Recommended
Recommended
More Related Content
What's hot
What's hot (18)
Similar to SPLC 2018: Developing a Sustainable Purchasing Policy for Your Organization
Similar to SPLC 2018: Developing a Sustainable Purchasing Policy for Your Organization (20)
More from SPLCouncil
More from SPLCouncil (20)
Recently uploaded
Recently uploaded (20)
SPLC 2018: Developing a Sustainable Purchasing Policy for Your Organization
- 1. Developing a Sustainable Purchasing Policy Betsy Hayes Chief Procurement Officer May 15, 2018
- 2. 1990’s
- 4. Benefits of Formalizing Program
- 5. Minnesota’s Program Evolution SUSTAINABLE PROCUREMENT Environment Social Economic
- 9. Leveraging of Existing Tools • Utilized Continuous Improvement Tools • Visioning Session • Process Mapping • Lean
- 10. Program charter Ties in environmental and social goals
- 11. Charter Components Purpose Vision Program Objectives Metrics for Success Program and Resource Commitment Prioritization Program Structure (roles and responsibilities) Framework
- 12. Framework for developing sustainable contracts Research Vendor engagement End user engagement Measurement
- 13. Framework Phases Phase 1: Information Gathering Phase 2: RFB/RFP Development Phase 3: Evaluation and Contract Execution Phase 4: Contract Administration and Measurement
- 14. Enterprise Focus and Measurement
- 16. Targeted Group Spend Measured
Editor's Notes
- Johanna: introduce presentation
- Started in the late 1990’s and was focused on recycled content. Had a partnership between the Department of Administration and the MPCA, however program was unstructured and informal
- Furthermore, beyond unstructured, the way that we were viewing sustainable purchasing looked like this. The mindset at the time was that these interests were all important, but we viewed them as mutually exclusive where we had to choose one over the other
- We came to realize that there would be significant benefits to change.
- Today, the program has advanced in both its structure and its ideology.
- We view the program much more holistically, which has contributed greatly the program’s acceptance and success.
- EPA Grant – A significant first step toward putting our policy together started with an EPA grant which funded a spend analysis project that resulted in identifying our priority contract areas. This coincided with our connection with SPLC and ultimately the use of the Guidance which we relied on to develop our policy. Further, a key ingredient, which I think is sometimes overlooked, that helped us push our program and policy forward was the strengthening of relationships among key stakeholders.
- We worked together closely to formulate a shared vision and mission that captured our intentions for the future. We carefully crafted the vision and mission so that it captured our desire to be intentional, strategic and holistic. Opted to develop a Charter and an accompanying Framework. The Charter is intended to be a high-level document that is signed by leadership. The Framework is more detailed and able to be more easily expanded or edited.
- In doing our work to develop our Charter and Framework, we took advantage of existing tools.
- We also were supported by top leadership and jumped on bandwagons that were already in motion.
- Walk through sections of charter
- Market research Research on existing vendor base Information gathering from other procurement subject matter experts in selected product/service lines (via local and national networks) User group feedback Vendor meetings and feedback Specification development Evaluation criteria development MPCA and Admin collaboration throughout Contract administration and compliance verification Analysis and measurement of outcomes (maintaining metrics and annual reports)
- Include targeted group spend with businesses owned by women, minorities and veterans, people with disabilities and businesses located in economically disadvantaged areas.