Social Value & CSR

A Practical Application

APPENDIX B

The Issues

• A socially driven business

• But how do we demonstrate our success?

• How does this influence our operations?

• Evidence based decision making and service planning

A historical view

• Commenced trading in 2005

• Early focus on financial credibility

• Social outcomes not at forefront

• By 2008 – not good enough

The objective

• A quantifiable method of measuring social value

• A practical and workable solution

The Process

• Cross cutting working group

• Sense checking with empirical data

• Testing key assumptions and way forward at every opportunity

Key principles

• Narrow definition of SV – linked to delivery of Pluss’ Company Purpose

• Two dimensional assessment rather than “common currency” approach

• Reflect “distance travelled” and needs of those furthest from the labour market

• Focus on largest barrier to entry

The Matrix

• The Matrix is a staight forward table with progression from entry through to the aim of Pluss – unsupported permanent employment.

• Individuals are taken along the path at their appropriate level as influenced by DWP’s classification of Disability.

The Pathway

1. Registering and turning up to start the course – 3 points

2. Completing initial courses and considered ready for next step – 15 points

3. Voluntary work and work experience – 25 points

4. Lower level permitted work – 35 points

5. Higher level permitted work – 45 points

6. Work over 16 hours within Pluss – 65 points

7. Work over 16 hours not within Pluss – 70 points

8. Transition from internal to external – 80 points

9. Sustained progression – 100 points

Appropriate levels

• Dependent on the individual, achieving these steps will have varying difficulties.

• The points awarded have a difficulty factor applied based on the DWP classification of disability.

• The predominant barrier to employment is the driver.• The Factors have been empirically researched, however

can easily be changed if needed.• The Factor can be loosely linked to the percentage of

people of working age in work within any given classification.

• By dividing the points awarded at any step on the path to employment by the factor, a weighted score is derived.

Factors

Complex Mental Health Issues 4%

Learning Disability 7%

Mental Health 21%

Visual Impairment 33%

Hearing Impairment 63%

Other Disadvantaged Groups 30%

Working Age Populations 76%

Example Chart

SPS West Factor

Registering and turning up to start

course

Completing course and considered ready for next step

Voluntary Work/ Work

Experience

Lower Level

Permitted Work

Higher Level

Permitted Work

Work over 16 Hours

Internal

Work over 16 Hours

External

Transition from

Internal to

External

Sustained Progression

Promotion Total

3 15 25 35 45 65 70 80 100 10

Complex Mental Health Issues 4%

Learning Disability 7%

Mental Health 21%

Sensory Disability 35% d aef

All Disability 46% 93 bc

Other Disadvantaged Groups 30%

Working Age Populations 76%

Total Staff 0 0 0 0 0 186 0 1292 0 15630

Total Clients 14152

Application

• The matrix has been applied to the current Business Unit structure

• Run alongside full cost financial position ofor each business unit

• Comparing the two.

• Reviewing movement in social value between periods

Next Steps – Social Value

• Embed in business case assessment

• Learn from best practice sites

• Target setting on social value forbusiness units

CSR More widely

• Social outcomes reporting and the balanced scorecard

• External audit of our social report

• Staff volunteering scheme

• Social enterprise policy statementand action plan