karen smith new initiatives manager grampian housing association
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Karen Smith New Initiatives Manager Grampian Housing Association. ‘ Social Enterprises offer a solution to Sustainable Procurement’. - PowerPoint PPT PresentationTRANSCRIPT
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Karen SmithNew Initiatives Manager
Grampian Housing Association
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‘Social Enterprises offer a solution to Sustainable
Procurement’
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Yes*Social enterprises are profit- making businesses set up to tacklesocial or environmental need*Can offer training and employment opportunities to those furthest away from entry to employment*Can help you achieve YOUR objectives in term of CSR
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But….Social Enterprises themselves have a long way to go in terms of *The Green Agenda &*Community Benefits in
Procurement
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No But…Social enterprises can……
*Meet multiple objectives with the same expenditure
*Give a competitive advantage
*Deliver innovative solutions and stimulate new markets
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Today*Establish what we mean by a Social Enterprise*General comments*Toolkit for RSLs*Suggest a way forward
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Buying for Good
A Practical Guide Housing Associations
Social Firms & Community Benefits
in Procurement
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What is a Social Enterprise?
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Social EnterprisesCommon Characteristics:-
*Enterprise orientation
*Social Aims
*Social Ownership
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The bread maker, an award winning Aberdeen social firm, display their wares to Jim Mather MSP, Minister for Enterprise, Energy and Tourism at the S2S 2008
Social Enterprise Trade Fair
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All procurement has a social impact, not only
procurement that includes social issues
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Our job is to connect
The social or environmental aim of the social enterprise
to Corporate Social Responsibility
and The sustainable agenda
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Social Enterprises need to
compete on a level playing field
for contracts which recognise the
added value they deliver.
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The job is waking people up to their own self interest
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Buying For Good
Housing Associations, Social Firms and Community Benefits in
ProcurementA Practical Guide
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First Steps towards Community Benefits
• Is it legal?
• Check fit with the strategic objectives of GHA
• Check fit with Community Planning objectives
• Is CB ‘core aim’ of the contract
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GHA’s Policy Framework
• Revised tender policy
• Agreed by the Board
• Pilot project
• 70:30 split Quality and
Community Benefit/Price
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Quality & Community Benefit
• Company Profile 40%
• Method Statement30%
• Community Benefit 30%
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We particularly want to address the objective of getting peopleback into work. The assessment criteria will be as follows:
The number of NEW jobs that will be createdthrough securing this contractThe number of unemployed people who gainemployment as a result of securing thiscontractThe number of people completing recognisedtraining courses as a result of securing thiscontract (please state which course/courses)The number of completing programmes tohelp increase job related skills as a result
TOTAL
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Score sheet
Company A B C
Tender Price £1M £1.1m £970k
Price Only Ranking 2 3 1
Price Scores 97 88 100Quality Scores 81 84 75Combined Quality/ Price Scores70%/30% 85.8 84.8 82.5Ranking 1 2 3
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Devanha Framework Agreement
60:40 quality/price split in assessing contractors.• Questionnaire assessment• An interview• A site visit
Questionnaire assessment (25%)
There were 30 questions in the questionnaire assessment, giving amaximum weighted score of 500. Of this 45 marks were directly related tothe ‘Devanha Train’ target of the creation of 150 training places. This is 9%of the total score for the questionnaire and 2.25% of the overall contractassessment.
Interview (25%)
The Devanha Train commitment was then assessed by a panel at interviewstage. The panel's judgement of the contractor’s commitment to DevanhaTrain had a maximum score of 15%. This was 3.75% of the overall contractassessment.
Site visit
The site visit dealt with quality issues other than Devanha Train, e.g. Healthand Safety.
In total, from a possible 100% score for quality and cost, the Devanha Trainelement accounted for a maximum 6% of the overall score.
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Added value
From public investment
Increased value for money
Additionally- training, targeted
recruitment
Investment in local community
People centred
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Barriers
Legal constraints
Cost
Entrenched practices
Perception of the social enterprise
sector
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Next Steps
*Find out what already exists-
quick wins
*Build a Social Enterprise supply
base
*take a strategic look at how
Social Enterprises could help
you to deliver corporate
objectives
*Identify your barriers and let us
know!
• Community Benefit 30%
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Web Sites
*Scottish Social Enterprise
Coalition
www.ssec.org.uk
*Social Firms Scotland
www.socialfirms.org.uk
*SenScot
www.senscot.net
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