Social Value Policy
1. Introduction and Need
As Norfolk’s Police and Crime Commissioner I am absolutely focused on delivering for people across the county. Since 2013, public sector organisations have had an obligation to ensure that their contracts and supply chains deliver greater value into local communities. By bringing forward this Social Value policy, our suppliers and those of our partner organisations are actively encouraged to deliver positive social impact for Norfolk’s communities through the three Police and Crime Plan priorities of:
- Preventing Crime.
- Cohesive Communities.
- Reducing Harm.
In addition to these priorities, the need to deliver environmental benefits and address the local effects of global climate change is pressing. Measures to address these issues are therefore included in this policy and its associated documents.
In addressing these priorities, the concept of Social Value emerges as transformative in addressing entrenched inequalities. In this the OPCCN will actively seek collaboration with like-minded organisations and suppliers who are aligned with its values, placing a premium on making meaningful contributions to society at large.
Recognising that the OPCCN, Norfolk Constabulary, our partners, and suppliers form part of a wider ecosystem. Together we employ thousands of people in Norfolk and touch every part of the county. There is, therefore, tremendous scope for a Social Value policy to help catalyse real change across Norfolk and I look forward to collaborating with partners to help make this a reality.
2. Legislative and Policy Basis
The Public Services (Social Value) Act 2012 places an obligation on public bodies to consider the social good and wider impact that can come from the procurement of services before they are embarked upon. The effect of the Act, now supported by the National Procurement Policy Statement and PPN6/20 has been to alter the commissioning and procurement processes by which public bodies can deliver greater social, economic, and environmental benefits in their commissioning and disposal decisions.
This is the first OPCCN Social Value Policy. It offers a framework for continuous improvement both within the OPCCN and in its interactions with external parties, helps ingrain the commitment to social value, and strengthens relationships with suppliers and partners. It will ensure that the OPCCN stays proactive and effective in maximising the positive social impact of its operations and procurement activities and encourage a philanthropic approach for the betterment of Norfolk.
3. Defining Social Value
Social Value in procurement is the economic, social, or environmental value derived by a community which goes beyond the scope of a contract. The delivery of measures which contribute to Social Value will be sought through and secured in contracts made by the OPCCN, but will be over and above the environmental, social, and economic benefits established in the scope of the contract.
For example:
Example Contract 1 – providing landscaping services and tree planting at a police station.
The provision of tree planting within the demise of a police station would not be identified as Social Value.
The provision and planting of twelve trees in a park run by the town council in which the station is located would be identified as Social Value.
Example Contract 2 – providing medical services into custody suites.
At commencement of the contract, the supplier employs two apprentices who reside within Norfolk and who would be allocated to the contract. Their apprenticeship runs for a further 12 months during the contract.
As these individuals are already employed, some Social Value is attributed due to their continued apprenticeship. If an additional two apprentices are recruited from within Norfolk, additional Social Value is derived for the contract.
4. Social Value Framework
The Police and Crime Plan informs what the OPCCN will seek to achieve through Social Value and will produce resources to help suppliers to deliver Social Value which is meaningful, high quality, and which is aligned with businesses’ own objectives.
Across this Social Value Framework, the OPCCN will particularly encourage activity which supports the Police and Crime Plan’s priorities as follows.
Plan Priority: Preventing Crime
Social Value priorities:
- Increase and/or makes more sustainable, the provision of safe spaces for children and young adults to spend their leisure time.
- Support the rehabilitation of ex-offenders including increased employment opportunities.
- Increase and/or make more sustainable the provision of support to perpetrators and offenders to prevent re-offending.
- Make available free professional support and advice to VCSEs working to prevent crime in Norfolk.
- Donations of time, money, and resources into VCSEs which work to prevent crime.
- Cyber Essentials roll out across Norfolk organisations and businesses.
- Investment in measures to reduce crime in target areas.
Plan Priority: Cohesive Communities
Social Value priorities:
- Provide routes into employment for people not in employment, education, or training, for young care leavers, and for people from target areas.
- Increase volunteering provided to support community groups focused on children and young adults.
- Provide meaningful, paid work experience and internship opportunities for people from target areas.
- Direct support of the Police Covenant and Employer Supported Policing.
- Create a more sustainable supply chain in Norfolk, by increasing local spend on contracts.
- Initiatives to support or engage people in health interventions related to drug and alcohol misuse.
- Donations, sponsorship, in-kind contributions, or volunteering time to support community projects related to arts, culture and sport, and access to nature.
Plan Priority: Reducing Harm
Social Value priorities:
- Increase the number of businesses and organisations with a Domestic Abuse Policy.
- Increase the number of Domestic Abuse Champions in Norfolk.
- Increase employment opportunities for survivors of Modern Slavery.
- Make available free professional support and advice to VCSEs working to support victims of crime in Norfolk.
- Donations of time, money, and resources into VCSEs which support victims of crime who live in target areas.
- Donations of time, money and resources into VCSEs which support children and young adults to mitigate vulnerabilities and/or support the parents of vulnerable children and young adults.
- Increase initiatives to improve awareness of, monitor and reduce Modern Slavery in Norfolk.
- Increase the number of people trained as active bystanders.
5. Applying Social Value
Acknowledging that this is the OPCCN’s first Social Value policy, at this stage Social Value will be applied to the OPCCN’s activities in:
- Procurement of goods and services.
- Partnerships with organisations.
It is expected that this Social Value policy will be revised as new or amended Police and Crime Plans are adopted.
6. Delivery, Monitoring and Reporting
The delivery of Social Value should be additional to the requirements of the scope of suppliers’ contracts with the OPCCN. As such, the OPCCN will seek some form of Social Value delivery for all contracts over the value of £5,000 exclusive of VAT. In addition, suppliers who service repeated transactions aggregating to £5,000 per 12 month rolling period will be invited to identify Social Value that they can provide.
Suppliers will be invited to identify a quantum of Social Value that will be delivered through contracts with the OPCCN, and these will be secured via a contractual clause. The OPCCN’s contract management processes will require periodic Social Value progress updates alongside other contract progress reports.
Prior to contract close, the delivery of Social Value will be audited against the contractual obligations. At this stage, should double counting be identified to have taken place, suppliers will be provided a grace period to rectify.
Partner organisations will be invited to strengthen their own Social Value delivery by adopting these Social Value priorities in full or in part. Where there is a mutual adoption, annual reports will be shared to enable a review of the efficacy of the respective Social Value policies.
7. Social Value through Procurement
The OPCCN recognises that any Social Value policy will be more likely to succeed if the delivery of Social Value measures is actively enabled. As such this Social Value Policy is supported by:
a. Suppliers Charter[1] which identifies commitments that suppliers are invited to make and deliver in relation to their staffing and operations.
b. Social Value register which identifies organisations which have stated that they would welcome an approach from suppliers to deliver social value measures, and which type of measure each organisations considers to be most appropriate in operational terms.