The Victorian Prospect Special Edition: Social & Sustainable Procurement Vol 2

The Victorian

Prospect April 2021

SPECIAL EDITION SOCIAL & SUSTAINABLE PROCUREMENT VOL 2

What’s inside:

Local and sustainable jobs first

Page 2

Harnessing the power of government spending to create social good

Page 4

Kinaway Chamber of Commerce, dedicated to supporting Victorian Aboriginal and Torres Strait Islander business owners

Page 6

Wamarra - forging real change

Page 8

Page 10 Mobilising the social enterprise sector to support Australians most in need

‘Good jobs’ change lives

Page 12

STREATs ahead

Page 15

Creating chances

Page 17

Collaboration and open minds key to success

Page 18

More than a GAME

Page 21

A renewed focus on buying and supporting local

Page 22

Where are they now?

Page 24

How we can help!

Page 26

Relevant Government policy, legislation and initiatives

Page 28

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Local and sustainable jobs first

In this, the second edition of the Social & Sustainable Procurement Victorian Prospect we meet 10 organisations and businesses, check in on three others that featured in the first edition and introduce a new tool to help you self-assess your social and sustainable capability.

This edition is not possible without the cooperation and enthusiasm of all participants and we thank you very much!

The Social Procurement Framework (SPF) has been a key part of Victorian government policy since its release in 2018. ICN administers Local Jobs First on behalf of Victorian Government which has linkages with SPF because both policies deliver Victorian employment and socio-economic outcomes.

In my previous role as CEO of Melbourne Chamber of Commerce, part of VECCI, we explored the growing social economy and opportunities for business through the Ignite series with RMIT on 3 May 2019, around the time, I’m told, that the first Social & Sustainable Procurement Prospect was coming together. The concept is not new, it is however at a flex point of dramatic and transformational change and through trailblazing initiatives such as the SPF, Victoria is proudly leading the way.

One of the big attractions for me joining ICN Victoria was its charter to help local firms grow jobs for local people from procurement. Implicit in this is maximizing community benefit.

Businesses are having to completely rethink the way they go about it, employees are discovering their

agency and demanding to work for organisations that appreciate their responsibility as global citizens and commit to ‘doing good’.

As Nick Verginis, CEO of SENVIC talks of so passionately in the Fireside Chat on page 18, the transformative appeal of social enterprises is at its brightest when people realise the positive impacts of their buying power, at all levels.

Technology and innovation is essential to keeping up with new trends, as you will learn through the pages that follow, social enterprises and Aboriginal businesses are becoming more and more commercially competitive making the decision to engage easier than ever.

Jobs and social benefit I do not regard our work as a choice between or a balance of two groundbreaking policies, I see them as co-existing harmoniously.

Inextricably linked and no more important than now as a valued way of bringing opportunities to disadvantaged people, which has been heightened during the COVID period.

In our first edition of the Social & Sustainable Prospect in July 2019 Wade Noonan outlined clearly the importance of Victoria’s SP Framework. I’m pleased to report that since then, we have seen and have been involved with many excellent examples of the SP Framework in action. It has been adopted and adapted by project managers of some of Victoria’s most ambitious civic infrastructure projects: Metro Tunnel, Westgate Tunnel, Chisholm Road Lara Prison, Mernda Rail extension, Western Highway upgrade as well as numerous level crossing removals across Melbourne.

As Melissa Raby, John Holland Social Procurement Manager notes on page 14, “Using social enterprises is important to John Holland, as we believe every project needs to have a social benefit beyond what our infrastructure provides.

There is a ripple effect of benefit that positively affects employees’ and their families’ lives.”

Our role We have increased our service offering with the aforementioned self-assessment tool on ICN Gateway and the Victorian Local Jobs First Management Centre (VMC) has increased capability, for more information on these developments and how we can help, check out pages 26-27.

We have also presented inspirational webinars showcasing innovative businesses such as the stories you’ll read and view via this edition. We are always on the lookout for good stories, please get in touch if you’d like to share yours info@icnvic.org.au

Dianne Smith Chief Executive Officer ICN Victoria

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Harnessing the power of government spending to create social good The Victorian Government’s Social Procurement Framework (SPF) is a policy of enormous potential, aiming to harness the huge purchasing power of the Victorian Government to deliver social impact. JobsBank is working to provide employers with the tools they need to implement the SPF and other inclusive practices This is essential to Victoria’s post COVID economic recovery, supporting the spread of wealth across the community as people return to work.

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L-R: Tennis Australia employees Daniel Ariza, Rebecca Desiree, JobsBank CEO Corinne Proske, Tennis Australia Head of Government and Stakeholder Relations Vicki Reid, Tennis Australia employees Lauren Quittner and Rodrigo Quezada

A key feature of Victorian Government tenders is the ongoing investment in the SPF. Since its launch in 2018 this has been significant with $135 million being spent directly on social procurement, and 459 social benefit suppliers being engaged for products and services in 2019-2020. This contribution is expected to grow over the next three years as Victoria recovers and rebuilds post-pandemic.

At its core, the SPF seeks to embed social benefit within usual ‘value for money’ considerations to make every dollar spent by government work harder. Money already earmarked for spending on Projects does not just build vital infrastructure under the SPF; it also pours back into local communities through social

enterprises, supports Aboriginal businesses to grow, and becomes the wages of jobseekers included in the Project’s workforce.

With three key areas of focus, the SPF supports social enterprises and Aboriginal enterprises through the purchase of their goods or services; promotes inclusive employment which provides employment opportunities to people who have challenges accessing work and supports the workforce to embrace all workers.

Through sustainability practices there are many opportunities to implement the SPF.

How JobsBank work

Many employers are already working to engage with sustainability practices and social enterprises.

The focus at JobsBank is to help these businesses implement the SPF, particularly in inclusive employment practices. This then provides all jobseekers with equal opportunity and builds the business’s innovation and capability.

JobsBank’s expertise helps employers to understand their needs in the context of the SPF and create unique solutions. Free advice and access to research and best practice materials is offered, as well as tailored consulting to help employers: • Build, refine, or improve their inclusive employment practices.

• Review Government tender bids for increased success with SPF requirements.

• Receive ongoing support for the delivery of social procurement targets; and • Have the assurance that social procurement plans are effectively implemented.

In addition to these Industry partnerships, JobsBank supports Major Event Demonstration Projects. These are key to showcasing ‘transformation through demonstration’ and highlight what is possible through inclusive employment.

Tennis Australia Partnership

From highlighting organisational best practice, to displaying the huge talent of hidden workers; JobsBank’s ongoing partnership with Tennis Australia and the Australian Open, demonstrates the significant benefits to both organisations and jobseekers of inclusive recruitment – particularly following the widespread job losses of 2020.

“We’ve said a key focus of Australian Open 2021 was to play a key role in the economic and psychological reinvigoration of Melbourne and Victoria,” says Tennis Australia CEO Craig Tiley, “and this partnership enables us to get jobseekers back into the workforce.”

Following the success of job placements at the 2020 Australia Open, JobsBank supported a 100% increase in the number of positions available at the 2021 tournament for jobseekers struggling to find employment.

Working closely with Tennis Australia, JobsBank supported: • The identification of jobseekers with the right skills for the organisation’s needs • The recruitment and onboarding of successful candidates • Any refinement of recruitment processes and policies needed to create equal opportunity for jobseekers and a diverse and inclusive workforce.

Through this customised approach, JobsBank was able to facilitate the creation of job opportunities that considered many jobseekers’ unique needs, skills, and aspirations, while aiding the refinement of Tennis Australia’s inclusive recruitment approach.

The opportunity to work at this iconic Melbourne event has, for some employees, been life changing. For them, it has meant much more than a pay check. It fostered identity, built self-esteem, boosted confidence and new friends and future possibilities.

Rahil, an international student, told us, “getting this job has been

a boost for me; as an international student I was really down last year with how little work was available, and so getting this role in a time when the job market is competitive has been great for my confidence – I’m really happy.”

What’s next?

In the coming months, JobsBank will be collaborating with other major event organisations to place and support more jobseekers.

“The SPF is an unparalleled opportunity to build social value into every dollar spent by the government,” says JobsBank CEO Corinne Proske, “We are proud to support the growth of this tool and its embedding into Victorian businesses.”

With our next partnership, The International Comedy Festival, JobsBank is excited to highlight the possibilities and versatility of hidden workers and the benefits of inclusive recruitment. We will also be continuing to provide expert advice and guidance to Victorian businesses, providing them with the support they need to understand and embrace the benefits of the SPF. To learn more about how JobsBank could help your business, please visit jobsbank.org.au

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Kinaway Chamber of Commerce, dedicated to supporting Victorian Aboriginal and Torres Strait Islander business owners Kinaway is a word from the Gunnai people of eastern Victoria meaning ‘exchange’.

Kinaway Chamber of Commerce is the leading Victorian organisation dedicated to supporting Victorian Aboriginal and Torres Strait Islander business owners. Focussing on changing Aboriginal and Torres Strait Islander people’s lives through a strength based model of business ownership and participation in the Victoria economy.

Kinaway ensures Aboriginal and Torres Strait Islander businesses and entrepreneurs are commercially sustainable, profitable and innovative by: • Facilitating support and products to our members • Providing networking opportunities • Advocacy to ensure there is always an Aboriginal business voice at the table • Partnering with corporate, public sector to drive greater uptake of Aboriginal businesses

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Kinaway works in partnership with Corporate and Government organisations to engage with Aboriginal businesses. Providing its corporate partners with direct access to staff who can assist to identify and match businesses to organisational requirements.

This includes a dedicated relationship manager who will provide advice and direct introductions. Kinaway can also complete spend analysis, workshops for your staff and host industry engagement activities with you.

Kinaway knows that people being in business creates wealth, employment, improved health and positive role

models for Aboriginal people, in particular the younger generations. Research shows children are more likely to have good health and education outcomes if their parents are participating in the economy.

This can lead to important intergenerational change.

For example: • Kinaway businesses are 60 times more likely to employ Aboriginal and Torres Strait Islander people in their business.

• It has been shown that Aboriginal businesses success leads to investment back into communities and

• Catering and Cafes • Business and management consulting • Architects and Designers • Safety and workwear • Marketing and Graphic designers • Office relocations Kinaway has established networks across Victoria with Traditional Owner groups, community organisations, Universities and TAFE’s, Local Councils, Aboriginal Community Organisations and an extensive network of organisations both public and private. sets positive role models increasing education outcomes.

Kinaway provides the following support for Victorian Aboriginal businesses: • Certification process to identify as Victorian Aboriginal business • Mentors • Business coaching • Linking businesses with Legal, accounting, HR and Marketing • Workshops • Introductions to buyers • Introducing businesses to buyers • Information “just in time” for businesses • Kinaway has a number of programs that respond directly to its member’s needs: • Business Mentoring program – linking business owners to professional support

• Health and Wellbeing Program – looking after our business owners health and wellbeing • Aboriginal Women in business strategy and program – ensuring that support is specifically directed at our women business owners through a series of events and specific products Kinaway has a database of over 360 Victorian Aboriginal and Torres Strait Islander owned businesses and our member businesses represent a wide cross section of industries and sectors in Victoria for example: • Law firms • Office furniture and fit outs • Construction • Stationery and office supplies • Technology • Arts • Project management

If you would like to learn more please contact Kinaway on 03 9416 2304

Kinaway is focussed on changing Aboriginal and Torres Strait Islander people’s lives through a strength based model of business ownership and participation in the Victoria economy.

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Wamarra - forging real change Building meaningful careers for Aboriginal people through long term and sustainable employment.

Wamarra’s mandate is unambiguous: to build quality construction projects while strengthening Aboriginal participation, engagement, and employment outcomes now and into the future.

As an Aboriginal owned and operated, civil contractor based in Victoria, Wamarra delivers quality project outcomes in any construction environment complimented by Symal’s team of experienced supervisors and engineers.

Working across a range of construction projects and sectors including road, rail, port, water, resources, and energy, Wamarra works collaboratively with clients and industry partners to provide a cut and shut solution, encompassing the full spectrum of civil contracting.

Managing Director and proud Aboriginal man of the Wiradjuri Nation, Hayden Heta has extensive experience that affords him valuable insight and expertise into the barriers and achievements of Aboriginal employment and participation. This experience has fuelled his passion for exploring and realising opportunities for Aboriginal people.

With 15 years in the public sector, Hayden has worked and consulted widely with Victorian Traditional Owners and Aboriginal

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communities providing both employment opportunities and economic participation.

When the business started just over a year ago in early February 2020, the goal was to employ at least 20 Aboriginal people and now, they are proud to have 24 currently on board.

“Our commitment is to provide meaningful careers to Aboriginal people. I take great pride in our employees’ ability to perform tasks from start to finish with high quality, both in performance and in a highly compliant safety environment.” says managing director Hayden Heta.

Wamarra is a Wiradjuri word meaning ‘to build’.

Over the last year, Wamarra has delivered site establishment works, fencing, hoarding and carpentry on road and rail projects for the Level Crossing Removal project, North East Link, Major Roads Projects Victoria’s Hallam Road upgrade, Mooroolbark Multi Level Carpark, as well as works on Sunshine Hospital, Chisholm Road Prison and the Youth Justice Redevelopment project to name a few.

Their team of skilled plant operators (excavator, dozer, truck including NDD and skid steer), electricians, carpenters, plumbers, concreters and general labourers cover the full spectrum of civil contracting.

Each project win, supporting Tier 1 and 2 contractors ensures sustainable career opportunities for the team.

“Winning work on projects like the Chisholm Road project in Lara Victoria has allowed Wamarra to employ more people and has provided a training ground for our people to gain new skills in a range of construction areas,” says Hayden.

Wamarra dreams

Wamarra is incredibly proud of the diverse Aboriginal heritage of its team and to produce Aboriginal role models and mentors from within and most importantly, for the extended community, by encouraging individual growth and development of leadership skills.

Wamarra doesn’t just offer a job.

By ensuring the company values reflect employees, their families and the broader community, it creates a culturally safe and inclusive

the Community Safety Building Authority, offered a significant opportunity to enhance the level of collaboration with industry.

In February 2020, Wamarra was engaged to deliver site establishment works at the Chisholm Road Prison project on behalf of John Holland and various civil works for Symal.

“With the support of John Holland, this project has allowed us to create pathways for people who would’ve otherwise struggled to gain employment.” Says Managing Director Hayden Heta.

environment where Aboriginal employees feel secure and open to receiving training and development, with clear pathways for future career progression.

Working alongside other Aboriginal people is a first for Allan and he says he felt an instant connection and camaraderie when he started with Wamarra.

Passionate about every person’s success; continued mentoring, support and encouragement provides the team with everything they need to grow, succeed and feel empowered.

“It normally takes me a while to open up and get me out of my shell but being identified as a leader and given more responsibility has changed my mind and I’ve really enjoyed the challenge. I feel supported by Hayden and the team.” Allan says.

As one of the first employees of Wamarra, Allan Norris has grown with the company throughout 2020. With eight years of carpentry experience under his belt before joining, Allan was ready to take the next step in his career; he just needed the right opportunity.

After taking part in Wamarra’s Bulabul leadership training, Allan took away more knowledge on being a better leader and has stepped up in his promotion to Team Leader, a move he would never have considered previously.

“Not only have I grown in my ability as a carpenter, but I’ve also gained complementary skills in various civil works on the Chisholm Road project and developed new skills as a leader. I’ve always been shy but now I feel more confident to speak up. This has helped in my personal life as well,” says Allan.

“I get immense satisfaction seeing individuals purchasing their first home or a new car as a direct result of fulltime, sustainable employment and the financial independence that follows.” Says Hayden.

Wamarra partners for good

Wamarra is dedicated to developing long term, mutually beneficial and meaningful partnerships within the civil construction industry.

The Victorian Government’s Chisholm Road Prison Project currently under construction by

“Wamarra has had a constant presence on this project since the beginning in February 2020, with all of our Aboriginal and Torres Strait Islander workers engaging in various works across the duration of this project until mid-2021. This project has given our new business and our employees stability, especially during the uncertain times of the 2020 Covid-19 pandemic. I’m proud we’ve been able to provide jobs and keep people employed during this time.”

The Wamarra team provided design, management, trades, and all materials to successfully complete the construction of the compound safely and on schedule.

Wamarra’s scope included the construction of concrete walkways, carpentry walkways, subsoil drainage, temporary pavements and haul roads, electrical works, and upskilling employees with civil crews.

Providing opportunities for employees to receive training and development either learning on the job working alongside Symal’s experienced infrastructure team on the prison project or through soft skill training off site is part of Wamarra’s commitment to provide meaningful and sustainable careers to all employees. wamarra.com.au

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Reimagining the role of social enterprise in the Australian Community Social Traders believe that now is the time to rethink how we can all make a significant and positive impact on our economy and communities.

Acting as a connector between social enterprise and business and government organisations, Social Traders exists to transform communities by mobilising the social enterprise sector and changing business practices to spend with social enterprise.

A social enterprise is a business that trades to intentionally tackle social problems, improve communities, provide people with access to employment and training opportunities or to help the environment.

The Social Traders social enterprise procurement marketplace has now certified over 400 social enterprises and has over 100 business and government members to support their ambition to change ‘business as usual’ practices in Australia, to support Australian’s most in need.

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“There is an increasing expectation that businesses in all industries contribute to the communities they operate in and there is a growing awareness that social procurement represents a means of achieving that through everyday commercial activity”. -Mike McKinstry, CEO

Social Traders see that the social enterprise sector provides a ‘ready-made’ and sustainable market solution to reducing the inevitable increase in long term unemployment following COVID-19.

Certified social enterprise’s have a proven and unique capacity to create jobs for some of the

most vulnerable people in our communities, along with a range of other positive community impacts to support Australia’s post COVID economic recovery.

If just 1% of Australia’s $265 billion infrastructure pipeline was spent with social enterprise suppliers, it has the potential to create over 9,000 jobs for the most vulnerable people at risk of long-term unemployment over the next five years.

“Social Traders goal is to see social procurement functioning as part of the mainstream economy by 2030 and we’ve seen encouraging steps towards that over the past several years, and once again in 2021” -Mike McKinstry, CEO

Thank you to our Social Enterprises

Left: Video on the resilience of the social enterprise sector in 2020.

Social Traders Awards 2020 - Highlights

Right: The Social Traders 2020 Awards video showcases the achievements of the marketplace.

Find out more about the social enterprise procurement marketplace via socialtraders.com.au or info@socialtraders.com.au

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‘Good Jobs’ change lives Social Outcomes Security (SOS) aims to create employment and establish employment pathways for those that face barriers engaging in mainstream employment. SOS’s target cohorts are people unemployed or under employed from disadvantage, with a specific focus on newly arrived, migrants and women in the workplace.

SOS provides opportunities for businesses committed to integrating social procurement into their mainstream practice by adding social and economic value through employment pathways for disadvantaged and long term unemployed in the security industry.

SOS’s management team have developed strong links with many community-based employment and support networks, providing a broad scope for businesses to engage prospective employees, who are in desperate need of seeking a full-time job.

Sam Giacomin, Founding Director of SOS, lights up when he talks about his job. A people-person in the truest sense, with a bevy of soft skills headlined by empathy

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that led him to the vocation of Youth and Social Work, Sam was at a professional crossroads when he learned about the social enterprise business model.

Social work is vital to a functioning society, unfortunately the wages for frontline workers don’t always align with that noble goal, as such, Sam supplemented his income by working in Security. Looking for a new challenge but not ready to give up on social work, Sam began teaching Youth Work and Community Services Work at Holmesglen Institute and Victoria University, whilst holding a management job at a security company.

Until his mind was opened to a new possibility.

“When I first learned about the Social Enterprise business model, I just knew this was

going to be my destiny. I would never have anticipated that my two worlds could ever unite,” said Sam. Not one to sit idly by, Sam decided to start a social enterprise security company.

“One of the first steps was to obtain the Social Enterprise Certification from Social Traders. As advocates for the social enterprise image and reputation, Social Traders are very protective and careful about who becomes certified and the impact it may reflect on the broader industry. This experience resonated deeply and helped me understand the honour and beauty of becoming a part of the social enterprise family,” said Sam. After being granted certification, Sam knew that it was now his responsibility to advocate on behalf of other social enterprises

by projecting a professional image and creating awareness about the meaning and value social enterprise businesses are capable of achieving.

in numerous roles helping and supporting others, that this would actually be the most rewarding and meaningful work that I have ever done.”

“One of the things I love most about being the owner of a social enterprise business, is the consistent win/win situation,” said Sam.

“Offering someone a job and being able to witness the positive changes it makes in their lives, is an extremely powerful experience. It’s not so much the job that has the greatest impact, as security work isn’t really that stimulating, it’s the flow on affect a job creates for individuals. It provides a sense of purpose and self-worth and a reason for someone to get out of bed every morning,” said Sam.

“When we are awarded a contract, the client benefits re: social procurement reporting and value for the dollars they spend on us, we benefit and grow as a company, individuals benefit by the employment opportunities, Social Traders benefit from the employment numbers and growth, government benefits from saving dollars on unemployment benefits. The chain of positive events that occur from these transactions are endless and often immeasurable.”

Witnessing an individual’s life change for the better makes Sam’s day, every day. “I never would have thought that out of all my experiences, working

“It’s an answer to the question that people are often asked: what you do for a living? It engages people back into the broader community, where they can now be a contributor, rather than a consumer. It gives someone a payslip to show to the bank lenders or real estate agents, when they want to buy their first family home or apply for a rental property.”

Matchworks employment services, echoes the sentiment: “The employment opportunities provided by SOS have had a positive impact on the lives of those placed. Our job seekers have mentioned that the financial stability has been wonderful, and they now have a purpose. They are no longer relying on welfare and can provide for themselves and their family.”

Matchworks is proud to partner with like-minded organisations like SOS who value employing people who are often overlooked.

Case Study: Western Program Alliance (WPA)

SOS Security are thrilled to finally witness the overwhelming impact a meaningful full-time job can have in an individual’s life. We have seen an immediate growth in personal development, self-worth and confidence in the four workers placed with the Level Crossing Removal Project within their Western Program Alliance (WPA).

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shift, something changed in me and I began to feel confident and motivated. Since then, Sam has provided me with full-time hours and has even customised my roster so I can still care for my children,” said Employee A. “SOS Security have been extremely supportive, and I do not think that I would be feeling this capable without all their support. I would also like to thank WPA for the opportunity to work on their sites.”

Case Study: John Holland and SOS

SOS Security are grateful for the opportunity provided by the WPA. It has enabled us to demonstrate and implement our operational capabilities as well as our social enterprise strategy.

More significantly, WPA and SOS Security have collectively established a safe and supportive workplace environment that has achieved valuable social outcomes and inevitably enriched the lives of four previously disadvantaged individuals.

Case Study: Placement at Cherry Street Level Crossing Removal project

Employee A suffered mental and emotional stress after witnessing a traumatic incident at her previous workplace. A job that often made her work in unsafe, high risk environments, shifts she felt pressured into accepting or risk losing her job.

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“As a female in a male dominated industry, I felt pressured into accepting these shifts, even when I had felt unsafe,” said Employee A. “With lack of support from the security company, I felt I had no choice but to quit my job and leave the security industry. Since this incident, which was close to a year ago, I am still suffering emotionally which has impacted on my ability to return to work.

I am currently experiencing financial hardship and being a single mother of three children, I am trying my best to recover so I can support my family and get my life back on track.”

Employee A was known to Sam from previous casual work as a security guard for approximately six years, when she contacted him looking for low-risk casual work, Sam was able to offer Cherry Street.

“I was reluctant at first but as soon as I completed my first

When looking for security firms to work on their projects, John Holland was pleased to see the offering that SOS could provide.

Not only did the Founding Director Sam Giacomin have a strong history and understanding of the security sector, his commitment to ensuring all employees are paid the correct rates for wages was particularly affirming.

Melissa Raby, Social Procurement Manager from John Holland noted “Local employment is important to us and knowing that SOS was a company that supports people who fall into the disadvantaged and disability cohort was equally significant.

Sam was receptive to our reporting requirements and was able to change and adapt processes as required.”

“Using social enterprises is important to John Holland, as we believe every project needs to have a social benefit beyond what our infrastructure provides.

There is a ripple effect of benefit that positively affects employees’ and their families’ lives.”

“When someone has been excluded from employment, we see their confidence falter. Sam has a strong support structure in place that can help guide his employees to be their best.”

STREATs ahead

“Although SOS is recognised in the market as a social enterprise, they are strong players against other commercial businesses and we saw the benefit they could bring to a work site. Their integrity and commitment to the people with disabilities and disadvantages is applauded and welcomed,” said Melissa.

“Often when we are linked with a potential buyer within the Social Traders network, our greatest ally is the social procurement team. They can translate to their commercial team the extent of our services and the social benefit we can bring,” said Sam. “In line with my vision for SOS, Melissa is a strong advocate for social procurement, fuelled by her own personal drive to achieve equality for those who have less opportunity.”

“The planet and its people will need us more than ever in this upcoming decade. We hope you’ll join us and be part of this journey.”

Rebecca Scott, OAM & founder of STREAT

STREAT is a Work Integration Social Enterprises (WISE), a type of social enterprise that focuses on creating pathways to employment for people who otherwise experience disadvantage.

Specialising in working with the most complex young people aged 16-24 years who are facing a wide range of barriers to employment, including diagnosed mental health, homelessness, drug and alcohol addiction, juvenile justice, family violence, LGBTIQ or exclusion due to their cultural and linguistic background. STREAT has worked with over 3,114 young people (587 of them intensively 6-12months).

Fast forward 10 years, STREAT run 12 hospitality businesses - 8 cafés,

a coffee roastery, artisan bakery, market stalls, a daily catering and events business. A certified Social Enterprise who exist to train and support vulnerable young people with a business model to create as much Social and Environmental impact as we can.

STREAT is a Social Traders registered Social Enterprise and a founding member of the Social Enterprise Network of Victoria (SENVIC).

“We pride ourselves on our team’s diversity. We are a female cofounded, chaired and managed organisation. Our team members come from over 25 different countries and faith groups. We range in age from 16-65. We’re rainbow-coloured with team members from across the whole LGBTQIA+ spectrum,” said Elise Bennetts, STREAT Deputy CEO and Chief Relationships Officer.

“Over the past decade we’ve won over 25 awards for our work, including 2020 Social Enterprise Champion, 2019 Australian Human Rights Commission Award, 2019 Australian Criminology Crime Prevention Award, 2018 Gold Medal in the Workplace Giving

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and then works with partner employers by providing over 700 hours of personalised support and support to both the employer and employee.

“Soon our horticulture social enterprises will take shape out of our STREAT GreenTeam – plant maintenance, garden design, urban garden design and so much more,” said Elise.

Excellence National Awards (with SEEK), 2016 EY Social Entrepreneur of the Year, 2015 Social Investment Award and the 2014 Most Innovative Social Enterprise.”

The Victorian Social Procurement strategy enabled STREAT to connect with multiple corporate, government and industry organisations providing catering, meals, gift hampers, bread, coffee, and events and cookbooks.

STREAT also offer a range of workshops for community, government and corporate organisations (including Mental Health First Aid, trauma informed practice gender and sexual diversity, social impact, resilience, eco-innovation and human-centred design).

During the height of the pandemic last year STREAT, like most hospitality businesses were hit hard with all but 2 of its businesses being forced to close. Moving Feast was conceptualised and is coordinated by STREAT on behalf of the Social Enterprise Network of Victoria. The idea behind the concept was to bring food system social enterprises together to create a fair and just food system.

It became apparent in the early days of Covid lock down, that the

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first immediate need was food security for vulnerable Victorian’s in lock down and collectively the Moving Feast collaboration delivered over 180,000 culturally appropriate meals and over 30,000 fresh produce boxes which enabled us to continue to connect and support marginalised Victorians.

Prior to COVID, STREAT had reached 87% self-funded via its own hospitality businesses and through social procurement.

With the COVID set back, it is currently sitting at just over 50% self-sustainable. Businesses are slowly resuming with the increase in staff returning into the city. Social Procurement will play a large roll in assisting STREAT return to its precovid success.

“We are proud to have continued our support of young people, even during lockdown periods and to have developed new pathways for our young people,” said Elise.

A young person comes to STREAT and can now choose between a hospitality pathway of learning to earning or a horticulture pathway.

STREAT provides over 500 hours of personalised support, lifeskills and employability training, accredited vocational training and real business work experience

“We dream BIG at STREAT for our young people. Spurred on by our People + Planet focus and the critical need to address catastrophic climate change and the disparity of disadvantage. In the words of one of our young people, ‘I can breathe here’.” www.streat.com.au

Creating chances Fruit2Work is a certified notfor-profit social enterprise that creates chances through transitional employment for people impacted by the justice system.

They do this by supplying fruit, milk and pantry staple items to businesses across Melbourne CBD and regional areas.

Since they began operating five years ago, Fruit2Work have been able to transition 50 people into work, with none of that group reoffending against a state average of almost 50% This is of significant benefit to the individual, their families, and the wider community, whilst providing a large cost saving to the Victorian taxpayer.

Chief Chance Creator Rob Brown had this to say regarding meeting social procurement targets:

“By doing business with a certified social enterprise like Fruit2work, we automatically contribute towards the Tier One and Two Contractors achieving that target.

Any purchases made through Fruit2work contributes towards the achievement of the social procurement target that they’ve signed up to as part of the tender.”

As we all know, the 2020 year presented its fair share of challenges. However, Fruit2Work were heavily involved in the efforts to support those residing in the North Melbourne and Flemington public housing towers during early July. This was a rapid turnaround matter to respond to, but Chance Creator Karolina Kralj explains: “On the first day, we delivered a thousand boxes to the towers and the following day we delivered another 1500. So in total, we delivered 2,500 food boxes to all the families that were up in those towers during lockdown, what a great achievement.”

Fruit2Work’s hard work and unique business model was recognised at the Social Traders Awards, taking away Social Enterprise of the Year - Small! They are very proud of this achievement, which is voted upon by their industry peers as well as customers involved with Social Traders. You can see Karolina Kralj holding this award below, as part of our Fireside Chat with Karolina and Rob Brown.

Fruit2Work are a founding member of the Moving Feast collective.

The social enterprises that make up Moving Feast came together with the goal of helping vulnerable people during the height of the pandemic and Victorian lockdown, their goal is to build a resilient and just food future.

Moving Feast has been growing, cooking and delivering meals and produce to the most vulnerable Victorians as part of the widespread food relief system. This initiative also kept food social enterprises operating during the lockdown periods.

Other organisations involved include STREAT (pages 15-16) and SENVIC (pages 18-20).

Fruit2Work operates as a commercial business. As such, they are able to provide additional quality services to their customers, such as inventory rotation, & fruit decanting, whilst directly benefitting the local community. This allows businesses that purchase from them to contribute their buying power to a social enterprise, whilst also looking after their employees through the supply of fruit.

With Victoria’s Social Procurement Framework in action since 2018,

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Collaboration and open minds a key to success SENVIC is the Social Enterprise Network Victoria. SENVIC is a new network and voice for the social enterprise community.

SENVIC was founded in 2018 by nine passionate pioneers of some of Victoria’s longest-standing social enterprises.

Nick is the inaugural CEO and has been in the role since January 2020.

We had the good fortune of recently spending some time with Nick Verginis, CEO SENVIC to talk all things social procurement.

Starting with with a group of nine “SENVIC started with seed funding from philanthropy but following the launch of the Social Procurement Framework, the Victorian Government saw the importance of having a thriving network that could really drive the establishment of a vibrant and world-leading social enterprise sector in Victoria.” said Nick.

“We exist to grow a thriving social enterprise community in Victoria, and we do that by building connections, facilitating access to learning and development

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opportunities and increasing the voice and the influence of social enterprise across Victoria. The State Government’s support has enabled SENVIC to accelerate and amplify the many successes of our members through this pandemic.”

What makes social enterprise engagement valuable?

Nick shared his thoughts that in many ways the pandemic has heightened consumer trends for more ethical and sustainable goods and accelerated a trend championed by young people that has forced workplaces to examine supply chains and be accountable to staff and customers for their ethical and sustainable footprint.

“We’re moving from exploitative, unsustainable ways of working to being much more conscious about our impact on people and the planet,” said Nick.

The recent announcement from Energy Australia that Yallourn Power Station will close earlier than planned is a sign that the business community understand these movements and they’re planning for it.

“The business community is showing leadership, as is the Victorian Government through the

What’s your key takeaways from the challenges of 2020/21?

“Collaboration is the currency of social enterprise. We really have an appetite and willingness and openness to collaborate with others rather than to see them as competitors,” said Nick.

Social Procurement Framework.

The result points clearly to expectations are changing.”

If they just switched and that’s without compromising quality or price it leaves people speechless.

“Shareholders’ expectations are changing too. So more businesses are monitoring their impact and being accountable to their workers about what social or environmental impact they’re having. That’s why social enterprise matters because it’s ahead of the pack, it’s ahead of the curve in terms of how to shape a business model that improves outcomes for people and the planet and to do it in a feasible, sustainable way.”

“It’s not just about that good feeling, which is the thing that perhaps sometimes we get accused of. It’s actually good business for the reasons I said before. Your staff will love to hear this story. Your customers would love to hear this story. So even if you perhaps may not be the most environmentally friendly organization, you can say, “this is where we buy stuff from,” which improves our credentials in that area,” said Nick.

A willingness to collaborate for the greater good saw the emergence of Moving Feast during the pandemic. A collaboration of approximately 30 social enterprises that have scaled collectively to create a pandemic food response that creates justice, sustainability and resilience. From growing food, cooking food, and delivering meals and produce to the most vulnerable Victorians, Moving Feast has established a widespread food relief system.

“SENVIC is now looking at that to ask how we can expand that beyond metropolitan Melbourne and how we can replicate it in other sectors, in other industries, to really show the enormous impact we have through collaboration and scaling together,” said Nick.

“Social enterprises have worked out how to have competitive prices for products and services, how to match quality or improve quality of the product and services you’re seeking, and how to deliver a third element, a little bit of magic, which is the positive impact you’re making, by using your buying power and partnering with social enterprise,” said Nick.

Articulating the transformative appeal so beautifully, Nick explains an awakening, when people realise their buying power can have an enormous positive impact for the local community.

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What’s your advice for businesses wishing to engage with social enterprises?

It’s important that businesses have confidence that they are buying from a social enterprise when they think they are.

Authenticity is integral to making the switch and considering the socially responsible, environmentally sustainable product or service above all else.

“My advice is really simple: switch to social enterprise, look at your supply chains and switch,” said Nick. “We’re working with Social Traders and other platforms to make it easier to switch, to make it easier to recognize who is a social enterprise. Because that is critical. We need to work together to make sure that value isn’t lost. So reach out to SENVIC in the meantime, and we can help connect you with the right people.”

What’s your advice for social enterprises wishing to engage with businesses?

Clarity in what your product and/ or service is and who you’re selling to is essential.

“There are very different markets out there. If you’re a consumeroriented business, then focus on that. But if you’re looking for the corporate dollar, then it’s just a slightly different consideration about how you communicate your value,” said Nick.

“A lot of businesses are thinking about their workforces and want to motivate staff. Social enterprise can offer great products and service, but also a positive experience for your people. Perhaps doing an event

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together or allowing tours to happen so that workers can see what’s behind those products and services. It’s really just about being open to those different types of transactions.”

Goals for 2021 and beyond

SENVIC is still relatively young and it’s inaugural CEO arrived under the most of inauspicious and unexpected circumstances, on the eve of a global pandemic.

Not only has SENVIC survived it grew and intends to keep doing so in the years ahead.

“There is a hunger out there for a connected network of people thinking in this way. Digital transformation is a priority, focusing on what we can do to help people connect better online and focusing on value for our social enterprise members, but also others in the community who want to support social enterprise to flourish, creating value for

everybody,” said Nick. “Raising the profile of social enterprise and building allies across Victoria is a first step.”

“Also, this is a big year for Victoria and social enterprise because we’re looking forward to continuing our work with the Victorian Government on a refreshed social enterprise strategy. We’ve had great partnership with them the past couple of months after a consultation process late last year, which got a broad range of views and some really exciting ideas. Nationally, we are awaiting the Prime Minister’s Social Impact Investing Taskforce Final Report which will provide much-needed national direction for social enterprise. We hope that we will see something announced this year, that includes short, medium and long-term goals and long horizon ideas. There is a big year ahead of us and I can’t wait.” said Nick.

It’s GAME ON Commencing in 2011 with just 30 registered participants, Geared4Careers now supports over 1000 regional youth, from all backgrounds across 15 secondary school campuses.

From the outside, GAME Traffic & Contracting may look like an ordinary commercial business operating in Central Victoria.

They provide commercial traffic management, maintenance, fencing, grounds maintenance and equipment hire. Where GAME differs? They use their commercial operations to deliver a program called Geared4Careers, which supports a thousand at-risk young people from Bendigo to Wodonga.

“Through this business model, they’re helping to break down intergenerational disadvantage, stigma and marginalization in regional Victoria. GAME has seen generation-after-generation

falling through the cracks in our education and welfare system and have decided to take action, to end the cycle. GAME is helping young people who wouldn’t have a chance if it wasn’t for these types of interventions. It’s a little bit of magic that comes with your buying power,” said Nick Verginis, CEO SENVIC.

GAME Traffic & Contracting is highly visible across regional Victoria and NSW, due to their distinctive “Big Green Diamond”, but what many don’t know, is that GAME is recognised as one of Australia’s leading, regionally based social enterprises.

Being a social enterprise means that GAME is able to offer access to a quality, compliant, commercially competitive service, whilst also providing an opportunity to be part of something much bigger... making a positive long term social impact, in the region and beyond!

is embedded in local secondary schools and is assisting youth, in the region, to remain engaged in school and transition to further education or employment.

For more information about how GAME can assist with social procurement targets on your next major project visit their website: game.org.au

Geared4Careers is GAME’s flagship employment program which is fully funded through GAME’s commercial activities. The program

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A renewed focus on buying and supporting local A resounding positive to have come from the Victorian lockdown(s) in 2020 is a renewed focus on ‘buy local’.

The principle that ‘value for money is not defined by price alone’ – a foundation of the Social Procurement Framework – is now a consideration at all levels of purchasing from the big end of town to individuals.

“I’ve found that social enterprise has benefited from a shift to a ‘buy local’ ethos because people have become conscious of not only the local store, but the one that has designed its business model on being an inclusive employer or being more sustainable in the way that it runs its business,” said Nick Verginis, CEO SENVIC. The Christie Centre in Mildura is a portfolio social enterprise,

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which means it has a number of businesses that it operates to provide meaningful rewarding employment for people who may otherwise be left out of the mainstream economy.

“The Christie Centre is an excellent example of how social enterprise creates community and a business that grows organically with its community” says Nick.

“The Christie Centre has a number of distinct businesses: It is the Mildura Chocolate Company; a nursery (GrowAbility); artistic creations through the ArtRageUs Studio; and document destruction and recycling service through AroundAgain. These businesses have been really embraced by the

local council and a range of local businesses. There’s now progress to create a social enterprise hub on the Murray (River), which is going to showcase social enterprise and amplify the positive community outcomes when government and business partner with social enterprises.”

The Christie Centre is recognised in the Loddon Mallee region as a business leader. Executive Officer Florence Davidson is on the Regional Partnership Board, a nomination that SENVIC was proud to support.

“We have continued to increase visibility within the community and demonstrate our give-back through our various volunteering groups, work contracts, performances and exhibitions and participation in committees. This advocacy role has now extended to being the Loddon Mallee Local Lead for SENVIC, contributing to NDS committees, participating with the First Nations people in the ‘Royal Commission into Violence, Abuse, Neglect and Exploitation of People with a Disability’, as well as supporting our

local Social Recovery plan ensuring all people in our community have a voice, and timely support,” says Florence.

“Our Social Enterprises continue to prosper, and although the COVID 19 restrictions impeded the last 6 months of income, the teams have utilised their time to improve systems - the fabric of buildings and sales channels.”

For more information click here.

Pathways to Employment

Through its new Pathways to Employment initiative, the Christie Centre is focussed on supporting people through a structured, individualised pathway to employment that includes: •

Programs to build preemployability skills

•

Pre-accredited training

•

Work experience/ volunteering

•

Accredited training

The team has been working on creating options for relevant and targeted education that leads to employment, as well as making a clear strategy for people who

are yet to find their path in life.

Participant choice and control is always at the forefront.

A Learn Local provider, the Christie Centre introduced a ‘Transition to Work’ program that covers all the basics of finding, getting and keeping a job. Learn Local gives the Christie Centre the flexibility to develop and tailor courses on a needs basis. The long-term vision includes offering a variety of education options to suit all learners, from pre-accredited short courses up to Certificate I and II levels.

Owen’s Journey

After lockdown started, I came to the nursery because we could only be in one place.

I didn’t really like gardening much before. I didn’t like pulling out weeds but now I really enjoy being at the nursery and doing this job. I like to see the plants clean and tidy.

I feel very good that I do my own jobs here and decide how they are done. I feel really great when I have completed something, and it is done well and looks great. I do a lot of potting up of plants too. I’m looking forward to potting up my jellybean plants that I bought over from TAFE but they are still tiny.

I like being outside surrounded by wildlife, lizards, insects, birds and the bush.

I’ve started back at mosaics where I get to see my friends. At the moment Luke and I are working on a truck mosaic which I traced off a photo.

I’ve been working around 4 years now. I like getting paid.

I’ve paid for my own ticket overseas before but now I’m saving for a really good gaming PC.

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Where Latrobe Valley Enterprises What are your goals for 2021? rence

Brotherhood of St Lau

Brotherhood of St Laurence

Brotherhood of St Laurence - Given the Chance What are your goals for 2021?

This year we really want to focus more on our key portfolio of partner host employers and strengthen our partnership approach, ensuring we are working effectively to meet mutual objectives and values. We want to further develop our services to help our partners work through changes – embedding models which drive the cultural shifts required by social procurement, training and supporting supervisors, ensuring continuous improvement. We also want to strengthen our work to co-design and tailor models and pathways, drawing in broader sector inputs and other BSL services which can complement the approach.

Can you tell us about any recent or planned developments since the last article?

2020 was a year in which we were constantly being pushed and pulled by difficult to foresee issues, such as our candidates being locked down in the North Melbourne and Flemington Towers, or suddenly being required to navigate complex new online safety systems with phones which needed adequate plans or operating systems. Adapting to new government policies, dealing with stimulus driven shifts in the labour market - so many new challenges were thrown up very rapidly over 2020 and into 2021.The positive side of these challenges was that we learnt a lot about how our services could be delivered remotely, and actually extended our services in some areas, (delivering Given the Chance to ANZ in NSW and Tasmania) which had previously seemed very challenging.

Bearing in mind the challenges of the pandemic to date have you any positive stories you can share?

In early 2020 we commenced a new program with Arup for female engineers with refugee backgrounds. It started just prior to the pandemic’s impact and despite some challenges, Arup was able to work with us to finish or extend all of the placements. The program involved Given the Chance training both candidates and the supervisors and then employing the young women engineers and placing them with Arup in digital engineering roles for six months. The experience they gained at Arup was so valuable and impactful, and it meant that they all achieved ongoing work in their chosen field, notwithstanding the impact of the pandemic on employment rates and the adverse effects for women in particular.

What was your #1 takeaway as a social enterprise?

Social Enterprises have innate problem-solving capability to deal with complex challenges and rapid change, but they need good partners to be able to weather setbacks. The sector also needs good government policy and tailored support both to further scale and very importantly, ensure the mission focus on marginalised priority groups does not waver.

In a challenging year for everyone we increased 10 of those with disabilities and finish with ou on year by end of December.

Our goals moving forward are to expand on our and Facilities management. During COVID we c Management stream taking on Tandara Caravan Grounds and Business Support teams new pride

Can you tell us about any recent or since the last article?

We have expanded facilities management within them as Grounds & Facilities Maintenance. Th have expanded to more comprehensive facilities customers with a better service offering. The t roadside spraying services with a new 3-year co

2020 also saw the arrival of our Traffic Sign P to read all about this in the November 2020

In addition to that we finished off the year su

Green 2-star rating. Finsbury Green Star Rat evaluation protocol for broader printing industr environmental improvements this year, we hop rating.

Bearing in mind the challenges of t have you any positive stories you c

While a great majority of businesses struggled pandemic, at LVE we’ve been on a high-speed months, we’ve expanded our services, increased expanded our customer base, and dramatically i markets that we service.

Now a highly commercial operation, LVE service several Federal Government departments and T and our relationships with organisations such as increase our opportunities for all of our teams. the Major Roads Projects Victoria, Regional Ra other local and metropolitan projects.

Our focus during COVID was to stay visible and that were not only commercially viable, but th and employment for our supported employees.

What was your #1 takeaway as a so

My one key take away has been staying true t Through creating the vision, building the relatio capabilities, and increasing our visibility in the to increase opportunities in social procurement for those in need.

If you could advise a business to engage with a Social Enterprise, what would that advice be?

Being more accessible to diverse and disadvantaged jobseekers takes investment, this means harnessing services and supports depending on their strategic focus and core business needs. The best way to do this with genuine partnerships.

It takes a village, don’t struggle alone!

ises

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Latrobe Valley Enterpr

e are they Now?

The Victorian

Prospect July 2019

SPECIAL EDITION SOCIAL & SUSTAINABLE PROCUREMENT

We checked in with these three wonderful companies that appeared in our first edition

our employee numbers by 19, ur revenue around 17% up year

r service offerings in Recycling commenced our first Facilities n Park which has given our e in maintaining the facility.

r planned developments

n our Grounds team, retitling he team cover a large area and s maintenance to provide our team have also expanded into ontract for a local shire council.

Printer in June please click here Victorian Prospect

uccessfully gaining a Finsbury

ting is an environmental ry. And through further pe to soon achieve a 3-star

the pandemic to date can share?

through the challenges of the train ride over the past 18 d our employee numbers, increased our offering to the

es large national companies, Tier 1 construction companies s ICN, we hope to further . We’re currently working on ail Line Upgrades and several

d to look for new opportunities hat would provide increased skills

ocial enterprise?

to our inclusive purpose. onships, increasing our marketplace we’ve been able that really created impact

Outlook Environmental What are your goals for 2021?

Our primary goal for 2021 is to continue to expand our operations and generate more employment opportunities for priority jobseekers through our portfolio of waste and resource recovery social enterprises. COVID has disproportionately impacted many of the communities we work with (people with disability, asylum seekers, refugees, long-term unemployed).

It has also had a more significant impact on women. As the economy recovers our goal is to accelerate the creation of sustainable, meaningful employment and to do so in an inclusive way.

Can you tell us about any recent or planned developments since the last article?

Outlook continues to work closely with a range of local councils in Victoria and Tier 1 infrastructure and construction firms to deliver some of Victoria’s largest infrastructure projects. Many of our customers have encouraged Outlook to offer its services both regionally and interstate, which is in active development.

We also see significant opportunities to engage with communities in the Western and South-Western Suburban corridors of Melbourne.

tal

Outlook Environmen

Bearing in mind the challenges of the pandemic to date have you any positive stories you can share?

Covid revealed the strength and deep commitment of our entire team to living our mission. Through this period and with the strong support of our amazing customers Outlook was able to maintain employment for all front-line social enterprise staff and has been in active recruitment since the end of Stage 4 lockdowns last year. During the depths of Covid lockdowns, the messages, and acts of support from our partners and customers was really uplifting and was critical to our ongoing operations.

What was your #1 takeaway as a social enterprise?

Don’t rely on your social enterprise status to win business - be competitive, be commercial, offer a best-in-class service and be transparent about the social outcomes you deliver through your work.

If you could advise a business to engage with a Social Enterprise, what would that advice be?

Engage early, so that all parties have the opportunity to assess if there’s a values, skills and business alignment.

Be genuine in your engagement. Our experience is that some businesses seek the endorsement of social enterprises as part of a bid/tender process, however, fail to follow through.

Consider what you might bring to a relationship over and above a service contract. Consider skills development, mentoring, profile, supportive payment terms etc.

Outlook En

vironmental

Latrobe Valley En

terprises

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How we can help!

ICN is proud to announce the launch of a new Social and Sustainable Procurement tool, powered by ICN Gateway. The primary role of this new tool is to be a place of knowledge for businesses that have an interest in social and sustainable procurement and a stake in achieving subsequent outcomes.

This knowledge comes in many forms. The content will inform you about what ICN is currently doing in the social and sustainable procurement space and provides valuable examples and links to ‘for purpose’ businesses which can be used as comprehensive reference points along your journey. There are also links to bodies such as Kinaway and Social Traders who accredit social enterprises just in case you’re an SME who has not yet been accredited.

But most notably, SMEs wanting to evaluate their position within social and sustainable procurement area now have the means to do so through the new self-assessment tool.

Basically, ICN have constructed

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this Expression of Interest (EOI) process in such a way that SMEs will also reflect on the requirements it takes to be considered a business with social and sustainable outcomes.

Not only does this selfassessment tool provide valuable insights for SMEs but it also systematically supports ICN’s overarching objective of connecting communities to opportunities. Your submission will help us with our commitment to improve the accessibility of information and knowledge concerning the availability of social and sustainable products, materials, services in conjunction with facilitating connections between community and industry for social, economic, and environmental outcomes.

ICN is committed to supporting this project by compiling social, economic, and sustainable information on ICN Gateway to create a difference to people’s lives.

Value Proposition

Your data informs our understanding of local industry, provides insight into local capability and allows us to promote your business for potential opportunities.

Benefits

• The Portal is your one stop-shop for Social and Sustainable Procurement information • Reflect and revisit your submission at any point • Not exclusive to Social Enterprises.

Helpful Tip

Ensure your ICN Gateway profile is up-to-date and accurate.

When submitting an Expression of Interest (EOI) the information provided in your profile is collated along with your self-assessment answers. This information will help ICN understand the position your business occupies and will better allow us to promote you for potential opportunities.

Contacts

ICN Gateway: Tijana Gibson Tgibson@icnvic.org.au Social Procurement: Brian Finnigan Bfinnigan@icnvic.org.au

Useful Links & Resources

Social Sustainable Procurement Tool

Gateway Company Profile User Guide EOI User Guide

vmc The Victorian Management Centre (VMC) has recently seen some exciting and substantial developments that have been led by the ICN Programs, Processes and Systems team.

Working assiduously on the Reporting Development Project since May 2020, ICN is thrilled to announce the launch of the Local Jobs First (LJF) and Social Procurement Framework (SPF) reporting system.

VMC is now an all-in-one portal that comprehensively automates the LJF process in tender phase for Agency and

ICN, the LIDP Assistance process for bidders and ICN, and now LJF and SPF reporting for Agency, Lead Contractors, and their Supply Chain.

The result of this project is an agile, automated information management system that determines how various stakeholders – ICN, Government, agencies, bidders, lead contractors and supply chain collect, store and access standard, complete and insightful data that supports everyone measure impact delivered through Victorian Government contracts and helps everyone make informed decisions.

Value Proposition

• Agencies now have the ability to set up reporting contracts on VMC, monitor supplier achievements against original LJF and SPF commitments, measure the number of indirect social procurement commitments, and report local and social outcomes, in accordance with LJF policy and SPF. • The latest release will allow lead contractors to invite their supply chain to directly input project achievements including

suppliers, their attributes and spends as well as employees, their attributes, and hours.

Benefits

Enhancements such as data flow down from original commitments, automated reminders when submissions are due or overdue, in-built checkpoints within the system to ensure that you are submitting complete data allows lead contractors to report their project achievements more accurately and efficiently.

Contacts

Reporting: Nelson Feng Reporting@icnvic.org.au Social Procurement: Brian Finnigan Bfinnigan@icnvic.org.au LJF/Tendering: Policyadmin@icnvic.org.au

Useful Links & Resources VMC

Supplier User Guide

Agency User Guides are available on VMC Monthly training:

Agency book here

Supplier book here

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Relevant Government Policy, Legislation Local Jobs First Policy

•

Working for Victoria

Local Jobs First - Victorian Industry Participation Policy

•

Youth Employment Program

which improves opportunities for local suppliers to compete for work on all types of government contracts, helping to create and sustain opportunities for Victorian businesses and workers. This policy is about local industry development.

•

Work and Learning Centres

•

Victorian Social Enterprise S

Local Jobs First - Major Projects Skills Guarantee (MPSG)

Jobs Victoria Fund

which gives focus to providing opportunities to Victorian apprentices, trainees and cadets to work on high value government construction projects. This policy is about growing the next generation of skilled workers in Victoria. localjobsfirst.vic.gov.au/about-us

Value Creation and Capture The Value Creation and Capture Framework provides guidance to all government departments, business, industry and community sector partners on ways that government will generate more industry and skills development, affordable housing, open spaces, community facilities and energy efficiency from future projects. https://www.vic.gov.au/value-creation-and-capture-framework

Jobs Victoria We offer advice and information to jobseekers and work with a network of Partners throughout the state to help people get job-ready through mentoring, training and development.

We work closely with employers to help them identify the skills and experience they are looking for in their workers. This means we can connect employers with the right candidates for the job.

We run programs that assist jobseekers to find work and employers to find candidates with the right skills and experience, which are: •

Jobs Victoria Fund

•

Jobs Victoria Employment Services

•

Jobs Victoria Advocates

•

Jobs Victoria Employment Network

Source: Victoria’s Social Procurement Framework

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https://jobs.vic.gov.au/

The Jobs Victoria Fund is providin to assist Victorian businesses to em who are looking for work.

The Fund will support employers helping Victorians looking for wor

If you are a Victorian employer rea Jobs Victoria Fund can financially who have been most affected by t pandemic.

https://jobs.vic.gov.au/about-jobs victoria-fund

Guidelines - https://jobs.vic.gov.a file/0007/510739/Jobs-Victoria-Fu

Victorian Government Purch

The Board sets the policies that go construction goods and services a departments and some specified

The Board has a policy model to s efficient approach for the procure Under these policies, procuring go emphasis on complexity and risk w forward planning.

These policies recognise procurem and moves away from a financial risk-based model. All departments now procure through the framewo

n and Initiatives

ms

s

Strategy

ng $250 million in wage subsidies mploy at least 10,000 people

to grow and recover while rk into steady jobs.

ady to take on new staff, the y support you to employ people the economic impacts of the

s-victoria/our-programs/jobs-

au/__data/assets/pdf_ und-Guidelines.pdf

hasing Board

overn procurement of nonacross all Victorian government entities.

support a more strategic and ement of goods and services. oods and services now has an with each procurement requiring

When purchasing goods or services, buyers must comply with the relevant procurement policies of their lead organisation. This may include applicable broader government policies and Australian Standards where relevant, including but not limited to any supplier charters or codes of conduct.

Government buyers are encouraged to contact their procurementgovernance unit before commencing procurement. https://www.buyingfor.vic.gov.au/victorian-government-purchasingboard-vgpb Policy Model https://www.buyingfor.vic.gov.au/goods-servicesprocurement-policies

Absolutely everyone: state disability plan 2017-2020 https://www.statedisabilityplan.vic.gov.au/every-opportunity Every Opportunity: Victorian economic participation plan for people with disability 2018-2020 Every opportunity is the Victorian Government’s three year plan to enhance the economic participation of people with disability in this state.

Every opportunity takes a broad view of economic participation, encompassing the range of ways people contribute to and participate in the economy. The early actions detailed in the plan will underpin future work across three key areas of focus: •

education and learning pathways

•

employment opportunities

•

business ownership and innovation

We will achieve our goals by taking action on public sector employment and government procurement, and through strong partnerships with Victoria’s community and private sectors.

ment as a core business function threshold to a complexity and s and some specified entities ork.

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Relevant Government Policy, Legislation Through a whole-of-government focus, this plan sets out 21 practical actions to increase the economic participation of Victorians with disability. These will be built on over time. https://www.statedisabilityplan.vic.gov.au/every-opportunity Victorian state disability plan - Consultation for the next state disability plan 2021-2025 The current state disability plan, Absolutely everyone will remain in place until the new plan is released. For more information https://www.statedisabilityplan.vic.gov.au/

National Disability Insurance Scheme Every opportunity will drive positive change across the economy by activating two major stakeholders – government itself (as a major employer and purchaser of goods and services) and the broader Victorian business community. https://www.statedisabilityplan.vic.gov.au/

Safe and Strong: Victoria’s Gender Equality Strategy Safe and Strong, Victoria’s Gender Equality Strategy, sets out a framework for enduring and sustained action over time.

It aims to progressively build the attitudinal and behavioural change required to reduce violence against women and deliver gender equality.

The Strategy draws on global evidence of what works in gender equality.

The Strategy sets out the founding reforms that lay the groundwork and set a new standard for action by the Victorian Government. These reforms will draw on all levers, including legislative changes, governance structures, employment practices, budget, policy, procurement, funding decisions and advocacy to the Commonwealth Government. https://www.vic.gov.au/safe-and-strong-victorian-genderequality

Source: Victoria’s Social Procurement Framework

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2017 ISO: 20400 Sustainabl Standard

The 2017 ISO: 20400 Sustainable created a global framework to st of social, economic, and environ strategic procurement practice. for environmental sustainability Standard paves the way for furth Victorian Government.

https://www.iso.org/standard/6

Climate Change Act 2017

The Climate Change Act 2017 pr world-leading legislative founda change risks, maximise the oppo decisive action, and drive our tra community and economy with n It gives effect to the majority of t the Victorian Government Respo Review of the Climate Change Ac

https://www.climatechange.vic.g change-act-2017

n and Initiatives

le Procurement

IS Rating Scheme

e Procurement Standard timulate the integration nmental objectives into Building on progress to date and climate change, the her development work by the

The IS Rating Scheme (IS) is Australia and New Zealand’s only comprehensive rating system for evaluating sustainability across the planning, design, construction and operational phases of infrastructure programs, projects, networks and assets. IS evaluates the sustainability performance of the quadruple bottom line (Governance, Economic, Environmental and Social) of infrastructure development. https://www.isca.org.au/Get-Involved/IS-Ratings

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rovides Victoria with a ation to manage climate ortunities that arise from ansition to a climate resilient net zero emissions by 2050. the commitments set out in onse to the 2015 Independent ct 2010.

gov.au/legislation/climate-

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icnvic.org.au icnvic