Transcript Joe Irvin - Voluntary Norfolk

Joe Irvin
Chief Executive, NAVCA
@JoeIrvinNAVCA
[email protected]
160,000 registered charities
600,000 below the radar groups
60% adults give to charity
25% of adults volunteer monthly
Projected fall in VCS public funding
Source: UK Civil Society Almanac 2012
£11.2bn
Voluntary
sector
contracts
£227bn total public
spending on
procurement
A Beginner’s
Guide to
Commissioning
NAVCA
Pathways
Through the Maze
NAVCA and NCVO
The Act requires public authorities to
have regard to economic, social
and environmental wellbeing
ahead of procuring services…
..and how, in conducting the
process of procurement, they will
act to secure that improvement.
“Relevant authorities”
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Govt departments
Local authorities
NHS Trusts
CCGs
Fire & rescue services
Police
Maintained schools and FE/HE
Housing associations
Act applies to …
• Service contracts rather than goods
• Contracts above EU thresholds
• ‘Pre-procurement’ – i.e. what an
authority must do prior to commencing a
procurement exercise
Social value outcomes
In contract specifications:
Relevant and proportionate
Specific, measurable and verifiable
A clear part of the award criteria
SV not defined in law. Government says it is:
“…the additional benefit that can be created by procuring or
commissioning goods and services, above and beyond the benefit of
merely the goods and services themselves”
Must also consider if consultation needed– but not a duty to
consult . Govt assumes consultation “digital by default”
BIRMINGHAM
The Case of Birmingham
BCC’s case social value is:
Aligned with priorities in Leader’s policy statement :
• Tackling inequality and promoting social cohesion.
• A prosperous City built on an inclusive economy.
• Involving local people and communities.
Underpinned by existing policies :
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Living Wage policy.
B’ham Charter for Business Social Responsibility
Buy Birmingham First
Social Value Policy
Birmingham Charter for Business Social
Responsibility
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Local employment
Buy Birmingham First
Partners in communities
Good employer
Green and sustainable
Ethical procurement
Birmingham Charter in Action…
Carillion central library contract : Included SV clause
(apprenticeships, local employment, training).
Wilmott Dixon: Maintenance c.60,000 council housing
units – similar SV clause.
Birmingham Energy Savers green deal contracts
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Environmental targets
SMEs/small suppliers – supply chain
Training/employment opportunities
Health outcomes
Engaging schools/Young People
BCC commissioners required to:
1. Communicate SV clearly to the marketplace
2. Examine service specifications for additional SV outcomes
3. Give examples of SV in specs. – specific, measurable,
verifiable
4. Align with corporate aims, Leader’s Statement, key
policies
5. Require tenderers to include SV Statement in submission:
• Additional SV outcomes they can achieve
• Kind of evidence they will be able to provide
6. Ensure accessibility/ inclusiveness in how ITTs are
structured, publicised etc.
Oldham Social Value framework
We are committed to, and we expect of suppliers:
• supporting the local economy, including through any
sub-contracting;
• delivering at neighbourhood-level wherever
appropriate;
• reducing demand for public services and including
appropriate incentives in contracts, such as contract
extension;
• supporting the community and voluntary sector
through our suppliers and contracts;
• fostering positive relationships between and within
different communities
What does this mean for VCS?
1. Can’t restricted contract to social enterprise/third sector.
2. VCS competitive advantage – but not monopoly on SV
3. Emphasis on:
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Articulating SV that is relevant to contract, clear and
understandable
Monitoring SV
Developing evidence that is clear, easily conveyed
and can demonstrate SV has been achieved
Evidence of impact
Least developed part of the process.
A ‘light touch’ regime:
• Nothing that adds to management costs
• Not likely that SROI will be favoured – but
SROI is one foundation of appropriate
evidence
What to do:
 Review the messages you use to articulate and
define the social value you create.
 Are they clear, punchy, precise?
 Are they:
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RELEVANT?
APPROPRIATE?
SPECIFIC?
UNDERSTANDABLE?
Look for evidence from:
• Specific services
• Ways of working/delivering that are unique to
you (your USPs)
• Particular interventions
• Impact and outcomes for specific groups of
service-users
Look for what distinguishes you from other providers
– especially private sector.
Developing a social value strategy
We will need to work together to solve
major problems
LGA’s Graph of Doom
www.navca.org.uk/socialvalue
Joe Irvin
Chief Executive, NAVCA
@JoeIrvinNAVCA
[email protected]