2. 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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3. 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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4. 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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5. Director of Regeneration
• 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
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6. 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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7. 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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8. 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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9. Procurement and tendering
• Including social value • Requirements include –
requirements within – apprenticeships
tendering and procurement – employment & training
processes across wide opportunities
range of contracts including – donated hours
– term partnering – 1% cashback contribution
– maintenance and – targets for local economy spend
refurbishment contracts – SME engagement
– fleet transport contract – worklessness activities
– ICT provider • Review of procurement policy
– internal audit and implementation of a
• 9 contracts to date responsible procurement
policy throughout the
organisation
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11. 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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12. 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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13. 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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14. 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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16. 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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17. 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
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