Social Value
A community services provider must create social value as part of what it does.
We know it’s critical to make services sustainable, so we codesign and deliver with local people, for local people, and we build skills and social mobility into the region that remains beyond the life of a contract, even if ours are usually renewed several times over.
How we’re changing communities for good
Our social value strategy is embedded into the structures and finances of our work, so we can go beyond the requirements of your specification to build a more resilient community.
We collaborate closely with local partners to make this happen, while protecting our environment and developing a workforce that ethnically represents the communities we serve.
Just a few of the ways we achieve this include:
Hiring of a local workforce and, where possible, local suppliers
For instance, we increased health visitor numbers in Lancashire and Surrey, including through upskilling, by investing in local capacity.
Social mobility outreach, skills training and targeted recruitment
In North Kent, for example, we opened kitchens at weekends to train people in how to cook to stay healthy and save money, and we gave every North Kent colleague time to work with local community groups aligned to our outcomes.
Investment in the voluntary sector and local infrastructure
For instance, we’re investing £7m a year in community resources and VCFSE in Bath and North East Somerset, Swindon and Wiltshire, empowering the sector to do invaluable work.
Social value outcomes of our contracts
Services that go beyond immediate health needs to address local socio-economic barriers.
A workforce recruited and developed to address issues of inequality, like gender.
A more stable, skilled workforce that represents the local communities.
A strengthened local economy through direct reinvestment.
A more employable local community, especially disadvantaged adults and young people.
Procurement of local suppliers aligned to fair pay and sustainability.
Reduced carbon emissions and waste.
Social mobility action
We were the first member of the Social Mobility Pledge in health and care, and we provide targeted employability outreach and support for young people, as well as ‘support into work’ for disadvantaged groups. We also sponsor volunteers in our Family Hubs to develop skills towards paid employment.
Supporting unpaid carers and care leavers
We’ve signed the Care Leavers Covenant and provide targeted support and recruitment opportunities for those leaving care. For instance, we engage with carer charities to provide much needed support, including carers’ champions, for local carers and groups.
Colleagues motivated to make a difference
Our performance management framework rewards our colleagues for exercising autonomy to identify and drive local improvements, including workplace improvements that have a positive impact on colleagues’ health and wellbeing.
A robust local workforce pipeline
Since our corporate services are based across the UK, we can invest in talent in local communities, recruiting locally, with ringfenced roles for priority groups, such as disabled people. In Lancashire, for instance, we achieved 95% local recruitment and reduced vacancy rates to under 6% within the first year.
Investment in VCFSEs
We dedicate a portion of our contract delivery to local VCFSEs, such as in BSW where £7m per year is invested in local VCFSEs. Through colocation and skill-sharing we also ensure skills remain in a region even once a contract ends, so the community gains more resilience.
Development of local businesses
We procure locally wherever possible. We actively promote contract opportunities to diverse-owned and locally based SMEs, support them with workshops to better partner with community healthcare services, and provide a platform for shared learning.
Difference Grants
Our annual ring-fenced £100,000 fund enables our people to go further in carrying out social value projects that make a lasting difference in the community, whether it’s by funding self-sustaining projects, or buying equipment or resources to pilot new ideas.
Apprenticeships
We create opportunities through successful apprenticeship programmes from entry level to Level 7, and circa 3.5% of our colleagues open doors to careers through our apprenticeship scheme. We even have our own 'Outstanding' rated apprenticeship training provider, The Learning Enterprise.
Enhancing and protecting our environment
We’re constantly cutting emissions. From 2022-24, we achieved a 20% total reduction, including 32% Scope 3 emissions. We minimise energy use through colocation and sustainable building management, and our test-kits are low-plastic and only use recyclable materials with high reclamation rates.