COUP 2015
Case Study: Flexible Framework: The
University of Manchester Approach.
Ian Jarvey
Deputy Head of Procurement
Jimmy Brannigan
NETpositive Futures
Overview
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Context:
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Background on the University of Manchester
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Manchester’s Vision
Our approach to the Flexible Framework
A couple of quotes from a local boy Geoffrey Chaucer:
‘Time and tide wait for no man’ – GET ON WITH IT
‘People can die of mere imagination’ – IT ISN’T AS
SCARY AS YOU THINK
The University of Manchester
University Estate: Investing £1BN
2020 Vision
Goal 1
World Class Research: to be one
of top 25 research universities in
the world
Goal 2
Outstanding learning
and student experience
Goal 3
Social Responsibility: Contribute
to the social and economic
success of the community
What does Social
Responsibility look like?
ADDRESSING INEQUALITIES
ETHICAL GRAND CHALLENGES
SCHOOLS GOVERNORS INITIATIVE
CULTURAL ACCESS PROGRAMME
THE WORKS
STAFF STEPS TO SUSTAINABILITY
Strategic Priorities
Signature Programmes
Key drivers for responsible procurement at
the University of Manchester are:
• To take a meaningful lead as the largest UK university
• To support our commitment to Social Responsibility and
Environmental Sustainability
• To strive to have a positive impact through our spend – by
reducing negative impacts and enhancing positive impacts
Where did we start?
Refresher: Flexible Framework
People
Foundation
Level 1
Embed
Level 2
Practice
Level 3
Enhance
Level 4
Lead
Level 5
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Champion
Basic training
Induction
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Purchasing Staff
trained
Key staff advanced
training
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Refresher training
Performance
objectives
Incentives
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Competences and
selection
Embed in induction
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Policy, Strategy &
Communication
Procurement Process
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Objectives agreed
Simple policy
Endorsed by CEO &
communicated
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Spend analysis and
impacts
Key contracts
reviewed and
awarded VFM
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Review policy and
supplier links
Wider strategy
Communication
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Detailed spend
analysis and
prioritisation
Consideration early
& WLC
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Widen strategy to
review risk etc.
Endorsed by CEO
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All contracts
reviewed and full
risk approach
Key suppliers
targeted
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Enhance strategy &
new technologies
Link to EMS etc.
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Detailed high risk
contract review
Contract
governance cycle &
life cycle cost
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Engaging Suppliers
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Measurement &
Results
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Key supplier
spend/impact
known
Key suppliers
engaged
Key impacts of
procurement
activity identified
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Detailed spend
analysis
General programme
supplier
engagement with
senior support
Detailed appraisal of
impacts undertaken
Measures
implemented to
manage high risks
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Targeted
improvement
programme
Two way
communication
Supply chain
mapping
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Sustainability
measure refined
from general
measures and linked
to objectives
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Intensive
development key
suppliers
Audits and
improvement plans
recorded
CEO involved
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Integrated into
balanced score card
Comparison with
peers
Benefit statements
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Publicity to attract
staff
Internal/external
recognition
Share practice
Regular review and
linked EMS etc.
Communication and
publicity
Life cycle
commodity
approach
Targets agreed with
supplier
Best practice shared
Suppliers key role in
delivery
CEO engages
Best practice shared
Suppliers recognise
need to follow best
practice to remain
Measures drive
organisational
strategy
Benchmarking
Independent audits
Team development at the core, plus:
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Governance and Strategic Commitments
Materiality Analysis
Risk and impact analysis
Supplier Engagement
Staff Support and Guidance
Measurement and Reporting
Governance and Strategic Commitments
Materiality Analysis
Environmental Priorities
- Reducing carbon
emissions
- Reducing utilities
consumption
- Sustainable management
of waste
- Energy efficiency
- Maximise resource
efficiency
- Increasing biodiversity on
campus
- Contributing to national
and international
understanding of
environmental issues
- Utilities management
- Behaviour change
Social Priorities
- Supporting local
communities
- Supporting national and
international
communities
- Community engagement
- Improving sustainable
travel practices
- Staff wellbeing
- Staff engagement
Economic Priorities
- Socially responsible
investing
- Sustainable procurement
- Investment in public
realm
- Value for money
- Whole-life costing
- Exploiting in-house
expertise
Reducing carbon emissions
Reducing utilities consumption
Sustainable management of waste
Energy efficiency
Maximise resource efficiency
Increasing biodiversity on campus
Contributing to national and international understanding of environmental issues
Utilities management
Behaviour change
Engaging suppliers on sustainability
Video conferencing
Sustainable travel options
Reduce packaging
End of life recyclability
Recycled content
Zero waste construction
Energy use
Whole life costing
Environmental
Deliveries per week
Targets tracked against Strategy
Supporting local communities
Supporting national and international communities
Community engagement
Improving sustainable travel practices
Staff wellbeing
Staff engagement
Meet the buyer events
Supply chain
Training on site
Staff skills
Local suppliers
Local workforce
apprentices
Social
Jobs created
Targets tracked against Strategy
Socially responsible investing
Sustainable procurement
Investment in public realm
Value for money
Whole-life costing
Exploiting in-house expertise
Living wage
SMEs in subcontracts
Economic
Contracts let to local contractors
Targets tracked against Strategy
Risk and impact analysis
• Detailed spend review – level 2 Proc-HE codes
• Marrakesh risk review
• Prioritise spend categories – high risk & spend
• 2014 – 72
• 2015 - 63
• NETpositive analysis to identify a range of
issues that could be addressed through the
procurement process
All Level 4 Activity!
Supplier Engagement
• Taking a pro-active and innovative approach
• Capturing impact and supporting supplier
development in this area simultaneously
• Currently being rolled out to all suppliers
In the first 3 months:
• 126 businesses have started an Action Plan
• 634 individual actions ‘completed’ or ‘in progress’
• 297 pieces of evidence added to support these
actions
Engagement by Commodity Code
12
10
8
6
4
2
0
What are we finding out and what are we going to
do with the information?
We make work accessible to people from all backgrounds
Selection
rate
C Catering Supplies L Laboratory/Animal
& Services
House Supplies &
Services
Others
29%
63%
61%
Measurement and Reporting
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Commitment to annual reporting
Sharing our own learning with the sector
Demonstrating progress against targets
Demonstrate our positive impact
Celebrating our success
Achieving some recognition for hard working
procurement teams!
We think Responsible Procurement offers:
• A real opportunity to demonstrate social
impact and social value
• An opportunity to utilise procurement to
deliver the social commitments of the
institution
• An opportunity for procurement to take the
lead on delivering sustainability excellence for
your institution
A final quote:
‘Start by doing what is necessary; then do what is possible; suddenly you
are doing the impossible.’
St. Francis of Assisi.
Ian Jarvey
University of Manchester
www.procurement.manchester.ac.uk
@UOMProcurement
Jimmy Brannigan
NETpositive Futures
www.netpositivefutures.co.uk
@NPFutures