Who does what to make sustainable procurement happen?

Transcription

1 Who does what to make sustainable happen? Below are profiles of six groups of stakeholders essential to making sustainable happen effectively. These profiles set out the role of that group of stakeholders in sustainable ; what knowledge, skills and aptitudes they require to fulfil those roles; and the general job titles that might fit within that group of stakeholders. Without each stakeholder group having the skills, aptitudes and knowledge to fulfil their role, sustainable will not be business as usual. Success does not depend on the procurer alone it needs the whole team to work together. These profiles can be used in multiple ways for multiple purposes. You could use them to plan capacity building activities on sustainable, or to agree each stakeholder s role at the start of a exercise (until it becomes second nature) for instance. For further information or support please contact Anna Warrington on a.warrington@forumforthefuture.org

2 Customer / client Stakeholder Profile Customer profile description ensure meets the organisation's business / financial needs Understanding the real need to be met SD risks and opportunities How multiple policy / business needs can be met and influenced through relevant categories of What constitutes good and when not procuring is the best option Where there are conflicts between policies or goals and where they are mutually supportive Commissioner / budget holder ensure 'fitness for purpose' for the end user and stakeholders by meeting one set of requirements, doesn't undermine other priorities Accepting constructive challenge to the definition of need Being open to alternative sustainable solutions to meet needs Applying a holistic understanding of vfm and seeking to achieve multiple objectives Analytical skills Facilitation and conflict resolution skills Carbon and wider SD literacy Ability to draw on and promote innovative solutions using stakeholder input Ability to make decisions using multidisciplinary thinking Stakeholder engagement Ability to see sustainable as business as usual End user Senior Responsible Officer Using the product or service in ways that realise the intended sustainability benefits

3 Finance Stakeholder Profile Finance ensure s meet organisation's business/ financial needs applying/ championing a holistic definition of value for money, not just focusing on initial price (throughout) high risk / high value categories for the business principles of challenging the need of how sustainability is part of the business case short and long-term business policy and business priorities for the organisation role and contribution of finance for meeting/ not undermining policy priorities e.g. carbon reduction financial implications of improved environmental performance on the estate of best practice in a rapidly moving SD field Finance critically weigh short/ longterm business and financial interests using sustainability accounting models e.g. whole life costing, the cost of carbon and social indicators (stage 3 business case) inter-disciplinary working carbon literacy carbon accounting whole-life costing Accountant enable value for money s through finance and accounting models and practices willingness / ability to try innovative financing models e.g. ESCOs, revolving funds Auditor develop and implement innovative financial and accounting models to enable sustainable value to be created ability to scrutinse sustainability within business cases

4 Manager Stakeholder Profile s critically manage time, quality, cost of the exercise convene and manage input from a multidisciplinary team Putting in place sufficient resource to realise a quality process Making business case to senior s about the approach of what constitutes a sustainable decision and a process that facilitates this the role of for delivering on sustainability goals and objectives of what expertise is required on project teams relating to different categories of EU regulation and how to marry them with sustainability of need to take a whole life approach influencing the deployment of resources ership communication (vertically/ horizontally) facilitation Senior responsible owner (SRO) Programme Project ensure there's adequate time for evaluation/ analysis in the cycle Ensure expertise is available for teams and facilitating access/input ability to manage competing priorities assertiveness - to achieve sustainnable outcomes Category specialist / resource

5 Procurer Stakeholder Profile Procurers Facilitate value for money s that meet strategic. operational and financial requirements Provide an effective and efficient service that achieves value for clients, suppliers and the public Enable multiple objectives to be met through decisions Challenging the customer's need Communicating to the market to stimulate innovation Defining approach so as to best deliver on multiple objectives Of the principal social and environmental impacts of and influences on a commission Of the organisation: where information is available & where priorities might reinforce or conflict Understanding of 'good' Of the market place Of the commissioner's / user's needs Of sustainability related legislation Of the finance process e.g. whole life costing Analytical skills Facilitation and confilct resolution Negotiation and influencing / persuasion Risk identification Communications Proactive ership Assertiveness practitioner Setting KPIs and monitoring / reporting framework to achieve multiple objectives Management of process Ability to square client needs with government/ departmental priorities and EU legislation Ability to 'rethink'solutions Ability to manage relationships Ability to draw on innovative practice Head of Setting and conducting of evaluation approach

6 Specialist Experts Stakeholder Profile Specialist experts offer timely advice, information and signposts challenging the client s need technical expertise/relevant organisational knowledge including knowledge of sustainability agenda how area of expertise relates to categories and category management priorities where area of expertise is impacted upon and influences other agendas/ disciplines Legal expert creative input to promote innovation and meet need providing a useful intelligence service to the project team analytical skills multi-disciplinary working influencing skills communication Finance expert provide rare knowledge to enable multiple objectives to be met in s input to creating documentation including SLAs and KPIs Policy expert input to achieve effective monitoring and improvement against the KPIs ability to bring innovative practice into s ability to insert their area of expertise into multi-disciplinary thinking ability to challenge openess to alternative approaches Sustainability expert key role in evaluation Market expert

7 Supplier Relationship Manager Stakeholder Profile Supplier relationship s ensure aligns with category management priorities manage contracts in line/ coordination with wider, supplier relationship approach Ensuring delivery of the intended sustainability benefits through effective monitoring and management Knowing best practice in the market and being able to challenge suppliers to improve monitoring performance against KPIs that cover social, environmental, financial facets of performance relevant category strategy priorities and integration with wider policy sustainabilty impacts, risks and opportunities withinn the value chain market, market trends/ innovations relationship management negotiation facilitation/ conflict resolution communication skills influencing and persuading knowledge management financial awareness Category Contract manage supplier performance to achieve multiple objectives Liaising between and influencing the end-user/ suppliers Operationalising category strategy in a way that supports sustainability learning from practice to promote innovation and continuous improvement drawing in supplier knowledge and skills improve supplier performance and capability to meet environmental, social and financial objectives Supplier relationship