Developing social value through partnership

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1 2 October Innovation Forum with Osborne Ltd Developing social value through partnership Michael Cleaver Director, The Housing Forum Working with NHBC

About The Housing Forum The all industry membership network

to encourage quality in design and construction - and better

Strong links to central, local and regional government Promote

2 About The Housing Forum The all industry membership network and policy body Set up as result of Egan review 20 years ago to encourage quality in design and construction - and better collaboration between HAs and Supply Chain Over 150 members Strong links to central, local and regional government Promote best practice through events, working groups, roundtables and reports

3 Our members Developers, Housebuilders & Contractors Specialist Consultants Suppliers, Manufacturers & Service Providers Bugler Developments Housing Providers Durkan Aggregate Industries Galliford Try British Gypsum Hill Group Fusion Building Systems Ian Williams Heatrae Sadia Ilke Homes Kingspan Inland Homes ORCA LGS Solutions J Murphy & Sons Polypipe Group ENGIE Group SE Controls Kind & Company Builders Structural Timber Association LIFE build Solutions Switch2 Energy Mears New Homes Travis Perkins Managed Osborne Homes Services Rydon Group Worcester Bosch Sanctuary Maintenance Contractors TSG Building Services United Living Wates Residential Willmott Dixon Catalyst Housing Clarion Housing Group Cross Keys Homes ELM Group emh Group Guinness Partnership Hexagon Housing Association The Hyde Group Moat Newlon Housing Trust Octavia Rochdale Boroughwide Housing Southern Housing Group Sovereign Housing Association Swan Housing Group Thames Valley Housing Association Town & Country Housing Group Wandle Housing Association Waterloo Housing Group whg Associate Members South East Midlands Local Enterprise Partnership (SEMLEP) Airey Miller AMCM Group Arcadis LLP Arcus Ark Housing Consultancy Baily Garner BLP Insurance BM3 Architecture bptw partnership calfordseaden LLP Capsticks CGS Partnerships Conisbee Foot Anstey LLP Hawkins\Brown Architects HTA Design LLP Hunters Levitt Bernstein McDowalls Surveyors Mace Cost Consultancy Martin Arnold MDA Consulting NHBC Pick Everard Pollard Thomas Edwards PRP Rund Partnership Silver Stride Treglown Trowers & Hamlins Waind Gohil + Potter Architects Waterstons, 4i Solutions

Local Authorities Greater London Authority (GLA) - London Borough of Barking & Dagenham - London Borough of Barnet - London Borough of Bexley - London Borough of Brent - London Borough of Bromley -

4 Local Authorities Greater London Authority (GLA) - London Borough of Barking & Dagenham - London Borough of Barnet - London Borough of Bexley - London Borough of Brent - London Borough of Bromley - London Borough of Camden - London Borough of Croydon - London Borough of Ealing - London Borough of Enfield - London Borough of Hackney - London Borough of Hammersmith & Fulham - London Borough of Haringey - London Borough of Harrow - London Borough of Havering - London Borough of Hillingdon - London Borough of Hounslow - London Borough of Islington - London Borough of Lambeth - London Borough of Lewisham - London Borough of Merton - London Borough of Newham - London Borough of Redbridge - London Borough of Richmond upon Thames - London Borough of Southwark - London Borough of Sutton - London Borough of Tower Hamlets - London Borough of Waltham Forest - London Borough of Wandsworth Greater London Authority (GLA) - Royal London Borough of Greenwich - Royal London Borough of Kensington & Chelsea - Royal London Borough of Kingston upon Thames - City of London - City of Westminster Greater Manchester Combined Authority - Bolton Metropolitan Borough Council - Bury Council - Manchester City Council - Oldham Council - Rochdale Borough Council - Salford City Council - Stockport Metropolitan Borough Council - Tameside Metropolitan Borough Council - Trafford Council - Wigan Council Birmingham City Council Hull City Council Kent County - Ashford Borough Council - Canterbury City Council - Dartford Borough Council - Dover District Council - Folkestone and Hythe District Council - Gravesham Borough Council - Kent County Council - Maidstone Borough Council - Medway Council - Sevenoaks District Council - Swale Borough Council - Thanet District Council - Tonbridge & Malling Borough Council - Tunbridge Wells Borough Council

Upcoming events Regional Forum for the North West: Refurbishment for Retirement Living Thursday 11 October 2018, 10.30-15.

5 Upcoming events Regional Forum for the North West: Refurbishment for Retirement Living Thursday 11 October 2018, , Manchester Symposium with MHCLG & Birmingham City Council: Estate Regeneration: What Next? Monday 15 October 2018, , Birmingham Energy Summit: Building a Sustainable Future with Worcester Bosch Wednesday 31 October 2018, , Worcester Affordable Housing Group: In Partnership with NHBC Tuesday 13 November 2018, , London Development Partnership Forum: Housing Supply & Estate Regeneration Friday 23 November 2018, , London

6 Current activities Coordinating response to The Social Housing Green Paper Retirement Living MMC & BIM Quality of Residential Construction Estate Regeneration Conference Energy Summit Development Partnership Forums

7 Delivering Social Value through Partnership Andrew van Doorn, Chief Executive, HACT Helen Wilson, Head of Strategic Partnerships and Projects, Clarion Futures Elisha Sempa, Employment and Skills Manager, Osborne Alicia Francis, Partner, Newman Francis Community Engagement specialists William Miller, Director Social Impact, Optivo

8 With thanks to Osborne for hosting today s Innovation Forum

9 Social Value Housing Forum, 2 nd October 2018 Andrew van Doorn, Chief Executive, HACT

10 Key points Background to Social Value Wellbeing Valuation and HACT s work The UK Social Value Bank Wider policy context Social Value and Procurement

11 Background to Social Value

12 Poverty

13 Decisions are made where to invest not possible to invest in every area of need Implicitly decide that intervention A is better than intervention B Already attaching value is value-laden Measuring social impact makes the implicit, explicit Social Value

Broad definition: Social impact measurement is concerned with assessing whether an intervention or action was in society s interest But how do we define in society s

14 Broad definition: Social impact measurement is concerned with assessing whether an intervention or action was in society s interest But how do we define in society s interest? Traditionally, approaches to measure social impact define society s interest as having wellbeing at the centre called Welfarism. Background to social impact measurement

Wellbeing as a policy goal Recognition around the world that traditional economic measures are not capturing what is important, desire to find a common currency LSE, under Richard Layard, have

15 Wellbeing as a policy goal Recognition around the world that traditional economic measures are not capturing what is important, desire to find a common currency LSE, under Richard Layard, have been equipping the UK with the tools to measure wellbeing. Now part of the What Works Centre for Wellbeing The ONS now recommends every evaluation of a public service should include wellbeing measures

16 Legislation

17 Wellbeing Valuation and HACT s work

18 HACT and social impact measurement HACT did some research in 2013 Housing associations reported existing approaches did not meet their needs Lack insight, too small a sample size, too expensive, lack rigour, no ability to work at scale

HACT and social impact measurement HACT developed a social impact measurement approach that is: An off-the-shelf, light-weight but robust framework to model and measure social impact.

19 HACT and social impact measurement HACT developed a social impact measurement approach that is: An off-the-shelf, light-weight but robust framework to model and measure social impact. User-friendly yet with a sophisticated method in the background. A single and coherent methodological approach to valuation. Applicable to anyone working with communities. Uses a method at the heart of government decision-making.

20 Wellbeing Valuation Wellbeing Valuation = Value to individuals (Primary benefits) Social Value Bank deals specifically with wellbeing life satisfaction

21 So, what does this mean?

22 It s about the amount of money that would induce the equivalent change in welfare for the individual Wellbeing Valuation

23 How does it work in practice?

24 Outcomes = things like Employment Financial inclusion Digital inclusion Relief from depression/anxiety Health

25 Social Value Bank

26 Evolution of the Social Value Bank

27 The Value Calculator

28 Outcome Average value < >50 Energy efficiency improved by one EPC band Resolution of problems with litter, rubbish or dumping Resolution of problems with graffiti Resolution of problems with vandalism Resolution of problems with scruffy gardens/ landscaping Resolution of problems with scruffy/ neglected buildings (NB: Definition excludes dwellings) Resolution of problems with dog or other excrement Resolution of problems with condition of dwellings Resolution of problems with condition of road, pavements and street furniture Rectification of serious condensation/ mould growth 770 1, ,212 Rectification of penetrating (higher level) damp Rectification of ceiling fault Rectification of floor fault 754 1, Rectification of wall fault Rectification of door faults (interior doors)

29 Warwick-Edinburgh Mental Well-being Scale (WEMWBS) I ve been feeling optimistic about the future None of the time Rarely Some of the time Often All of the time I ve been feeling useful I ve been feeling relaxed I ve been dealing with problems well I ve been thinking clearly I ve been feeling close to other people I ve been able to make up my own mind about things

30 Warwick-Edinburgh Mental Well-being Scale (WEMWBS)

31 How wellbeing valuation fits into the wider policy and measurement context

32 Treasury Green Book

33 Wellbeing valuation is compatible with other metrics

34 Social Value and Procurement

37 Delivery partners

38 Toolkit development Three main challenges: 1. Clarity 2. Consistency 3. Transparency

39 But how can we drive social value, rather than driving cost?

40 Four key sections Step by step guidance Legal guidance Pricing guidance Tool Bank

41 Download the toolkit:

42 What next for Social Value

43 Extend Social Value Act

44 Collaboration

45 Wellbeing Matters

46 The future

47 Thank East Rd, London

48 Social Value Exchange E-Auction Wish list 48

49 Social Value Exchange E-Auction Bidding Round 49

50 Social Value Exchange E-Auction Bidding Round 50

51 E-Auction Bidding Round 51

52 Social Value Exchange E-Auction Results 52

53 Insert your title image over this grey box Delivering Social Value through Partnership Tuesday 2 nd October 2018

54 Redbrick Estate A Case Study The Project Redbrick Estate is a small estate of 161 properties, including a sheltered housing block, behind Old Street roundabout. Value 21 million (Construction July 2017 Dec 2019) Procured through the LB Islington New Build Housing Framework Osborne are developing 3 new residential blocks of 55 flats (39 social). A new community centre, and 2 retail units. Estate improvements include access control for existing 112 flats and entry system for 53 flats.

55 The estate is successfully managed by a long-standing Tenants Management Organisation (TMO). Osborne engaged Newman Francis at the pre-construction (bid stage)to partner with us. Together we have developed a programme of community engagement and resident liaison to support their services. Osborne utilise the local knowledge and early engagement to inform community engagement and Employment and Skills Plan for the Scheme

56 Achievements to date D - Dream Catcher Assembly Engaging with local primary school children - Stakeholder Forum Joint working with local stakeholders - Open Doors 2 day event open to the public

57 Achievements to date - Ivor Goodsite Hoardings Competetion onsite - Support for vulnerable residents. - Local people employed

58 Challenges - Understanding Social Value - Supply and Asset Management drivers - The Corporate Social Responsibility Paradigm - Supply Chain Commitment

59 Any Questions

60 Partnerships - Executing Social Impact William Miller Director Social Impact william.miller@optivo.org.uk

61 Working with partners to deliver positive results

62 Hubert Rashmi Martin Stafford On top of the world and ready to tackle any challenge Having someone believe in me has given me so much more Valued work experience in accounts and now my first real job. I am so happy I m so happy I get to use all my experience into my new role. I feel valued again

63 Social Impact - priorities Support and inspire residents to fulfil their potential through; confidence, skills, jobs and health wellbeing activity. 1. Employment Support 2. Setting foundations (volunteering, health & wellbeing) 3. Empowering Futures (young & vulnerable residents)

64 Refining the approach Profiling Social Impact Value & Community Insight Targeting Co-design with residents & partners Clearer activities menu o o o o Access to jobs & early preparation Job ready support Project activity partnership Charity support

65 One team on Social Impact Corporate mission & whole-business ownership Driving culture Strategy alignment; team plans; project deliverables; one2one ownership; appraisals Cross team priorities/projects Co-design; clearer ask & offer Clever alignment opportunities

Status & progress 5,000+ people on programmes 1,045 people into jobs & further training 99% excellent satisfaction rates Supporting those with bigger barriers Getting talent

66 Status & progress 5,000+ people on programmes 1,045 people into jobs & further training 99% excellent satisfaction rates Supporting those with bigger barriers Getting talent match right 269 people in regular volunteering 50% u25s 76%+ BAME SIV ratio 1 investment : 12 impact value 6,700 supported money advice 2,687 digital with 6,009 signed on line

Ambition Deliver Social Impact Statement objectives Deliver complimenting Development, Assets & Procurement Strategies New Social Impact Team

67 Ambition Deliver Social Impact Statement objectives Deliver complimenting Development, Assets & Procurement Strategies New Social Impact Team 1,000+ PA into jobs & training 100 start-ups 300+ business partnerships creating 3,000+ resident opportunities Drive up ratios investment : Impact Values

68 Structures Board & Executive Residents Strategy Group Residents Regional Panels Head of Service Employment Tom Lane Director Social Impact William Miller Head of Partnerships TBC Head of Vol Health Wellbeing Stephen Innis Head of Fresh Visions Charity Zoe Jackson

69 Social Value Contract Deliverables Celebrate Win - Win Voluntary Ethical Partnership Efforts Procurement Frameworks Negotiated Social Value Action Plans Widened partnership through suppliers & supplier s partners Increasing tie-together on construction skills & job pathways

70 Delivery Procurement Framework Action Plans

71 Delivery Build Yourself Project Partnership

72 Delivery Apprenticeship pathways

73 Delivery Recruitment Partnerships Entry level sub-contractor opportunities

74 Mentoring Delivery Opening markets for resident micro-enterprise start-ups

75 - Growing charity action - Mobilising support for 2,000 young vulnerable - Victims domestic abuse

76 Enhancing Lives Together we ll maximise our social Impact

77 Panel Discussion and Q&A

78 With thanks to Osborne for hosting today s Innovation Forum

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