Step 3: Social Procurement Planning
There are two scenarios where a council could possibly undertake social procurement:
- Dedicated social procurement project
- Embedding social procurement in a procurement project more broadly.
Both scenarios require the creation of a business case and no matter which scenario a council decides on, the following should be noted to assist in the procurement planning phase.
Development a business case for social procurement (Word) - Guidance and template on how to develop a business case for social procurement as a stand alone project or as part of a broader procurement project.
Quantifying the benefits of social procurement (cost-benefit analysis) (pdf) - Quantifies benefits and guidance on the cost-benefit of social procurement.
Researching local social benefit suppliers - information template (Word) - A template for councils to use when researching the market supply of social benefit suppliers.
Local training and employment opportunities (pdf) * - Step by-step guide to developing a training/employment initiative internally.
Understanding social enterprises and other social benefit providers (pdf) * - An outline on the different types and operation of social enterprises including case studies suppliers.
* These documents have been written and provided by Social Traders in partnership with Landell Consultants.
Social Procurement Environment and Opportunities Mapping Methodology Project
The purpose of this methodology is to provide a framework for mapping and analysing the opportunities for social procurement at the local municipal level. It is intended to assist council officers identify the local social procurement environment, and to analyse the ‘readiness’ of the local community to respond to social procurement opportunities.
In essence, the methodology seeks to identify what a council needs to know to recognise and undertake social procurement.
Key elements of the methodology
(a) Priority - Local Issues
With the assistance of readily available information, the key unemployment/disadvantage issues that a council is aiming to address will be identified.
(b) Demand – Future Investment and Opportunities
Councils will be guided through a process of mapping the upcoming service and infrastructure investment flowing into a municipality from local, State and Federal Government as well as from private investors.
This investment will then be analysed in terms of its relevance and compatibility with the inclusion of social outcomes in delivery.
(c) Supply – Job Readiness and Skill Development
Councils will be given the tools necessary to map the existing social benefit suppliers (community enterprises) and service providers involved in job readiness and skills development (for example, job agencies, TAFE, employment brokers, etc) that exist in the municipality.
Supply mapping will determine the skills gaps that exist locally in meeting the ‘demand requirements’ of step b and how these gaps can be addressed.
(d) Analysis and Planning
Following on from steps b and c, councils will be able to analyse the investment flowing into the municipality, the social procurement opportunities that exist due to that investment and how to best target that investment to address the unemployment/disadvantage issues that exist in the municipality.