Page 97 - Procurement guidelines for smart sustainable cities - A U4SSC deliverable

• Looking strategically across the organization to see where social value and ICT procurement can
provide the biggest impact. A key example of this in Norfolk could be the provision of Internet
of Things (IoT) sensors to help vulnerable adults have independent lives reducing their reliance
on the social care system, and the costs for the council which go with that.

The UK Government’s Crown Commercial Serviceprovides further guidance on social value.

4.1.4 Define outcomes

Decide on clear, measurable outcomes to ensure suppliers and internal teams understand the
goal of the procurement.

Why it's important

Thinking in terms of goals or “outcomes” rather than specific products or services to buy in a
procurement allows public officials and stakeholders to:

• reduce or eliminate bias towards certain products or suppliers;

• deliver better products and services for users;

• include wider social, environmental and economic benefits; and
• be more flexible with suppliers during the delivery phase.

What it means

Instead of deciding up front what to buy, public officials and stakeholders should discuss with their
teams the desired outcome they want to achieve. For example:

• fewer non-emergency calls to an emergency service number;

• new drivers are able to apply for a driving licence without having to post documents or visit an
office; and
• staff who work remotely can access and store documents securely.

Using the last example, if public officials and stakeholders assume the solution will be buying
laptops for staff then they will only get laptops suggested by a supplier. If they specify the outcome
a supplier may come forward with a different solution.

Outcomes may also be linked to the wider social and environmental goals of their organization.
For example:

• creating opportunities for gender equality and social inclusion;

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