|Year of assessment: 2017 and 2020|
|Procurement value: Approx. €59.000.000.000 (2019)|
- The Norwegian Government has developed a coherent sustainability policy.
- Enhancing the role of government as a driving force for greener development is a key tenant of this policy. Green public procurement is seen as a central policy tool in terms of meeting environmental and climate goals.
- Building on a core MAPS assessment conducted in 2017, the deployment of the MAPS Supplementary Module on Sustainable Public Procurement (SPP) in 2019 aimed at identifying where the Norwegian public procurement system could concretely be improved to better support the government’s sustainability policy.
- Public purchases of goods services and works in Norway amounted to approximately EUR 52.5 billion in 2016. Compared to 2015, this represents an increase of about 4.8 per cent. Public procurement constitutes approximately 16 % of GDP in Norway, which can be compared with the OECD average of 12% of GDP. The central government, excluding defence, accounted for approximately EUR 22 billion; local government accounted for approximately EUR 20.2 billion.
- As a party to the European Economic Area (EEA), Norway implemented the 2014 EU directives on public procurement in 2016 / 2017.
“The results of both MAPS assessments gave us important insight into the procurement system, and the report anchored the gaps and goals so that they can be communicated and handled in a good way.”
Dag Strømsnes. Chief of Procurement
Norwegian Agency for Public and Financial Management
Both the MAPS Sustainable Public Procurement and core MAPS assessments have previously been conducted and connected to relevant national processes. The core MAPS gave input to a whitepaper on public procurement and the MAPS SPP to an action plan on green and innovative public procurement. This has been essential to transforming the results into procurement reforms.
The process itself gave the local teams a lot of professional exchange and learning along the way.
They recommend spending time on pre-mission preparations to achieve a more thorough analysis of the system and identify more areas for improvement.
A broad engagement of stakeholders completes the analysis and facilitates future involvement and follow-up on the recommendations.