PURCHASING POWER - World Resources Institute

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Chapter 2 Overview of Best Practices Assembling a Team: Roles and Responsibilities Four unique roles are required to execute a successful collaborative purchase. Figure 2 illustrates the suggested responsibilities associated with these roles. However, every initiative is different and some of the responsibilities recommended for each role below could be performed by another organization, while others are mutually exclusive. For example, the technical adviser should be independent of the participants and lead organization so that it can provide objective counsel about maximizing benefits to the overall initiative. Identifying a convener is especially important in the early stages of a project to assist with recruitment and coordination. Thus, even if the collaborative purchase is initiated by a participant or lead organization, this guide recommends that they also identify a convening organization with which to partner. 15
Figure 2 Roles and Responsibilities in Collaborative Procurement Convener (Coordinates initiative, leads outreach to outside stakeholders) Lead Organization Drafts documents, leads procurement process, negotiates contracts in collaboration with participants Participants Contribute site data, negotiate contracts for own sites Technical Adviser (Creates optimal groups of sites, advises on solar industry trends, standards and best practices) Convener: The convener should be a local organization with an interest in promoting renewable energy and/ or economic development, with no direct financial interest in the initiative. Its responsibilities include education and outreach, sharing technical resources with participants, scheduling and coordinating stakeholders, and establishing a steering committee. The organization chosen needs to be credible and well-respected, and could be either a local government or nonprofit entity. It is important that the convener have a mission aligned with the goals of a collaborative solar purchase, and the time/resources to dedicate to its responsibilities throughout the duration of the effort. Good candidates can be sought in the following areas: 1. economic development and/or planning agencies and nongovernmental organizations; 2. environmental organizations with local presence and/or partners; 3. service organizations (e.g., AmeriCorps); 4. government agencies dealing with energy or the environment; 5. local chambers of commerce or industry associations; 6. academic or research institutions. To raise the profile of the initiative in the region and tap resources from a larger support base, the convener should establish a steering committee. This local leadership team helps maintain the regional perspective and ties to additional participants and resources that will ensure success. Individuals who make up the leadership team can come from the potential participant pool, other regional organizations, or organizations that have prior experience with renewable energy procurement or regional collaboration. Lead Organization: This organization is one of the purchasers, but also leads the procurement and negotiation process. The lead organization should have a strong commitment to purchasing solar energy and be driven to accomplish this mission with or without the collaborative group. The lead organization is willing to take the lead role because it understands the benefits of collaboration as having a positive impact on its own bottom line—including volume pricing, more favorable contract terms, project risk reduction, and faster deployment. The lead organization will issue the solicitation documents, access technical resources, engage with the convener, and act as the main point of contact 16 Purchasing Power: Best Practices Guide to Collaborative Solar Procurement
Page 1 and 2: JENNA GOODWARD RACHEL MASSARO BENJA
Page 3 and 4: Hyacinth Billings Publications Dire
Page 5 and 6: Foreword Moving renewable energy in
Page 7 and 8: Executive Summary Background Solar
Page 9 and 10: Acknowledgments This report benefit
Page 11 and 12: Best Practices: A Summary This guid
Page 13 and 14: Table 1 Summary Information for Cas
Page 15: Most prospective solar buyers are a
Page 19 and 20: Chapter 3 The 12-Step Process: Best
Page 21 and 22: Figure 3 Overview of Best Practices
Page 23 and 24: Box 2 Reader’s Guide ÒÒ The spe
Page 25 and 26: Step 2: Initial Participant Questio
Page 27 and 28: Step 4: Consolidated Analysis of Si
Page 29 and 30: Step 5: Internal Decision Maker Con
Page 31 and 32: ³ ³ The contract documents should
Page 33 and 34: Step 8: Proposal Evaluation After t
Page 35 and 36: Step 10: Installation Project Manag
Page 37 and 38: Step 12: Celebration of Success Cel
Page 39 and 40: Project Summary The SV-REP project
Page 41 and 42: A regional PPA provided an opportun
Page 43 and 44: Shortly after the launch of the pro
Page 45 and 46: and analysis of other PPA contracts
Page 47 and 48: Conceptual rendering of one of the
Page 49 and 50: Background The World Resources Inst
Page 51 and 52: Timing is a major challenge with a
Page 53 and 54: is that private-sector participants
Page 55 and 56: Closing Thoughts Both WRI and Joint
Page 57 and 58: Glossary Note that the definitions
Page 59 and 60: References Barbose, G., N. Darghout
Page 61 and 62: About the World Resources Institute

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