POLICIES & PROCEDURES:
SOCIAL VALUE
This document is focused on Crosby Training’s approach to delivering Social Value in all of our business activities. It is divided into three sections:
Section 1: Context and background
This section sets out our understanding of ‘social value’ , the policy statement and the framework upon which our Social Value policy is based.
Section 2: Activities and monitoring (sample of full Activities and Monitoring plan)
This section sets out a sample of the activities we undertake to deliver Social Value, aligned to one of the five thematic areas, and the outcomes used to monitor the achievement of Social Value objectives in each area.
Section 3: Impact Monitoring and continuous improvement
This section sets out the frequency with which measures will be collated and reporting responsibilities. It also details how this information will be continually incorporated to develop and improve our Social Value policy.
1: CONTEXT & BACKGROUND
Social Value has been defined as
‘A process whereby organisations meet their needs for goods, services, and utilities in a way that achieves value for money on a whole life basis in terms of generating benefits not only to the organisation, but also to society and the economy, whilst minimising damage to the environment’. (BuildingSocialValue,org)
Crosby Training is committed to supporting the government led requirement to maximise the delivery of social value in the provision of public goods and services, as set out in the Social Value Act (2012). This statement outlines Crosby Training’s commitment to Social Value, and explains our approach to how we will deliver, measure and report on this work which makes an improvement to the economic, social and environmental wellbeing of the areas in which we work.
Our Social Value policy provides an effective framework for realising our commitment to maintaining and where possible enhancing the Social Value we create in the communities we work within, both as an employer and in our business activities.
Policy Statement
Crosby Training is committed to the delivery of Social Value through all the activities we undertake and our primary aim is to promote greater outcomes for communities and society and in all our business activities and to create a sustainable inclusive society in which we work.
Our vision, mission and values reflect the requirements of the Liverpool City Region’s Skills Strategy (2018-23) to address the learning needs of adults and employers in the city region. We work with stakeholders to meet employers’ current and future skills priorities of changing international and local demand. To achieve our objectives, we:
• provide training in vocational skills and employability that increases qualification attainment levels and progresses learners into employment and other positive destinations.
• engage with and meet employer’s recruitment needs in priority and growth sectors for residents in Liverpool City Region through the devolved Adult Education Budget.
• work with local stakeholders e.g community groups and demonstrate how we can use AEB funding to strengthen and enhance their service offers in their area.
• provide easy access to training and support to the most disadvantaged residents across the whole of the Liverpool City Region.
Policy Framework Themes
The Social Value Portal National TOMS Framework informs our policy.
The framework is aimed at establishing a minimum reporting standard for measuring social value across the private and public sector. The framework provides the basis for our structured approach to driving Social Value, defining measures, and capturing outcomes for continuous improvement. Our Social Value activities are categorised as per the five framework themes:
1. Jobs – Promote Local Skills and Employment: To promote growth and development opportunities for all within a community and ensure they have access to opportunities to develop new skills and gain meaningful employment.
2. Growth – Supporting Growth of Responsible Regional Business: To provide local businesses with the skills to compete and the opportunity to work as part of the public sector and big business supply chains.
3. Social – Healthier, Safer and more Resilient Communities: To build stronger and deeper relationships with the voluntary and social enterprise sectors whilst continuing to engage and empower citizens.
4. Environment – Decarbonising and Safeguarding our World: To ensure the places where people live and work are cleaner and greener, to promote sustainable procurement and secure the long- term future of our planet.
5. Innovation – Promoting Social Innovation: To promote new ideas and find innovative solutions to old problems. {Source – TOMS Framework (socialvalueportal.com)
With the TOM’s Framework as our guide, we will embed the principles of social value by:
• Involvement of our stakeholders to inform about what we analyse as a part of our Social Value policy, what is possible, how this is delivered and how it is measured. Stakeholders include our staff, suppliers of goods and services, employers and community groups that share our Social Value vision and can help us to deliver against it;
• Establishment of a clear vision and policy with measurable objectives. This includes clear communication of our Social Value goals with all staff members;
• Partnerships and collaboration, actively seeking to partner with local organisations;
• Focusing on what is tangible so that we are able to evidence our outcomes;
• Robust monitoring and reporting. This is critical to ensure that we are able to continuously learn from and improve our Social Value strategy.
2: SAMPLE OF ACTIVITIES
2.1 Jobs
This section details the social value activities we undertake to promote local skills and employment and the TOMS’ measures used to monitor and report progress against this objective.
• 1a. Our aim is to continue to enhance our reputation as a secure, reliable employer that is supportive of the continued professional development of our existing staff base.
• 1b. We promote employment, development of skills and economic sustainability by delivering training to tackle unemployment.
• 1c. Improved employability of young people
The outcomes and corresponding TOMs measures that we will use to track SV delivery in this area are:
Outcome measures:
• 1a. More local people in sustained employment evidenced by National TOMS 1(NT1, NT20)
Complementary activities to enhance Social Value for our employees and to contribute towards the achievement of the above outcome, include weekly staff sessions focused on mental wellbeing and additional time off each month. A rolling programme of staff training and career development with targeted mentoring supports continuous professional development.
• 1b. Number of skills and employability training opportunities completed evidenced by National TOMS 1(NT7, NT9)
• More local people in sustained employment evidenced by National TOMS 1(NT1)
Complementary activities to enhance Social Value for our learners include employability support with improved confidence and appearance using our free hairdressing and beauty salon.
1c. Improved employability of young people evidenced by National TOMS 1(NT11)
Complementary activities to enhance Social Value for our learners include outward bound activities to increase confidence and social skills.
3: IMPACT MONITORING & CONTINUOUS IMPROVEMENT
It is the responsibility of MP to monitor our progress against the Social Value outcomes. Progress will be reported annually in an annex to the monthly AEB contract reporting system. As well as detailing progress this report will capture opportunities and lessons learned, together with a note of proposed changes to Social Value outcomes and measures for the next academic year. This Policy will be reviewed annually.
Linked documents include ‘Social Value Activities and Monitoring Plan July 2022
Policy docs: Social Value Policy V2022, MP: Review Jan 2026
