Gwen Crawford - Understanding Social Value

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HACT Conference – Understanding Social Value Gwen Crawford, Director of Regeneration

Transcript of Gwen Crawford - Understanding Social Value

Page 1: Gwen Crawford - Understanding Social Value

HACT Conference – Understanding Social Value

Gwen Crawford, Director of Regeneration

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What’s happening in the sector?

• The presentation will cover;

– Bolton at Home and my role within the organisation – Our approach to social value– Procurement and tendering– Case studies

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Bolton at Home

• 2002 – Established as an ALMO for Bolton Council• Dec 2010 - Registered as a charity providing social housing

within Bolton• April 2011 - Stock Transfer of 18,000 homes from Bolton

Council• Next 5 years - £124m improvements to homes and estates • Improving social, economic and environmental conditions

for customers and wider community

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Corporate Objectives

• Homes we can all be proud of• Neighbourhoods we can all be proud of• Putting customers first• Keeping a strong, financially viable, socially responsible,

well governed business• Developing and growing

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• Responsible for the Regeneration Directorate including the following functions:

– Neighbourhood Management (including Community Development, Percent for Arts and UCANs)

– Development– Community Engagement– Housing & Employment – Partnerships– Private Sector Renewal (on behalf of Bolton Council)– Environmental Improvements

Director of Regeneration

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Our approach to social value

• Why is social value important to Bolton at Home ?

– Originally established as a Housing and Community regeneration organisation with long history of community regeneration

– Bolton at Home objectives including charitable objectives– Stakeholders – Public Services (Social Value) Act 2012– Regulatory framework - delivering value for money including

economic, social and environmental returns– CSR – demonstrating corporate responsibility and making links with

the private sector

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Social value – what we are already doing

• Neighbourhood Management and UCAN network• Longstanding history of delivering apprenticeships and

commitment to 19 new ones every year• Other work related opportunities• Supporting and developing partnerships with social

enterprises and voluntary organisations• Journey to work - work clubs, ESF complex families project• Our 20x16 plan and silver award from SHIFT• NHF North West Social Impact Group • Social accounts

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Creating social value

• Creating social value strategy – – addressing our actions as a business, provider of services,

commissioner of services and employer

• Established strategic themes and priorities across 4 key areas – community, partners, workplace, environment– support from Business in the Community

• Partnerships Team – to develop and coordinate a more strategic approach to social value

• Reviewing our approach to social impact evaluation such as SROI, LM3

• Corporate engagement – ASDA, B&Q, Warburtons

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Procurement and tendering

• Including social value requirements within tendering and procurement processes across wide range of contracts including – term partnering– maintenance and

refurbishment contracts– fleet transport contract– ICT provider – internal audit

• 9 contracts to date

• Requirements include –– apprenticeships – employment & training

opportunities– donated hours– 1% cashback contribution– targets for local economy spend– SME engagement– worklessness activities

• Review of procurement policy and implementation of a responsible procurement policy throughout the organisation

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Case Studies

How we are working in practice….

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Forrest – Internal & External Refurbishment

• NW based contractor – CSR local strategy– 80% target local residents employed

• Scope - Framework Agreement & Works Contracts• Social Value criteria used in procurement process• Monitoring of social value via Special Interest Groups:

– Employment & Training– CSR/Community Activities

• Strategic and long term partnership

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Forrest – proposed CSR outcomes

• Improving the local skills base• Increasing £ circulated in local economy• Employing a local and representative workforce• Empowering local residents in decision making• Greater cohesion between communities• Regenerating public open space and facilities• Increasing environmental awareness• Working closely with our Neighbourhood Management

teams to ensure a strategic rather than an opportunistic approach

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Forrest – measuring outputs

• Number of jobs allocated to local people• Number of work placements allocated to local people• Volume (hours) of workplace training provided• Maintaining a skills register• Tracking local £ using LM3• Donated hours for community activities

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Warburtons – Family Bakers

• “Warbuton family matters strategy aims to deliver its vision for community investment and focuses on 3 key challenges for families – health, finance and worklessness”

• Best communities start with best families, the best businesses grow with communities

• Bolton at Home - £30k corporate donation for delivery of services in Breightmet North & South

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The Green Café – New Head Office, Bolton

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Green Café – Vision

• “To develop a sustainable, ethical, vibrant and successful business that will enable the delivery of wider social objectives through the offer of high quality catering in an attractive well designed environment”

• Stakeholders – café staff, Bolton at Home staff, board, customers, local food suppliers, apprentices, Bolton College, local voluntary and community centre partners

• Forecast Social Return on Investment of £1 expected to deliver £3.06 in social value

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The next steps…….

• Defining our economic, social and environmental factors• Developing our methodology for measuring social value• Reviewing our procurement processes• Embedding our social value within the organisation