Community Benefit Statement. 1. Cardiff Community Housing Associations (CCHA) Values

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1 Community Benefit Statement 1. Cardiff Community Housing Associations (CCHA) Values CCHA was established in 1996 and is a Registered Social Landlord with charitable status. It was formed when Adamstown Housing Association and Moor Housing Association merged. Between them, Adamstown and Moors have been providing homes in Cardiff for over 40 years. CCHA is a not for profit organisation regulated by Welsh Government. CCHA provides a comprehensive service for a wide range of people in need of good quality, secure and affordable housing. CCHA, since being established in 1996, now has almost 3,000 homes in management, with an extensive and varied portfolio of projects in its plans, that demonstrate our commitment to diversity of products and customers. A wide-ranging network of partnerships with public, private and voluntary sector organisations, has been established to achieve and sustain our corporate objectives. CCHA has been developing a broader community remit for its work for many years. This has resulted in an innovative approach to community audit and action plans in some of our areas of activity. CCHA s Values An organisation s values say a great deal about a company s mind set, the way it thinks, the direction it is going, what drives it and whether it is an organisation that values people. CCHA aims to Provide excellent homes and services and create communities where people want to live. We will work together to: 1

2 Make a difference to people s lives and communities Create a great place to work Be the best we can Our work will be underpinned by: Respect Integrity Innovation Accountability Fairness Effectiveness The outcomes we want to achieve are: Tenants value their homes and our services Tenants feel listened to and their views count Tenants are proud of their communities Our team is effective and valued Our business is efficient 2. Introduction The purpose of this policy statement is to ensure that CCHA are utilising their investment spend on both development and asset management activity to deliver community benefits to our tenants, residents and communities of interest. The inclusion of social clauses are now a key requirement of Welsh Government particularly within contracts that are above the 1m threshold. From a best practice perspective, the Housing Sector is driving forward more extensive requirements and within CCHA, we are ensuring that the principles of creating opportunity is applied to all contracts regardless of value. 2

3 CCHA are in the process of developing a sound Community Benefit Plan, and intend to embed these plans in each development and maintenance contract. We have in the past included limited community benefit requirements in our contracts, we will however make these core going forward. CCHA has an internal employability programme, JETS which offers support to tenants and the wider community to gain meaningful opportunities to assist them to find suitable employment. CCHA will be using JETS to deliver community benefits associated with procurement activity. Key to ensuring maximum benefit to the local economy and wider community is to build links between contractors, businesses and residents, thereby reducing the amount of money leaking out of the area. The revision of the European Procurement Directives (2014) states that public procurement must, more than ever, ensure the optimal use of funds to foster growth and job creation.and encourage access to public procurement for SMEs. It is extremely important that we appoint contractors who are committed to upholding our vision and values, and ensuring that these are embedded in their working practices and those of their subcontracted supply chain. It should be noted the CCHA is therefore under no obligation to accept the lowest tender price, as in line with this policy, all contracts will be considered on a price and added value basis in achieving economic, social and environmental sustainability for the local area. Scope of Welsh Government Community Benefits policy diagram Welsh Government, Community Benefits, Delivering Maximum Value for the Welsh Pound 2014, Summary of the 2014 Guidance states that community benefits should include: 3

4 Retention and Training for the Existing Workforce Supply Chain Initiatives Training and Recruitment Opportunities for the Economically Inactive Community Initiatives and Consultation Contributions to Education Promotion of Social Enterprises and Supported Businesses Promoting Environmental Benefits The key objectives of this policy are: To utilise procured spend in all departments to provide community benefits through a menu of options, social clauses and community investment sums which are legally binding. Any proposal to not include community benefit clauses in any procurement must be approved in advance by the Chief Executive or any Corporate Director and have justifiable reasoning as to why community benefits cannot be sought. NB. As long as the benefits are clearly defined, appropriate and measurable and the correct procedure followed, they can be made a core requirement in contracts. Definitions for a core or non-core approach can be found in Appendix 1. To include community and social benefit clauses that are legally binding in contracts that encourage, as far as possible, local employment and training and sourcing goods and services locally. To work with our internal JETS programme to assist in accessing local labour market intervention programmes and partners to assist the long-term unemployed and economically inactive back into work. To ensure our contractors and suppliers are utilising the JETS programme and Communities and Regeneration teams to gain access local community groups, welfare to work agents, shared apprentice schemes and our partners for nonconstruction based positions across their contracts with the organisation. 4

5 To deliver and promote training and career opportunities by working in partnerships with schools, educational establishments and existing local training providers. To support and develop local supply chains. To provide inductions to major contractors to develop longer-term working relationships and contract opportunities for local businesses. To help local businesses promote themselves and win contracts, i.e. how to tender workshops, Meet the Buyer events. To work closely with residents, local groups, partners and public bodies to help local communities tackle problems and improve the quality of life. To develop community projects that support local need This policy covers all activities carried out by CCHA. 3. General Principles CCHA is committed to this agenda and will ensure the use of social clauses in all contracts regardless of value. The use of targeted recruitment and training, as well as the community benefits menu of options across all procurement activity, will be utilised on all procured contracts as a core requirement. Furthermore, there will be an expectation that a minimum of 52-person weeks of targeted recruitment and training is delivered per 1m of contract value, this will be in addition to other community benefits identified and stipulated during contract negotiations. CCHA is supportive of the use of Traditional and Shared Apprenticeship Schemes, to assist the Contractor in fulfilling these requirements where appropriate. 5

6 In addition, contractors and suppliers will be required to provide 10 person-weeks unwaged work experience opportunities per 1m contract value. These people will be sourced by CCHA via the JETS programme. All vacancies as a result of CCHA s procured contracts (regardless of length or type) must be passed onto the JETS team who can advertise these opportunities to the local communities and partner agencies. We will aim to offer these opportunities to CCHAs tenants and/or people living in the local area. Where contracts do not lend themselves to delivering paid person weeks a community investment sum may be sought, this would be in addition to items suggested further on in this document under Communities Benefits Menu of Options (Appendix 2). This gives a wider range of options for contractors, especially smaller companies, to provide added value at a manageable cash in kind cost to their business without the longer-term commitment of training and apprenticeships et al. The term procured contacts relates to those goods and services that are bought by CCHA through a tender process. This includes any contract extensions whereby the original contract was procured in this manner. The term community investment sum means a sum representing a percentage of the Contract amount. The Community Investment Sum is a sum of money to be paid by the Contractor or Supplier to CCHA for the purpose of community development activities. These monies will be held within the JETS teams budget and will be invested subject to input from the Asset Management and Development Team, where appropriate at our absolute discretion. The Community Investment Sum (CIS) percentage will be utilised on a sliding scale dependent on the contract value. This scale is detailed in the table below: Contract Value (up to max) CIS Percentage % CIS Monetary Value (max) 6

7 50, % 1, , % 1, , % 2, , % 3,750 1,000, % 5,000 1,000, % 5,000+ These percentages can be altered to suit. However, contracts under 50,000 may also partake in targeted recruitment and training if the contractor so wishes by utilising a Shared Apprenticeship Scheme or utilising our other partners for non-apprentice positions. This will also help develop smaller contractors knowledge and understanding of community benefits and targeted recruitment and training allowing them to compete with larger contractors; not just with the Group but also with other social housing providers. Overall monitoring of community benefits achievement will be carried out by the JETS team. We will however, require contractors to measure and monitor the community benefits delivered as part of any contracts awarded and this information will be requested on a quarterly basis and/or during client meetings through new entrant proformas and a community benefits information required return. These will be compiled for the Value Wales Community Benefits toolkit for submission to Welsh Government, which is a requirement. JETS social investment coordinator will be on hand to discuss and community benefits with contractors directly before, during and after the tender process, to ensure that the community benefits are realistic and benefit our communities. The i2i Community Benefits Menu of Options will also be made available for any contractors for those who have previously not delivered community benefits to understand the types of activities that have been asked of them. 7

8 4. Consequences of Non-Compliance Non-compliance will be dealt with in the same manner as any breach of CCHA contracts and will be taken into consideration in future decisions when contracts are being awarded. CCHA also intends to include trainee deposit sums which will be deducted from each monthly valuation where levels of performance fall below target. The value is dependent on the level of performance compared strictly against the agreed Contractors training plan, proposal or method statement and contract spend, against Community Benefits Monitoring sheet. 5. Links with other policies, procedures and strategies i2i Can Do Toolkits Targeted Recruitment and Training, SME friendly procurement Welsh Government Community Benefits policy Maximising the Impact of Welsh Procurement Policy Wales Procurement Policy Statement 6 th December 2012 Public Services (Social Value) Act 2012 Well-being of Future Generations (Wales) Act 2015 CCHAs Welsh Language Policy CCHAs Equality Policy 6. Welsh Language Implications 8

9 The implementation of this policy will comply with CCHA s Welsh Language Policy. Delivery of community benefits secured under this policy will ensure that language preferences are addressed. 7. Equality Implications 7.1 CCHA is committed to giving an equal service to all. Any action taken under this policy will comply with current equalities legislation. 7.2 CCHA s staff will operate within the Equality and Diversity Policy and will seek to address any specific needs which may arise in respect of ethnic minorities, people with disabilities, the elderly or vulnerable residents. 7.3 CCHA will in all reasonable circumstances make information available in a variety of information formats, including but not limited to: large print; audio tape; and community languages. 8. Policy Monitoring This policy will be reviewed on an annual basis to ensure it remains fit for purpose and reflects the practices of CCHA and any changes in legislation. 9. Accessibility A copy of this policy will be made readily available to all stakeholders on the CCHA website. 9

10 Appendix 1 This is the CORE Approach. If an organisation wants to achieve community benefit from, for example, a major housing renovation project, they should advertise it as a project for both housing works and community benefit. As a core requirement, it can be monitored as part of the contract and is enforceable as a contract term. The inclusion of community benefit must be stated clearly in the contract notice and the tender documents and it can be assessed as part of the award criteria. It should be capable of being measured and scored objectively and in proportion to the other tender criteria. The NON-CORE Approach If the community benefit cannot be linked to the subject matter of the contract then, as an alternative, the benefit can become a contract condition. It will not be assessed at either the PQQ or award stage but it must still be non-discriminatory and proportionate to the contract. Acceptance of the contract conditions can be made a Pass/Fail requirement. Organisations should still check that the requirements benefit the organisation s aims or policies in some way. 10

11 Appendix 2 i2i Community Benefits Menu of Options Contractor Related Added Value Targeted Recruitment and Training (TR&T) Employment and skills opportunities for the local community and/tenants. Possible Measurement Number of weeks available in this commission. Number of people on each placement. Targeted Work Placements An opportunity for someone to spend a week at a time in an organisation to gain general knowledge of the organisation s functions. Number of weeks available in this commission. Number of people on each placement. Community Project Voluntary support from the contractor s staff to join the purchaser in an activity to help the local community, e.g. paint a community room. Number of staff. Total hours available. Community Project Funding A cash sum aimed at a community project to support disadvantaged residents or communities. Cash sum. Targeted Mock Interview Training An opportunity for Number of interviews carried out. 11

12 Someone not in education, employment or training (NEET) Students To experience an interview process with the contracting organisation and gain feedback on the performance. Feedback to be in an agreed standard form. Careers Fair The contractor s ability to attend an event aimed at making people aware of opportunities in your organisations business sector. Number of career events attended. Job Vacancies The contractor s ability to advise the purchaser of any vacancies within their company so that the information can be passed onto the local community. Number of vacancies passed on. School Project The contractor s ability to attend an event aimed at creating awareness of opportunities in the organisations business sector. Mentoring Working with a group of individuals offering guidance on a range of issues (training and outline of guidance should be given). Number of school visits done. Number of mentors. Number of hours per mentor in this commission. 12

13 Community Workshop The contractor s ability to attend a halfday session with other members of the supply chain to use their business acumen to problem solve and discuss community improvement proposals, e.g. how do we secure more revenues support for a community centre? How many half-day sessions attended. Secondary Supply Chain Support The contractor s ability to encourage their own supply chain to engage in the above activities. Please get contractor to detail any secondary support that they can rely on from their own supply chain or business network. Public Relations and Marketing Support Contractor to use own publicity material and other marketing opportunities to encourage greater involvement in any supply chain initiative. Please get contractor to provide examples of what they could do to promote purchaser community work e.g. an footer endorsement of community initiatives with links. Community Sporting Events A contractor s ability to be part of events the purchaser promotes around sport i.e. can they offer teams to participate in purchaser events? Can the purchaser provide sponsorship and awareness? Yes/No on providing a team Sponsorship proposal / total Community Arts Events The contractor s ability to be part of events the purchaser promotes around arts i.e. can they offer help with sponsorship and awareness? Sponsorship proposal. 13

14 Community Support Initiatives The contractor s ability to participate in purchaser s Community Support Initiatives to listen and mentor ideas from the community about new ventures. A willingness to financially support any ideas. Number of hours contributed. Financial support. In House Training Events The ability to offer community members training on things such as computers, cost control, health and safety, etc. Schemes that the contractor could offer. Targeted Apprenticeship/Trainee Scheme The ability to offer disadvantaged community members an apprenticeship/trainee placement. The place would be for the number of hours per week at minimum wage you can offer. College costs to be procured elsewhere. Usually a period of 18 months is needed to take apprentice to NVQ Level 2 or similar in a chosen discipline e.g. business admin, surveying or trade sectors. Number of apprentices/trainees. Work area (e.g. admin, trade etc). Hours per week. Number of weeks. Support Construction Training The contractor s ability to offer community construction trainers materials to support delivery, such as bricks, plaster, paint, timber etc. Yes/No. Material available. 14

15 Other Ideas Detail any other initiatives you consider the contractor could deliver to support purchaser community supply chain initiative. NB: These are options and can be enhanced based on the requirement of the contract or local needs. Other Added Value Improved Tenants Health Improved health and well-being of tenants. Measurement Tenants perception of physical and mental health. Number of visits to the GP, medical centres, hospitals and A&E. Number of medicines prescribed. Improved Tenant Engagement and Involvement Increased opportunity for tenants to be meaningfully engaged with service delivery. Number of tenant groups. Number of tenants involved. Diversity of tenants involved. Engagement structures and forms. Additional Funding Streams Accessed What funding has been accessed? Total Reduced Fuel Poverty Measured saved. Number of homes lifted from fuel poverty. Tenant perception. 15

16 Financial Inclusion increased in family income. Notice of Seeking Possession served as a result of rent arrears. Digital Inclusion Number of tenants paying their rent online. Number of tenants reporting repairs online. Internal Development of Staff Skills Number of staff up-skilled. Qualifications or skills gained. Opportunities created as a result. 16