name is synonymous with integrity, mentorships, and leadership, with involvement with NPI, CAPPO, and NIGP. Mentorship is her true passion, and she has fostered and equipped newcomers with the necessary skills and ethical mindset. Through her leadership, her agency has been awarded the AEP award for 22 consecutive years. Due to her extensive knowledge and willingness to mentor, her mentees have even compiled their own "What Would April Do" books - a humorous yet heartfelt tribute that she has humbly embraced. 

Sandy Wirtanen

City of Austin, TX

Sandy inherited an entirely new procurement and contract portfolio, which included the City's benefits contracts. Less than 1 month later, she worked on the RFP to replace medical and pharmacy insurance for over 15,000 employees as well as the Medicare Advantage RFP, the Stop Loss Coverage, RFP, Police Aviation INsurance RFP, Execuitve Relocation Services RFP and Outside Audit of Workers Compensation RFP - all highly difficult, high-profile, high-dollar contracts. In addition, she also went for and achieved her CPPB certification while conducting all these projects.  

Office of Procurement, Operations/Central Services

Montgomery County, MD


The Office of Procurement works in collaboration with County Departments to properly administer nearly 2,600 contracts annually. These contracts are executed and managed in a manner that adheres to County code and regulations, however for instances where a contract action falls outside of the standard procurement process, a committee review of the action is required. The Contract Review Committee (CRC) was established by regulation to facilitate the review and evaluation of these actions, which are held weekly in an open and public forum. These weekly CRC meetings allow County employees and the public to observe and participate in meetings where contract decisions are made. This transparency enables participants to understand the reasoning behind decisions and assess information considered by decision-makers.  

In 2023, a new bill introduced additional requirements for organizations holding open meetings, in addition to those already specified in the state’s Open Meetings Act. These additional mandates prompted the Office of Procurement to revise and streamline the existing, manual, and outdated CRC meeting process. Aligning with our commitment to fostering a customer service-oriented environment and ensuring legal compliance, the Office of Procurement introduced the Contract Review Committee (CRC) Request application. 

Montgomery County’s Contract Review Committee plays a critical role in ensuring transparency and accountability in contracting actions that fall outside of the standard procurement process. The CRC consists of experts from relevant departments and disciplines who assess proposed contracts, amendments, or modifications to existing contracts. The CRC meets weekly to review submissions by County Departments to conduct thorough reviews to identify potential risks, ensure compliance with regulations and policies, and assess the overall value and feasibility of the proposed actions.  

The initial procedure for CRC review requests suffered from a lack of transparency, decentralization, and tracking capabilities. It heavily depended on email correspondence with complex and lengthy forms, leading to inefficiencies in completion time and a disconnect from data integration. Consequently, this approach resulted in heightened errors and redundant data entry tasks. Furthermore, a County law became effective in the summer of 2023 that imposed new requirements for open meetings related to the timely posting of meeting notices, agendas, minutes, and recordings.  

A streamlined solution was imperative to enhance the contract submission process for CRC review and to guarantee compliance with the updated law. As a result, the new CRC Request process was launched in August 2023. 

The CRC Request process is a web-based application developed internally to enhance efficiency, transparency, and compliance within the contract review process. The conventional manual and outdated procedure often led to delays, errors, and inefficiencies due to cumbersome paperwork, lack of centralized data, and difficulty in tracking progress. By implementing this solution, the Office of Procurement was able to automate repetitive tasks, standardize workflows, and integrate data seamlessly, reducing the time and effort required for requests to review contracts. Implementation of the application addressed and improved the following from the conventional method (pre-launch of the CRC application), and the Process Improvement (Implementation of the CRC application).

The introduction of the CRC Request solution led to notable enhancements in efficiency and productivity. While County departments still initiate the request to submit contracts for CRC consideration, it now undergoes processing via a web-based platform. This platform automates form creation, agenda preparation, and minute generation using captured data, thereby streamlining the process, and reducing human errors. Additionally, it facilitates automatic notification of CRC meeting details to participants and committee members, and systematically publishes essential meeting information to comply with updates to the Open Meetings Act. Total Procurement staff involvement was reduced from nine to four full-time employees.

The absence of a centralized CRC request repository led to frequent complaints received by the Office of Procurement regarding the lack of transparency in the timeline from item submission to agenda posting. The processing time for a request was dependent on the volume of actions in the queue and the complexity of the request, which often led to delays in the posting of the agenda. This resulted in users requesting multiple status updates to ascertain their placement on the agenda.  

Transparency and tracking are fundamental aspects of any application. The CRC Request solution provides a centralized platform for submitting requests which promotes transparency by allowing stakeholders to access relevant information quickly and easily. Furthermore, users receive real-time status updates tracking the review and approval stages by Procurement staff and management. Additionally, upon form submission, the requester is immediately provided with their place on the agenda. These enhancements in tracking and transparency provide both users and Procurement with a structured approach to monitor progress, timelines, and performance metrics. This functionality enables teams to monitor tasks, milestones, and approvals, ensuring no task is overlooked and deadlines are met. 

The CRC Request solution integrates data from various procurement sources and applications into a centralized platform, allowing users to access comprehensive and up-to-date information without the need for manual data entry or reconciliation. This not only saves time and reduces errors but also improves productivity by providing users with a total view of relevant data. For instance, in the context of the CRC Request solution, data integration ensures that all information related to contract review requests, status updates, approvals, and agenda placement is accurately captured and shared among stakeholders in real-time. This streamlines workflows, enhances decision-making capabilities, and facilitates better coordination among team members, ultimately leading to increased efficiency and productivity across the County. 

 The CRC Request application provides robust reporting capabilities that enable stakeholders to identify trends, patterns, and areas for improvement, leading to more informed decision-making and resource allocation. The application can generate reports and analytics on request volumes, processing times, outcomes, and other metrics. The reports generated by the system provide transparency and accountability, showcasing the efficiency and effectiveness of the contract review process to stakeholders and regulatory bodies.  

During an economic downturn, the CRC Request application becomes even more critical in ensuring efficient resource allocation and risk management. The application helps the County prioritize contracts based on strategic importance and financial viability, aligning with the changing economic landscape. By leveraging data analytics within the application, the County can assess vendor performance, track contract costs, and identify opportunities for cost savings or renegotiation. Automated workflows streamline contract reviews, reducing processing times and ensuring timely decision-making, which is crucial during economic uncertainties. Additionally, the application's reporting capabilities provide insights into contract trends, budget utilization, and compliance metrics, enabling proactive measures to mitigate financial risks and optimize contract management strategies. Overall, the solution allows the County to navigate economic downturns more effectively while maintaining transparency, accountability, and cost-efficiency in procurement processes. 

The Office of Procurement strives for best price solutions to procure goods and services for all County Departments. As a result, Procurement makes every effort to identify and recommend solutions that result in little to no-cost to the County.  This office successfully implemented a no-cost solution with this application by developing it in-house and utilizing existing resources. Due to no overhead, the application is flexible allowing for immediate options for improvement.  It is estimated that the project would have an initial cost of at least $65,000 had Procurement elected to outsource the development and maintenance/support of the solution (this does not account for any subsequent maintenance or improvements). This figure is based on the average Application Developer hourly labor rate for Montgomery County Consulting and Technical Services Contracts. 

The implementation of this solution has resulted in significant time savings and efficiency gains, particularly in terms of staff time. Previously, manual processes for contract review and approval required extensive data entry, document preparation, and coordination among various stakeholders. With the application's automated workflows and centralized platform, these tasks are now streamlined, reducing the time needed for each review cycle. Staff members no longer have to spend hours on manual data entry or tracking down approvals, allowing them to focus on more strategic tasks and projects. Real-time status updates and notifications within the application also ensure that stakeholders are informed promptly, further expediting the review process. Overall, the application has not only saved substantial staff time but also improved overall productivity and responsiveness in contract management workflows. 

Recognizing CRC Request application in March during National Procurement Month as a recipient of the 2025 Above & Beyond Award would recognize its significant contributions to enhancing efficiency, transparency, and accountability within the procurement process. The application streamlines workflows, automates repetitive tasks, and improves data accuracy, leading to reduced processing times and fewer errors. Its centralized platform promotes collaboration among stakeholders, ensures compliance with regulatory requirements, and provides real-time visibility into contract statuses and approvals. The application's reporting and analytics capabilities enable organizations to track key performance metrics, identify areas for improvement, and make data-driven decisions. By receiving this Above & Beyond award, the contract review application would be acknowledged for its role in driving innovation, improving productivity, and optimizing resource utilization in contract management and procurement operations.

Department of Public Health

Maricopa County, AZ


As the Procurement Supervisor leading the Purchasing and Contracts (PAC) team at Maricopa County's Department of Public Health (MCDPH), I want to take a moment to nominate my team for the Above & Beyond Award. I feel lucky to work with such an incredible group of people. Throughout my career, I've supervised many teams, but I've never had one that needs so little daily oversight and collaborates so well together. I often share how amazing my team is with others, and I truly believe they are the definition of “The Dream Team.” Do we face challenges? Absolutely, but we always find a way to tackle them and move on, allowing us to focus on our main goal: serving our department as effectively and efficiently as possible.

They are the heart of our organization, and their hard work and contributions to our goals often go unnoticed. At MCDPH, we want to create a healthy and thriving Maricopa County for everyone. Our mission is to improve the quality of life for our residents by working together with the community to develop and carry out plans, programs, and services that meet the changing needs of public health. We work on various initiatives required by our funders, and many of these initiatives involve buying products and services. Without the dedication, professionalism, and expert support of the PAC team, MCDPH wouldn't be able to achieve its goals.

Every team member works really hard to make sure that program needs are met quickly. Usually, purchase requests are handled in the order they come in, but team members are flexible and will move important requests to the front of the line if there's a good reason for it. This flexibility is important because MCDPH helps with substance use and mental health services, county medical clinics, labs, birth and death certificates, emergency preparedness, and other essential county services. There have been many occasions where a team member recognized that an important purchase request was being processed and stayed late or logged back on later to finish the job. Most team members have supported ARPA and have been on-call during weekends and holidays. Some have had to spend a few hours during those times to assist with urgent purchases, like those related to our TB programs. They make sure to support each other and ensure that work gets done when one needs to put in those extra hours or when someone is on vacation or sick. They don’t wait for a supervisor to ask them; they take the initiative themselves. Their main goal is to meet the department's needs, which shows their professionalism and commitment to their work.
 
 In addition to handling nearly 4,000 purchase requests each year, the team also manages all informal solicitation requests and task orders under current contracts for the department. In the fiscal year 2024, they dealt with 19 informal solicitation requests and 23 task orders. For seven months of the year, there were just two Procurement Specialists on the team, and they didn't have a full staff until two months before the end of the fiscal year. The amount of work the team managed to get done, especially while being short-staffed for most of the year, shows their commitment and effort. Dealing with procurement tasks can be complicated and challenging, and the specific issues faced by MCDPH add to that. Fortunately, the new team members who joined fit in well with the existing team and shared the same positive and proactive attitude.

The team always works hard to follow the rules and regulations regularly takes part in creating and putting into action ways to improve how they work. Each member is great at solving problems on their own, and together they can find the best solutions without needing a supervisor or manager most of the time. They also understand when it's necessary to get a supervisor's help. The team has some fun ideas for sharing knowledge with others in the department, including program managers, accountants, and administrative staff. Last March, for Arizona Procurement Month, they organized a Carnival. Each team member picked a game, like procurement jeopardy or trivia, and created a set of questions. People who answered correctly got tickets for prizes. In June, they hosted a procurement Round Table to share policies and procedures with the department. They also publish quarterly FAQs on our SharePoint site, covering important topics and reminders about ongoing issues. While they spend a lot of time tackling specific project problems every day, they always approach their work with a positive attitude, no matter how challenging it gets, even when they have a lot on their plates.

The entire team stays up-to-date on the best ways to handle purchasing by being members of and actively participating in both AZNIGP and NIGP. They regularly attend conferences and seminars. Everyone on the team has contributed to Trade Shows in some way, and one team member even serves as the Mentor Committee Chair for AZNIGP. In the past, this same member has been part of various committees for AZNIGP and has encouraged the rest of the team to get more involved. Two team members are working on getting their CPPB certifications, and all of them take training courses through Procurement U, as well as pursue other professional development opportunities.

Lastly, they played a crucial role in helping our department by acting as experts as we developed a new Purchase Portal in OnBase in June 2023. They contributed by helping to define what we needed, testing the system to make sure it works well, and also helping with the planning and testing for our next phase in October 2024.

Procurement Services Division

City of Oklahoma City, OK


The City of Oklahoma City (City) is proud to nominate our Procurement Services Division for the NCPP 2025 Above & Beyond Award. Their exceptional dedication and resilience during the complex implementation of Oracle Fusion, from late 2022 to the successful go-live in April 2024, exemplify the very essence of "above and beyond" in public procurement.

The transition from PeopleSoft to Oracle Fusion was a monumental undertaking, impacting every facet of the City's financial operations. Faced with the inherent challenges of a large-scale system migration, the Procurement Services Division not only persevered but thrived.

Key Strengths and Achievements:

• Unwavering Dedication and Extraordinary Effort: 
o The team consistently exceeded expectations by dedicating countless hours beyond standard work schedules, including evenings and weekends, to ensure a seamless transition.
o This commitment was not merely about completing tasks; it was about safeguarding the City's financial stability and maintaining uninterrupted service delivery to our citizens.
• Cross-Functional Collaboration and Leadership: 
o Procurement Services seamlessly collaborated with other Finance Divisions (Accounting Services, Office of Management and Budget, and Treasury), demonstrating exceptional teamwork and a unified approach.
o Staff at all levels exhibited remarkable leadership, taking ownership of complex problems, making critical decisions, and communicating effectively across departments.
• Maintaining Operational Excellence Amidst Disruption: 
o Despite the demanding implementation, the Purchasing team maintained a high level of productivity, processing over 500 contracts per fiscal year.
o The Accounts Payable section continued to manage an average of 6,000 vendor payments monthly, ensuring the City's financial obligations were met without delay.
• Proactive Problem-Solving and Innovation: 
o The team proactively engaged in extensive system testing, completely revamped training materials and manuals, created new critical reports, and updated standard operating procedures.
o They demonstrated remarkable adaptability, effectively troubleshooting issues and refining processes as they arose, ensuring a smooth transition to the new system.
• Embracing Risk and Stepping Outside Comfort Zones: 
o Perhaps their most commendable achievement was their willingness to step outside their defined roles, embracing risk to support the project's success.
o Staff seamlessly transitioned between design, system integration, user acceptance testing, and full implementation phases, demonstrating a commitment to the City's overall objectives.
• Commitment to Customer Service: 
o Even during the most stressful points of the implementation, the team prioritized and maintained exceptional customer service to both internal and external customers.

The dedication and resilience displayed by the Procurement Services Division during this challenging period are truly exemplary. Their commitment to excellence, collaborative spirit, and proactive problem-solving have ensured the City's financial operations remain efficient and effective.

We are confident that the Procurement Services Division's achievements align perfectly with the criteria of the NCPP Above & Beyond Award. We urge the committee to recognize their outstanding contributions.