Vision, Mission & Values

In 2014, the NASPO Board of Directors undertook a strategic planning initiative to guide the organization and help inform the leadership's decision making. Through a survey of state procurement officials, committee chairs and past leaders, many NASPO members contributed to the effort. The strategic plan, including five-year objectives and measurements, was presented to the membership at the Annual Conference. Since then, leaders, committees and NASPO staff have implemented the objectives and advancing the strategic priorities. Positive effects are being recognized throughout the NASPO organization. An annual report to the members is produced each year to ensure member engagement in the fulfillment of the strategic plan.

Download a NASPO strategic plan summary


Vision
Advancing public procurement through leadership, excellence and integrity.

Mission
Help our members achieve success as public procurement leaders in their states through promotion of best practices, education, professional development, research, and innovative procurement strategies.

Values
NASPO demonstrates Leadership through:

  • Ethics & Integrity — NASPO is guided by an overarching sense of transparency, ethics and integrity that dictates how the public procurement profession does its job.
  • Knowledge — NASPO is both a knowledge source and active disseminator of public procurement policies and practices informed by evidence based research.
  • Teamwork — NASPO inspires members to actively participate by creating a collegial environment built on its reputation for trust, inclusion, and networking through collaboration between the Board and its members.
  • Collaboration — NASPO members share best practices and work together to improve public procurement.
  • Partnering — NASPO builds alliances with strategic partners through education and outreach.

 

 


Goals

 

  1. Member Engagement: Deliver timely and relevant member services, programs, and technical assistance through engagement and collaboration.
  2. Professional Development: Create and promote innovative strategies in education and professional development.
  3. Influence & Awareness: Influence states and other stakeholders on public procurement issues and policies.
  4. Association Excellence: Build an exceptional professional public procurement association.
  5. Leadership: Align our human and financial resources to support organizational sustainability, proactive planning, and growth.

 

NASPO News

Michigan’s contract management program receives Gold Cronin Award for Procurement Excellence

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Michigan’s contract management program receives Gold Cronin Award for Procurement Excellence

LEXINGTON, Ky. (October 9, 2019)—A proactive contract management program developed by the State of Michigan’s Central Procurement Services achieved the Gold Award, the highest honor in the George Cronin Awards for Procurement Excellence, presented annually by the National Association of State Procurement Officials (NASPO).

George Schutter selected as NASPO President-Elect

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George Schutter selected as NASPO President-Elect

LEXINGTON, Ky. (September 20, 2019) – The National Association of State Procurement Officials (NASPO) Board of Directors has elected George Schutter of the District of Columbia as the 2019 NASPO President-Elect.

MENTORSHIP TOOLKIT

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MENTORSHIP TOOLKIT

The National Association of State Procurement Officials (NASPO) has released the "Membership Toolkit", this toolkit is designed to help you design a formal mentorship program.

Membership Toolkit

Reverse Auctions: A Roadmap for Success

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Reverse Auctions: A Roadmap for Success

Can a reverse auction be a win-win? What can public buyers do to maximize its benefits? Read this NASPO Procurement Perspectives publication to learn about what works well and where you should not use reverse auctions. The paper includes 5 helpful steps as a Roadmap for Success, recommendations, helpful tips for suppliers and buyers and many more. 

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NASPO's mission is to help our members achieve success as public procurement leaders in their states through promotion of best practices, education, professional development, research, and innovative procurement strategies.

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