Commissioning
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From NAVCA09 conference in Blackpool. Workshop delivered by Susan Steed from New Economics Foundation.
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The document discusses performance budgeting and defining performance in government. It provides definitions for key terms like inputs, outputs, outcomes, and indicators. Performance budgeting aims to create stronger links between resources and results, impact resource allocation decisions using performance information, and produce relevant performance data. Countries use various models of performance budgeting on a spectrum from contractual to program budgeting. The objectives are allocative efficiency, operational efficiency, and fiscal discipline through boosting performance and improving resource allocation decisions.
Value framework
The document introduces a Value Framework for assessing how to drive value in the delivery of programs and services. The framework examines value through five lenses: economy, efficiency, effectiveness, fairness, and environment. It also identifies four levers of change - people and structure, process and delivery, information technology, and regulation and policy - that can be adjusted to impact outcomes under the different value lenses. The goal of the framework is to help decision-makers determine which levers to adjust at different stages of service delivery in order to maximize value for stakeholders.
Is your Supply Chain sustainable?
How sustainable is your business? Businesses can not have a positive and sustainable impact if don't measure and control the impact of their supply chains. Learn how to make the supply chain more sustainable.
Find more at urbantz.com
Environmental management reporting
Improving reports on company and organization performance can facilitate change. Including the internal and external environmental and social costs makes it easier to understand how well a company or organization or country is really doing.
PART#4Put section 2 & 3 into ACTIONS! · How are we going to ac.docx
PART#4
Put section 2 & 3 into ACTIONS!
· How are we going to accomplish these things
· What methods, practices, policies and logistical features would we include in our “forum” to ensure these things are being followed by our partners and people using our forum/resource???
· ex.) Reward systems for following regulations, committees, maintenance checks. etc
NOTE: This template is inspired by the CauxRT General Principles. It is a tool for CSR Planning & Documentation 1) to create conditions for stakeholders to work together and live in society to advance the common good. - They are guidelines for enabling cooperation and mutual prosperity to coexist non-conflictually with healthy and fair competition, and 2) to value each person as an end, not simply as a mean to the fulfillment of its, or its owners, purposes, or even as a reason to coerce or otherwise force an individual to accede to a majority in any circumstance.
Identify
1) CSR Issues
2) Suggest Communication Mode (USE: MS/Mission, VA/Values, VS/Vision, CE/Code of Ethics, CBC/Code of Business Conduct, SC/Supply Chain Standards, SupplierGML/General Manager's Annual Letter to Stakeholders, Any Other deemed appropriate) and
3) Structural Implications - Commitees, budgets, staff resources needed for each.
Principle 1 - RESPECT STAKEHOLDERS BEYOND SHAREHOLDERS
1. Customers
2. Employees
3. Shareholders
4. Suppliers
5. Competitors
6. Communities
1) CSR Issues
2) Suggest Communication Mode
3) Structural Implications - Committees, BofD Responsibilties, Outreach, etc.
Principle 2 – CONTRIBUTE TO ECONOMIC, SOCIAL AND ENVIRONMENTAL DEVELOPMENT
1. Customers
2. Employees
3. Shareholders
4. Suppliers
5. Competitors
6. Communities
1) CSR Issues
2) Suggest Communication Mode
3) Structural Implications - Committees, BofD Responsibilties, Outreach, etc.
Principle 3 – BUILD TRUST BY GOING BEYOND THE LETTER OF THE LAW
1. Customers
2. Employees
3. Shareholders
4. Suppliers
5. Competitors
6. Communities
1) CSR Issues
Follow all laws, and be honest with consumer, do not be fraudulent.
Pay salaries to employees accordingly and fairly. Do not offshore work.
Disclose reports detailing the companies issues and finances. Do not lie on the reports
Follow all contracts with suppliers and do not shortchange them.
No Price fixing, or setting artificially high prices due to monopoly status
2) Suggest Communication Mode
3) Structural Implications - Committees, BofD Responsibilties, Outreach, etc.
Principle 4 – RESPECT RULES AND CONVENTIONS
1. Customers
2. Employees
3. Shareholders
4. Suppliers
5. Competitors
6. Communities
1) CSR Issues
2) Suggest Communication Mode
3) Structural Implications - Committees, BofD Responsibilties, Outreach, etc.
Principle 5 – SUPPORT RESPONSIBLE GLOBALISATION
1. Customers
2. Employees
3. Shareholders
4. Suppliers
5. Competitors
6. Communities
1) CSR Issues
2) Suggest Communi.
Sustainability in Modern Procurement and Supply Chain
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TDL & Exports Regional Intermediary Design II
The document summarizes a workshop discussing the design of a regional intermediary to promote trade and logistics. The following were discussed:
1. The workshop agenda included synthesizing findings from the previous workshop, recommending an organizational model, finalizing the intermediary design, and planning for future work.
2. Best practices research identified capabilities of successful hubs including supply chain expertise, economic development support, strategic infrastructure funding, and collaboration between stakeholders.
3. A public-private partnership organizational model was recommended to provide private sector value through cost competitiveness and access to markets, and public sector advantages of infrastructure and capital. The model would focus on value for both industry and government partners.
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Commissioning
- 1. Sustainable Commissioning NAVCA Susan Steed nef (the new economics foundation)
- 3. Problem 1
- 4. Problem 2 Tend to measure what we can count What get’s measured is what gets valued What get’s valued is what we pursue The things that matter most to us get left out
- 5. Problem 3
- 16. Tracking outcomes – Outcomes Star www.homelessoutcomes.org.uk
- 21. Getting impact in to the procurement process
- 23. So What?
Editor's Notes
- Set Background – Gershon efficiency savings. Problem 1: Unit cost tells you nothing about quality. Financial measurement has not served us well, with a limited measure of value. Accounting never intended as an exact science, misinterpreted as so.
- Commissioning became focused on the relationship between inputs and tightly specified outputs Focus on narrow outputs can miss opportunities to maximise public benefit across social, environmental outcomes. A provider, particularly CVS, may be creating value (e.g training volunteers, working with hard to reach people, etc). This also misses many interactions between the way services are delivered, and the the outcomes that come from those services.
- Those on whose behalf policies are formulated are excluded from decisions Indicators are not relevant to the people whose lives are supposed to be changed by policy, so we measure the wrong things (the failure of top-down, siloed targets) Engage with stakeholders, particularly CVS. Service specifications framed in terms of narrow outputs are barriers to innovation by providers and service users.
- SROI UK OTS funding SROI becoming the industry standard in the third sector Need to push the boundaries and apply it to other sectors so that pursuing public benefit becomes the norm for all organisations. Limitations? Proxies will be subjective Doesn’t allow to compare apples and pears Only as good as data that goes in Criticising numbers and using them?
- The sustainable commissioning model returns to a treasure def of VfM.
- Commissioning for Outcomes is only half the story. Need to measure outcomes too. Introduce the outcomes star. Refer to Triangle if more questions.
- Emphasise that SCM is LEGAL.
- Go through each of the steps in detail, possibly add more slides…
- Story of unintended consequences of cost cutting