The Government Performance Lab’s Framework for Procurement Excellence is a good guide for thinking about each stage of the procurement cycle and how it can be used to advance equity and job quality. Consider how efficiency, fairness, and equity can help your organization achieve your desired results at each step in the process.
- Harvard Kennedy School Government Performance Lab © 2023 , What is Procurement Excellence?
- Harvard Kennedy School Government Performance Lab © 2023. For more information, visit: How-to Guide: Crafting a Results-Driven Request for Proposals (RFP).
Consider each concept and how it can help drive the change. For example:
Efficient and Fair - Creating standardized, documented processes that can be communicated transparently. Connecting the dots between goals and strategy demonstrates “why” a particular element is being required or data point is being collected.
Results Driven - Requirements/data collection that are not specifically related to your goals (and ultimately captured in the logic model) should be questioned. “Is this absolutely necessary? If so, why or why not?” Taking a results driven perspective will also help to jump start an evaluation plan as you consider what the procurement hoped to achieve and can inform specific metrics to be used throughout the effort.
Equitable - Outlines a set of activities, outputs and outcomes that are related to all partners/individuals/organizations participating in the procurement. Deviation should be reviewed to assess whether there is an inequity in the process or additional information has been received which requires a change to the initial model
Strategic - Document the desired result and then identify the procurement process steps necessary to achieve it. See the left hand navigation to learn more about developing a logic model.
Procurement Cycle Stage
Sample Ways to Build in Engagement and Accountability
Sample Data Collection Opportunities to Measure Success of Process
Community Needs and Market Research
RFP/NGA Strategy Design/Drafting
Active Contract/Grant Management
Quick Start Guide
1. Identify whether the organization currently tracks, prioritizes, or incentivizes participation of diverse respondents and/or job quality principles.
2. Determine what type of impact the organization would like to use procurement to achieve.
3. Select an approach. See sample approaches in the table below. The desired result will directly influence what the draft language says, what type of training/outreach is needed, and what data can be collected.
3. Establish a standard set of job quality metrics for incorporation into procurement and purchasing guidelines.
4. Explore existing flexibilities for use of alternative contract structures such as performance based or pay for performance to incentivize job quality.
5. Implement or expand training, education and technical assistance alongside of your JQ procurement implementation.
Policy or Practice
Building a representative competitive landscape
Efforts to increase the diversity of potential bidders who are aware of and can compete for RFPs. This can include expanding pre-RFP technical assistance, working with trusted community organizations to distribute the RFP, changing contract design process, and offering payment advances.
Engaging Communities in Planning and Selection of Funded Projects
Incorporating and compensating community members that represent a project's intended target population in the procurement design, selection, and implementation process.
Evidence-Based Scoring Preferences
Agencies can require and/or provide preference scoring for projects and programs that have a demonstrated track record of influencing one or more job quality features (e.g., earnings) through the RFP selection process.
Living Wage and Other Job Quality Ordinances
Policies that require all (or specific types of) contractors to pay a living wage and / or provide other job quality features for their employees (paid time off, healthcare benefits, stable scheduling) as a condition of contracting with the agency, city, county, or state.
Local Hire Requirements or Preferences
Requiring employers on a project to set aside a specific number of jobs for local and/or disadvantaged members of the community. This may include a certain number of entry level / apprentice jobs, for residents of specific zip codes, or that they look to specific workforce agencies that help to staff these individuals for employees as a first source. These can be contract requirements or preference points in a procurement.
Job Quality in Contract Award
Practices that consider the job quality of subrecipient / contractor staff as a significant factor in scoring as part of the selection and contract award process.
This may include considering the impact of specific contracting decisions related to allowable expenditures (e.g., staff training / tuition assistance), performance targets and caseload sizes, staffing patterns, and other job design features directly or indirectly impacted by your agencies contracting and reimbursement practices.
Practices such as training and upskilling contractor staff, monitoring the employee satisfaction of contractor staff, considering contractor frontline staff job quality when making contract amendments and information requests of contractors, annual cost of living adjustments, and other contract management practices that can promote job quality of contractors after contract award.