Social Value in numbers
An overview of social value delivered
We are committed to providing a social and economic boost to North Manchester, leaving behind more than simply ‘bricks and mortar’.
Through our work at North Manchester General Hospital, we have created more than £19m of social value, monitored and verified by Compliance Chain social value partner to the Procure Partnerships Framework.
Our work has created a 57% social value return on the customer's project investment - exceeding our agreed 53% customer target.
The local area of North Manchester faced significant challenges, including high unemployment rates, poor educational attainment, cultural diversity, and language barriers.
Understanding the urgency and complexity of the issues, our Social Value Plan targeted four key impact areas aligned with the Greater Manchester Living with Covid Resilience Plan: Employment & Skills, Education, Economy, and Health & Wellbeing. By addressing these areas, we aimed to not only contribute to the local context but also align our efforts with the broader regional recovery strategy.
The statistics overleaf show the value we have created and the lasting legacy for the area. A more detailed breakdown of our achievements is provided on the following pages, backed up with case study evidence in the following sections.
To tackle significant challenges in North Manchester, like high unemployment and poor educational attainment, our social value strategy focused on developing local skills. Our onsite Knowledge Quad helped us to deliver these achievements, providing a base for our activities.
Partnering with schools and colleges, including North Ridge SEND School and Manchester College, we exceeded mentoring and work placement targets. For example, T Level students Mustaffa and Ceyennah , and North Ridge student Rabab who all secured long-term work placements.
Our teams also took part in numerous school engagements such as CV workshops and careers fairs to promote careers in construction and help to raise the aspirations of local young people.
632 local people were provided with employment opportunities on the project, resulting in more than half successfully entering the workforce long term.
Recognising the need for tailored support, we instituted training programs for individuals less job-ready, resulting in successful employment for hard-to-reach groups including NEETs and ex-offenders such as Jackson.
Direct local full time employees hired orretained for contract duration
Local full-time employees includingsupply chain hired or retained for contractduration which are from a targeted area.
Full time Subcontractors classed aslocal hired or retained for the contractduration
Individuals employed full time on thecontract who were previously long-termunemployed (for a year or longer)
Number of NEETs (not in Employment,Education, or Training) hired on thecontract full-time
Number of rehabilitated or ex-offendershired on the contract full-time aged 18and over
Number of disabled employees hired onthe contract full-time
Number of staff hours spent on localschool and college visits with pupils
Number of weeks of accredited trainingopportunities
Number of weeks of apprenticeships orT-Levels
Number of hours of career mentoringprovided to unemployed people.
Number of weeks spent on studentplacements (unpaid).
Paid internships of 6 weeks or more
By adopting a 'local first' procurement strategy, our team successfully directed a substantial £18.2 million of our project spend to suppliers from Greater Manchester.
This translates to a noteworthy £14.93 million of our overall £19.2 million ‘Social Value Add’, as calculated by Compliance Chain.
To foster meaningful connections, we organised Getting Connected events, facilitating interactions between our Tier 2 suppliers and local SMEs. This also helped us to create local employment for people such as Danny.
We also utilised the Local Supply Chain tool to ensure local businesses were notified of upcoming work on our project.
In addition to these efforts, our team actively supported local Voluntary, Community, and Social Enterprise organisations (VCSEs) with a direct project spend of £13,000, donated equipment worth £1,700, and contributed 72 volunteering hours.
Our commitment also extended to 50 hours of volunteering for various impactful local community causes.
Total amount spent with voluntary,community, and social enterpriseorganisations in our supply chain
Provision of expert business advice toVCSEs and MSMEs (staff hours)
Donated equipment or resources toVCSEs
Voluntary hours donated to VCSEs (notincluding business advice).
Amount spent with supply chain within Greater Manchester (£14.93m social value add)
Number of employees on the contractwith access to wellbeing programmesfor 12 months or more.
Equality, diversity and inclusion training hours provided for staff and supply chain’
The project began onsite towards the end of the global pandemic, and in tandem with addressing the specific needs of North Manchester, our Social Value Plan was developed to align with the Greater Manchester Living with Covid Resilience Plan.
Significant challenges in North Manchester include elevated levels of crime and anti-social behaviour, food poverty, homelessness, and poor levels of physical and mental health among local residents.
Our committed team has devoted an impressive 286 hours to volunteering, contributing to initiatives such as food banks, digital inclusion, and support for vulnerable individuals, including the elderly and the homeless.
A noteworthy undertaking involved enhancing the ICU garden at the hospital, offering comfort to visitors—a particularly poignant initiative given the circumstances of the ongoing pandemic.
A significant initiative that has successfully contributed to crime reduction was a £10,000 project to improve the security at FC United’s training grounds.
These efforts highlight our dedication to fostering positive change and resilience within the North Manchester community.
Initiatives to reduce crime
Volunteering hours for local communityprojects.
Donations and/or in-kind contributions tolocal community projects
Initiatives to engage people in healthinterventions or wellbeing initiatives inthe community
Initiatives to support vulnerable peopleto build community networks
Initiatives to address homelessness
