## 6 Testing the SPP Toolbox: Three Case Studies
Case study 2: Lources  
Lources had some prior ad hoc experiences with GPP. In this case, middle management--the head of procurement department--acted as a champion within the organization. As in Torres Vedras, the head of procurement department attended GPP training sessions. As described earlier, procurement activities are highly centralized in Lources, highlighting the importance of the procurement department. The scope of activities in Lources covered all departments of the municipality and the action plan timeframe was 2013-2017. Lources developed a SPP vision, policy and targets, operationalized through the SPP action plan. Additionally, the municipality conducted the following activities within the pilot project: (1) definition of sustainability criteria for surveillance services, school transportation  
Figure 4: Evolution of SPP Diagnosis Matrix for Torres Vedras. and pest control services; (2) procurement procedures for the acquisition of surveillance services, school transportation and pest control services (public tenders), integrating the sustainability criteria defined previously, including the application of the code of conduct for suppliers, developed in another project; and (3) consultation meetings with suppliers of food and catering, in order to identify the main obstacles to complying with SPP procedures and strategies for meeting such requirements. An interesting outcome, at organizational level, was the definition of SPP targets for the evaluation of personnel performance indicators working on the public procurement department. After 2014, Lounes municipality made some efforts in the direction of PPI, developing a tender for rental of low-carbon multifunction devices, with energy efficiency criteria beyond the latest Energy Star requirements. Figure 5 shows the development of Lounes Municipality, during the participation in the case study and the target situation in 2017 (the horizon of the SPP policy). Case study 3: LIPOR  
Due to its organizational culture, which recognizes sustainability as a core activity, LIPOR also had ad hoc experiences in GPP/SPP. Since 2009, they implemented the SA 8000 social accountability management system and applied a code of conduct for all suppliers and subcontractors. LIPOR developed a SPP vision, policy and targets, operationalized through the SPP action plan. The scope of activities chosen covered all departments of the organization but the SPP action plan was mainly focused on cleaning services. The following activities were developed within this scope: (1) definition of sustainability criteria for cleaning services procurement; (2) development of tender documents for the procurement of cleaning services following a restricted procedure with prior qualification, allowing for the selection of suppliers; (3) inclusion of SPP and functional criteria for cleaning services, as well as social criteria, including a commitment to comply with the Code of Conduct for Suppliers and Subcontractors; (4) market dialogue activities with cleaning services suppliers, in order to communicate LIPOR's objectives and to assess the supplier's ability to comply with the sustainability criteria, defined in the new cleaning services contract; and (5) development of a contract monitoring plan, to verify the progress against the criteria defined in the contract (namely technical/service capabilities, material resources, human resources, audits and corrective measures). The SPP Diagnosis Matrix for LIPOR (Figure 6) tracks the progress achieved and the expected results for the 2017 horizon. Figure 5: Evolution of SPP Diagnosis Matrix for Lounes. After 2014, LIPOR has consolidated the experience and knowledge acquired, acting as front-runner in the Portuguese local authorities' panorama, by using LCC and highly demanding energy efficiency criteria in the rental of low-carbon multifunction devices, as well as tendering the supply of electricity from 100% renewable sources.