Assess your organisation's social procurement capabilities and find out how to strengthen them if needed.

In the survey that follows, you'll be presented with several statements about your organisation's current social procurement capabilities.

Select the response from 1 to 5 that best reflects your organisation's situation,where 1 is "Don't Agree" and 5 is "Fully Agree" with the statement.

Strategy and intelligence

Having a clear plan, holding people accountable and allocating resources wisely.

Don't Agree Fully Agree

Your organisation has clear corporate/organisational policies demonstrating a commitment to social procurement/broader outcomes.

1 2 3 4 5 N/A

Your organisation has an established strategy that identifies the key social procurement objectives (broader outcomes focus areas).

1 2 3 4 5 N/A

Your organisation sets 3 to 5 Key Performance Indicators (KPIs) that are directly linked to the strategy and serve as a means of holding yourselves accountable.

1 2 3 4 5 N/A

Your organisation has an action plan with clear actions, timelines, and named owners (accountability) for the delivery of the strategy and KPIs.

1 2 3 4 5 N/A

Strategy and Intelligence

Having a clear plan, holding people accountable and allocating resources wisely.

Don't Agree Fully Agree

There is adequate organisational resources and budget (e.g. staff, Opex budget, etc.) available for your organisation's delivery and accountability of social procurement and broader outcomes.

1 2 3 4 5 N/A

The KPIs and action plans are regularly measured and reviewed at least monthly at project/department level and quarterly at senior leadership level.

1 2 3 4 5 N/A

Social procurement and broader outcomes are a key assessment criteria in addition to the operational outcome and financial return when assessing value in your business cases.

1 2 3 4 5 N/A

Funding is allowed for the practical implementation of social procurement and broader outcomes within your projects.

1 2 3 4 5 N/A

Strategy and Intelligence

Having a clear plan, holding people accountable and allocating resources wisely.

Don't Agree Fully Agree

Your delegations support and enable the possibility of direct appointment and sole sourcing of targeted supplier diversity providers within specified budget parameters.

1 2 3 4 5 N/A

Your organisation has a clear action plan to meet supplier diversity targets/aspirations that is clearly communicated. Relevant staff members are actively working towards these goals and regularly reporting on their progress.

1 2 3 4 5 N/A

Your organisation has a clear action plan to meet carbon and waste minimisation targets/aspirations that is clearly communicated. Relevant staff members are actively working towards these goals and regularly reporting on their progress.

1 2 3 4 5 N/A

Market Engagement

Building trusted partnerships with stakeholders and targeted suppliers.

Don't Agree Fully Agree

There is a regular process in place to solicit objective and subjective feedback from our targeted diverse supply chain (Māori, Pasifika, First Nations, SMEs, etc.) about their experience of doing business with your organisation. The feedback is collected in a culturally safe and anonymous manner.

1 2 3 4 5 N/A

There is a strong relationship and genuine consultation with Iwi/Ropu Māori/First Nations people as part of your organisation's strategic planning and investment decisions.

1 2 3 4 5 N/A

There is proactive early engagement with the supply chain to seek feedback on scope, scale, procurement approach, timings and commercial models for upcoming opportunities.

1 2 3 4 5 N/A

Procurement

Adapting procurement processes to meet the needs of diverse suppliers.

Don't Agree Fully Agree

Simplified procurement processes remove barriers to entry for targeted suppliers – i.e. verbal tendering, simplified forms and guidance, direct sole source, supporting suppliers with compliance, tender coaching, etc., while maintaining compliance.

1 2 3 4 5 N/A

Your procurement approach fairly considers targeted suppliers with the competency and capability but not the track record within the specific sector (i.e. competent residential builders not being able to complete social housing without that specific experience.)

1 2 3 4 5 N/A

Retentions, insurance requirements and liquidated damages are appropriately scaled to account for the risk profile of the job and the size of your business.

1 2 3 4 5 N/A

Procurement

Adapting procurement processes to meet the needs of diverse suppliers.

Don't Agree Fully Agree

Your contracts recognise that some targeted suppliers may not be able to manage certain risk and that buyers are best placed financially to own these risks – examples could include cost escalations, material availability, external non-project delays, compliance etc.

1 2 3 4 5 N/A

Your payment terms and contractual clauses ensure that the supplier is always cashflow positive and is not holding client costs against the contract that cannot be claimed.

1 2 3 4 5 N/A

Your procurement approach and/or contract rewards businesses that invest in social procurement.

1 2 3 4 5 N/A

Delivery

Implementing effective delivery practices and robust reporting.

Don't Agree Fully Agree

Systems are in place to ensure social procurement requirements are effectively transitioned from the procurement processes into contract management.

1 2 3 4 5 N/A

There is diversity within the governance of your organisation to represent the diversity of the communities, workforce and targeted suppliers and provide strategic leadership, guidance and support community buy-in.

1 2 3 4 5 N/A

There is a phased approach for integrating Mana Whenua/First Nations in the development and evolution of your solution design that supports co-design principles and meets the community’s cultural needs.

1 2 3 4 5 N/A

Delivery

Implementing effective delivery practices and robust reporting.

Don't Agree Fully Agree

There are systems in place to support ongoing engagement and mentoring to support new targeted suppliers through all stages of project delivery.

1 2 3 4 5 N/A

Your suppliers regularly report on their progress against social procurement objectives/targets.

1 2 3 4 5 N/A

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Recommendations for Improvement

Want to go deeper?

If you’d like to gain a fuller picture of your organisation’s social procurement capabilities and how they can be strengthened, Height PM offers in-person workshops, coaching and tailored support. To learn more about how we can help you achieve your organisation’s social procurement goals, drop us a line at office@heightpm.com. We’d be happy to help.