GPSJ Autumn 2024 ONLINE - Flipbook - Page 37
SOCIAL VALUE
GPSJ
Delivering social value for the public sector
through collaboration, benchmarking, and
a localised approach
By Alison Ramsey, Social Value and Performance
Manager
From investing in a skilled
workforce to creating healthier
communities, construction and
infrastructure projects can be
huge drivers of social value in
communities. Done right, these
initiatives can have a ripple
effect that benefits both the
wider industry and the national
economy. Like anything that’s
difficult to get right, there’s no
one-size-fits-all approach, but
working with a trusted partner
to help share the load is a good
place to start.
At SCAPE we know how hard such
organisations work to ensure the
projects they undertake benefit
local communities and don’t simply
become a box-ticking exercise
Maximising such delivery is core
to our approach as one of the first
gold standard-verified procurement
providers. Awarded in recognition of
our focus on improving communities,
creating jobs and promoting local
economic growth, SCAPE drives
projects that regularly exceed
expectations for social value return.
What follows are some of the lessons
we’ve learned as we’ve developed
our methodology to help others
create social value.
Measuring social value
One of the long-standing
barriers to social value delivery
is how to measure it. This is
where benchmarking comes in.
Benchmarking helps public sector
clients understand the importance of
setting realistic social value targets
and provides best practice for
contractors to support public sector
tenders. And local communities
can profit from benchmarking by
gaining tangible insights into how built
environment projects support local
people and businesses.
We have been publishing our
annual Social Value in Construction
Benchmarking Report since 2020,
while our frameworks employ the
Social Value TOM System, an
evidence-based measurement tool,
based on detailed research from
the Social Value Portal. Armed with
these tools, we are able to help
commissioners and contractors track
their outcomes.
A flexible mindset
A key learning from our benchmarking
analysis has been the regional
variance in social return on investment
(SROI). While reported social value
delivery across most of the country
as a whole has improved year-onyear since 2020, it is more volatile
at a regional level, particularly when
compared to the more upward trend
we’re seeing nationally. There is no
‘one size fits all’ on this issue.
Each region has its own set
of unique local needs – and
the strengths required to meet
them. Whether upskilling the next
generation of workers, supporting
innovation through research and
creativity, or driving local spend,
the key to delivering the greatest
impact is identifying these strengths,
harnessing them, and putting them
to work.
Skills for tomorrow
Whilst every region’s needs are
unique, it’s likely they all have a skills
gap that needs addressing and
insufficient resources to do so. With
the Bord predicting the UK will need
over 251,000 additional construction
workers by 2028, apprenticeships’
role in developing the skills this
industry’s needs should not be
underestimated. Our 2024 Social
Value in Construction Benchmarking
Report reveals that they have
become one of the biggest drivers of
social value generation across the UK
construction industry.
Apprenticeships enable individuals
to gain skills while working and should
be regarded as a legitimate route
into a great career. which could help
address the construction industry’s
skills gap. But an open mind and
willingness to work together between
employers, government, schools
and the other education providers will
be required to improve the offer and
uptake of apprenticeships.
There are significant regional
variations from the outset when it
comes to creating apprenticeships.
More can – and should – be done
at a national level to harness their
potential, which will ultimately benefit
local authorities’ and the construction
sector’s ability to deliver projects.
Collaboration is key
While the public and private sectors
are often viewed as being at
loggerheads, they are both seeking
the same outcome – maximum value
from projects. Together, they are
uniquely placed to understand the
areas of greatest potential for their
communities and innovative ways to
achieve it.
And if public sector
organisations bring
their private sector
partners on board
early, the
positive
impact can be amplified. Early
onboarding facilitates a swift appraisal
of a community’s most pressing
needs. They can then work together
to develop a social value programme
that supports the project’s delivery
and meets those needs.
Collaboration doesn’t have to just
mean early onboarding – there is
much that both sectors can learn
from each other. Seconding team
members in order to fully embed
them in the project is another way of
effectively meeting targets, and can
help councils navigate the budget
constraints that often hamper their
resourcing.
Delivering social value effectively
shouldn’t feel like a daunting task.
With trusted partners, the right
tools for measurement and a deep
understanding of local needs,
the public sector can harness
construction and infrastructure
projects to build long-lasting public
good.
Alison Ramsey
GOVERNMENT AND PUBLIC SECTOR JOURNAL AUTUMN 2024
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