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Social value and supply chain opportunities with Greater Manchester Housing Providers 27 th February 2018
Transcript of Social value and supply chain opportunities with … · Email: [email protected] ....
Social value and supply chain opportunities with Greater Manchester Housing Providers
27th February 2018
Introduction
Nigel Wilson, Chief Executive
Wythenshawe Community
Housing Trust
Supplying GM Housing
‘Working together delivering social value across the region’
Opportunities
How to find tenders
• GMHP website
• Housing websites
• Twitter/Facebook/social media
• Alerts
E-procurement
E-procurement portals
• Registration is free
• Access to download all tender documents
• Questions submitted
• Responses provided
• Upload all tender documents by deadline
• Audit trail for transparency
Evaluation criteria
• Price and quality
• E.g. 60% price 40% quality
• Lowest price will not necessarily win
• Responses to quality questions affect total score
Social value
• Evaluated in the tender
• Can be up to 20% of the quality score
• Commitments from bidders
• Outcomes for housing providers
Procurement routesBelow OJEU threshold
Housing provider procurement
Above OJEU thresholdOJEU procurement exercise
Frameworks
Below OJEU procurement• Housing provider specific• Either personal invite or advertised• Website, Contracts Finder, Twitter, Facebook,
LinkedIn• Selection questionnaire• Price and quality evaluation• E-procurement portal
Frameworks
• Quick access to the market
• OJEU Compliant
• Economies of scale
• Suppliers encouraged to bid
OJEU procurement
• Purchases above OJEU threshold
Goods/Services £181,302
Works £4,551,413
• OJEU Contract Notice published via TED (Tenders Electronic Daily)
OJEU procurement
• OJEU Contract Notice
• Selection questionnaire
• Price and quality evaluation
• Alcatel letter 10 day standstill period
• Contract Award Notice
OJEU Contract Notice
• Published on TED – Tenders Electronic Daily
• Free access to business opportunities from EU
• Register online http://ted.europa.eu/TED/main/HomePage.do
• Email alters
• Provides a link to procurement documents
Next Steps
• Central data for opportunities
• Share suppliers across GM
• Explore where spend not local
• Influence supplier behaviour
• Regular feedback to suppliers
Todd Holden
Social Value Lead
Support to deliver social value across GM
The Growth Company
Why are we here?
We are involved in:
• Designing the Framework• Bidding for Contracts• Supporting Businesses and
Individuals • Leading by Example
Textbook tendering
• Textbook Tendering Programme
• Masterclasses
• One to one advice
• Public and Private Sector
Phone: 0161 359 3050
Email: [email protected]
www.businessgrowthhub.com
Improving your Environmental Credentials• Intensive Support
• Capital Grants
• Information Update Service
• Green Growth Pledge
• Phone: 0161 359 3050
• Email: [email protected]
• www.businessgrowthhub.com
Developing your workforce
• Workforce Development Programme
• Apprenticeships
• SEDA
• Phone: 0161 359 3050
• Email: [email protected]
• www.businessgrowthhub.com
Attracting New Talent
Skills for Employment
• Work placements
• Accredited & Sector qualifications
• Supported through a mentor
0161 245 4945 [email protected]
Attracting New Talent
Work and Health
• Delivered by InWorkGM
• Pre Work Assessment
• In work support for 6 months
• A years access to online support
• 07912 773622
THANK YOU
Micro Case Studies
John Southworth Builders – Steven Brown
Eldercare – Kathryn Scott
Proline – Gavin Preston
John Southworth BuildersSteven Brown, Managing Director
Our Approach to Social ValueKathryn Scott,Head of Client Services, Eldercare (UK) Ltd
About Eldercare…Formed in 1987, we are a national provider of Technology Enabled Care Services.
Our services include
-Monitoring
-Mobile Response
-Personal Care
-Assessment, installation and maintenance of assistive technology equipment
We employ around 200 staff nationwide
We provide services to tens of thousands of clients across the UK, working on behalf of local authorities, housing associations, charities and private clients.
For Irwell Valley, we provide monitoring and mobile response services to their 14 schemes, supporting almost 500 properties.
What Social Value Means to Us• Wherever possible, we try to add social value to each and every one of our contracts.
• Often challenging, particularly where we do not have staff physically on the ground
• Understand the importance of ensuring the service users can use our service at any time that they may be feeling vulnerable, not necessarily just in an emergency.
• We offer services such as welfare checks and concierge services to contribute to the social wellbeing of our service users.
• We engage where possible with charitable organisations in areas in which we work to facilitate befriending services and such like
Our Social Offering to Irwell Valley• As part of our Social Value offering to Irwell Valley, we provide falls prevention
training sessions at each of Irwell Valleys schemes on an annual basis.
• Training sessions are delivered by our Care Services Manager and cover the following areas:
Definitions of a fall
Fear of Falling
Risk Factors for Falling
Action steps to be taken to reduce the risk of falls
• Residents are encouraged to partake in the sessions and share their experiences and fears about falling
Gavin Preston
Questions
What is a good social value tender return?
Peter Schofield – GM Procurement HubMichelle Cunningham – Irwell Valley Housing Association
27th February 2018
Agenda
▪ Introduction – identify key issues for delegates (all)
▪ Overview of the GM SV Policy and some examples (PS)
▪ SV in the Social Housing sector so far (MC)
▪ Dos and don’ts in preparation of bids (PS/MC)
▪ Open discussion on key issues
GM Model for Delivering Social Value
▪ ‘Golden Thread’ of:
▪ Corporate Objectives Enablers Processes
▪ GMCA “Stronger Together” Strategy used to set Corporate Objectives for GMCA Social Value Policy
▪ Each procurement exercise identifies appropriate outcomes
▪ e.g. “Workforce that is fairly paid and positively supported by employers”
▪ Suppliers respond on how they would deliver the Outcome(s) and how they will be measured and verified
▪ Contract Management includes delivery against outcomes
SV “Menu”
1. Promote employment and economic sustainability
a. tackle unemployment
b. facilitate development of skills
2. Raise the living standards of local residents
a. working towards living wage, employee access to entitlements (childcare)
b. encourage suppliers to recruit within Greater Manchester
3. Promote participation and citizen engagement
a. encourage resident participation
b. promote active citizenship
4. Build the capacity and sustainability of the VCS
a. practical support for local voluntary and community groups
5. Promote equality and fairness
a. target effort towards those in the greatest need and tackle deprivation
6. Promote environmental sustainability
a. reduce wastage
b. limit energy consumption
c. procure materials from sustainable sources
Measurement
Outcome 1 – promoting employment and economic sustainability 1a) Percentage and value of spend in GM %
£
1b) Percentage and value of spend with SMEs %
£
1c) %age of employees resident in GM %
1d) Number of new jobs and apprenticeships created Jobs
Apprenticeships
Outcome 2 – Raise the living standard of all residents2a) Rates of pay %age paid the living wage
Lowest paid employee’s hourly rate
2b) Percentage of staff employed on a permanent basis %
2c) Percentage of staff employed on zero hours contracts %
2d) Do you have a workplace Health and Wellbeing policy?
2e) Do you have a clear plan to address the gender pay gap?
Outcome 3 – Promote participation and citizen engagement3a) Are staff encouraged to do volunteering and community activity
3b) Number of hours offered for volunteering and community activity
Outcome 4 – Build capacity and sustainability of voluntary and community sector4a) Number of hours support offered to voluntary and community sector
4b) Give examples of voluntary and community sector support activities
Outcome 5 – Promote equality and fairness5a) Number of employment opportunities targeted at “hard to reach” candidates
5b) Number of employment opportunities provided within GM boundary
Outcome 6 – Promote environmental sustainability6a) Do you actively monitor carbon emissions?
6b) What is the tonnage of CO2 emissions per employee?
6b) Please list key environmental management strategy activities
Social Value
Social value definition:
▪ Social Value refers to wider financial and non-financial
impacts of programmes, organisations and interventions,
including the wellbeing of individuals and communities,
social capital and the environment.
Current GMHP situation – Quiz time!
Question 1: Which one of these is not one of the GM social
value policy themes GM HAs have signed up to?
a) Promote employment & economic sustainability
b) Promote environmental sustainability
c) Provide funds for social value
Quiz
Question 2:
What % of GM HAs spend is with GM suppliers?
a) 64%
b) 25%
c) 82%
Quiz
Question 3:
What % of GM HAs spend is with SME suppliers?
a) 10%
b) 63%
c) 74%
Quiz
Tie Breaker question:
What was the total spend by the GMHP’s for 16/17 via their
Supply chain?
Dos and Don’ts
Think carefully about what you already provide▪ Living wage
▪ Locally employed staff
▪ Work placements to the local community
▪ Local suppliers
Be mindful that this may not be scored directly
Be specific but realistic▪ If the tender has requested something specific make sure the offer is specific to that tender
▪ Innovative –we’re open to suggestions if you can offer more than what the tender asks for
include it
▪ Don’t include an offer that is unachievable, you should include details on how you would fulfil
your social value offering
More information?
Feel free to contact us
Delivering social value through skills, training and employment
• Nathan Jack
• Employment and Enterprise Manager Wythenshawe Community Housing Group
Our aim for today• Demonstrate how we can inspire communities we work
with to take advantage of Greater Manchester’s growth.
• Explore ways that working with suppliers we can help create opportunities for excluded groups.
• Promote good quality work paid at the voluntary living wage.
• Provide examples of how suppliers from all
sectors can help.
Inspiring Communities
• What are Manchester’s Growth areas?
• Business, Financial and Professional Services
• Cultural, Creative and Digital
• Science and Research & Development
• How can we raise the aspirations of the communities we work with to help them believe they can do the roles created in these sectors?
Inspiring Communities• Breaking down stereotypes.
• How far can you push a pram?
• Providing positive role models
• Work Experience
• Young people
• Adults
• Aspirational Mentoring
• Young people
• Adults
Creating opportunities for excluded groups ?1. How many people are unemployed in Greater Manchester?
• 75,300 people unemployed
• 5.5% of the Working age population (16-64)
2. How many people are economically inactive in Greater Manchester?
• 428,800 people are economically inactive. (Includes, retired, students and people looking after family).
3. How many people are long-term sick?
• 110,700 are long-term sick 25.8%
4. How many people have no qualifications in Greater
Manchester?
• 172,800 people have no qualification
Creating opportunities for excluded groups ?
Other factors
• Changes to benefits
• ESOL
• Caring responsibilities
• Long-term unemployed
Creating opportunities for excluded groups ?How can you help?
1. Sector Based Work Academies
2. Work experience that leads to a guaranteed job interview
3. Apprenticeships
4. Deliver training that can help people secure work with you or in your sector
5. Provide support on interview techniques
6. Support Jobs Fairs – meet the employer days
7. We know our customers – work with us to understand the challenges
8. We can help you recruit
9. Business mentors
https://www.youtube.com/watch?v=CjuMrdRaWRk
Promote good quality work paid at the voluntary Living Wage.Why promote good quality work paid at the voluntary Living Wage?
Low pay
In 2015, 23.2% of the jobs done by residents of Greater Manchester paid less than the UK Living Wage (£7.85 per hour at the time).
Nationally, nearly two-thirds (64%) of working age people in relative poverty are in households where someone is working, and a quarter are in households where all adults are working.
Inclusive Growth Report 2016, University of Manchester and Joseph
Rowntree Foundation
Promote good quality work paid at the voluntary Living Wage.Increases in Underemployment
Part time employment has increased as a share of all employment since before the financial crisis, driven to a large extent by an increase for men (11.2% in 2007 and 15.1% in 2015).
While part time work is not necessarily a problem and may be undertaken voluntarily, national surveys suggest that its increase for both men and women has to a large extent been a result of not being able to find full time work.
Inclusive Growth Report 2016, University of Manchester and Joseph
Rowntree Foundation
Any questions?
Presented by
Collette King, Chief Executive at Equity Housing Group
February 2018
Mainstreaming Social Value
Delivering Social Benefit: Workplace
Delivering Social Benefit: Workplace
Next Steps
The future of business
Engaging social enterprises
Stuart Emmerson, Regional Director, Social Enterprise UK
@stuartemmerson@SocialEnt_UK
1. About the social enterprise sector
2. Why you should look to engage
3. How to engage
1. About the social enterprise sector
About social enterprise
CHARITY PRIVATESECTOR
-social mission -financial objectives
-asset lock -on open market
-non profit -profit distribution
-grants/donations -trade
.
“Business which trades for a social purpose”
About us• Established in 2002 as the national body for social enterprise (as a coalition)
• Membership organisation: over 1200 members; reach to over 10,000 through founding partners
• Bring together all the different forms of social enterprise under one umbrella
• Main purposes:• Supporting social enterprises to thrive• Developing the evidence base for social enterprise• Influencing policy and political agendas (with govt)• Showcasing the benefits of social enterprise• Broker, facilitator, market builder
Social Enterprise UKBuilding markets for members and movement
.
.
..
2. Why you should look to engage
Pull factors - the business drivers
• Create social value (Staffs Chamber of Commerce)• Access to innovation• Staff recruitment, motivation, retention
(incl. millennials)• More strategic CSR - aligned with core & utilising existing spend• Readiness for business opportunities
(see Social Value Act)• Positioning with external audiences• Leadership / differentiation• Builds on existing procurement work
(eg. diverse supply chain)
3. How to engage
Things to bear in mind working with social enterprises
• Small organisations – median turnover £550k
• Need to balance social with business requirements
• Often time poor and working in multiple markets
• Many very new – 49% 5 years old or less
• Potential barriers to entry – insurance liabilities, years of accounts due to age etc.
• Unconventional legal structures – CIC, company ltd by guarantee
• Must be delivering on quality and price
Social Enterprise Brokerage (SEB)• Unique to Wates in partnership with
SEUK
• Launched 31st July 2013
• Primary focus SE suppliers providing low risk key site services:
o Catering
o Cleaning
o Recycling
o Waste management
• + more strategic wins on specific sites
• Target £20m spend by 2020
Buy Social Corporate Challenge
• Work with a range of well known businesses across a diverse range of sectors
• Businesses set a target (as a group) of achieving £1 billion of procurement spend with social enterprise by 2020
• All businesses responsible for acting as advocates for their industry sector
• SEUK and Cabinet Office to provide detailed programme of support and media coverage
1. Think about supply and demand
• Wates Social Enterprise Brokerage
• From suppliers like this:
2. Look at discrete spend
• Numerous opportunities across discrete spend in areas like:
• Away days/events
• Corporate gifts
• Products and services
4. Use your supply chain
• PwC looking at ways to engage social enterprises
• Engage FM provider ISS to look at options
• Sub-contract work to Brighter Environment CIC to clean Fire Station premises
• Brighter Environment now “social business partner” to ISS with opportunities to deliver on other contracts
6. Work with suppliers that engage business
• Janssen commitment around supporting people with mental health into employment
• see:detail social enterprise software tester employing people with autism
• Auticon #socent
• Successful pilot completed December 2015
• Significant (£1m+) global opportunity
• Wide leadership and business buy-in
Recap: Seven Lessons1. Think about supply and demand
- Social enterprises can deliver most services, but not everywhere and not always to the scale required. Always bear in mind what the sector can deliver.
2. Look at discrete spend - There are numerous opportunities across discrete spend areas with really interesting providers
3. Find social enterprises that can deliver direct at scale (Wildhearts)- There are a number of social enterprises out there that can deliver at scale which shouldn’t be discounted
4. Use your supply chain - Where social enterprises can’t deliver directly, there are a number of opportunities working through tier 1 providers
5. Be creative- Where there aren’t obvious opportunities, think more widely about what could be done through collaboration
6. Work with suppliers that engage business- The unique nature of many social enterprise business models creates strategic fits that get significant business buy-in.
7. Communication- With suppliers, with business, with procurement colleagues
Together with our members we are the voice for social enterprise.
We believe that social enterprise is our best chance of creating a fairer world and protecting the planet.
Join us.
www.socialenterprise.org.uk
@SocialEnt_UK@stuartemmerson
