Social supermarket program: design guidelines: A report with recommendations for the Department of Human Services SA

The South Australian Department of Human Services (DHS) is expanding its commitment to addressing chronic food insecurity through the development of a Social Supermarket (SSM) Program. This initiative builds on a growing body of evidence and practice that highlights the limitations of conventional food relief and the need for more inclusive, empowering, and outcomes-focused models.
Social supermarkets combine low-cost retail-style grocery shopping with access to social services and inclusion opportunities – providing affordable food in a dignified environment that promotes agency and participation, whilst promoting pathways out of food insecurity through connection and empowerment.
Evidence from South Australia and from international examples shows that SSMs can enhance food security, financial wellbeing, and social connectedness. Their impact is greatest when embedded within broader community infrastructure, offering opportunities for social connection and wraparound supports. These models are adaptable to local needs and can be delivered in partnership by community organisations, local government, and other service providers. Different elements of the SSM offering can be delivered by different partners through co-located, mobile or pop-up formats and referral systems.
This report synthesises local SSM experience and international evidence, and presents a new theory of change, updated implementation elements (building on the 2020–22 SA pilots), and recommended assessment criteria for program design. The report outlines four program guidelines to inform the commissioning and funding of social supermarkets:
1. Deliver three core service components Funded SSMs should deliver (1) access to affordable, nutritious, and culturally-appropriate food through reliable supply arrangements and a retail-like environment that supports choice and dignity; (2) opportunities for social connection, participation, and skill-building; and (3) integrated access to social supports and services, including co-located services or warm referrals, and system navigation. All three components must be delivered within a clearly defined organisational model that considers business model5 financial viability and sustainability beyond program funding, and clearly articulates the service delivery structure6.
2. Follow guiding principles and good practices SSMs should be guided by the values and practices outlined in the South Australian Food Relief Charter, the Food Relief Good Practice Guide, and the DHS Social Impact Framework. These frameworks support safe, inclusive, and impactful service delivery.
3. Collaborate with partners SSMs should be embedded in local, place-based partnerships—working with community organisations, local government, and other DHS-funded programs to enable integrated service delivery and share resources and expertise, to maximise collective community impact.
4. Participate in capacity building and collective evaluation Funded organisations should engage in sector-wide efforts for knowledge-sharing and co-creation, peer support, and impact evaluation, coordinated by DHS and its capacity building partners. This includes contributing to shared monitoring and evaluation activities and pursuing outcomes such as improved food security, financial wellbeing, social inclusion, and overall wellbeing and quality of life.
This report provides a foundation for commissioning a new generation of social supermarkets that are inclusive, sustainable, and capable of addressing the root causes of food insecurity. It is intended to guide funding decisions, support DHS program design, and ensure alignment with broader social impact goals in South Australia.