{"id":138851,"date":"2024-04-18T07:22:45","date_gmt":"2024-04-18T06:22:45","guid":{"rendered":"https:\/\/www.pbctoday.co.uk\/news\/?p=138851"},"modified":"2024-05-23T10:04:49","modified_gmt":"2024-05-23T09:04:49","slug":"social-value-infrastructure-projects","status":"publish","type":"post","link":"https:\/\/www.pbctoday.co.uk\/news\/planning-construction-news\/social-value-infrastructure-projects\/138851\/","title":{"rendered":"Baked in or bolted on? Social value in infrastructure projects"},"content":{"rendered":"

Why social value needs to be built into infrastructure projects from the outset, amid an increasing risk of it becoming “window dressing”<\/h2>\n

\u201cThe pace of change has never been this fast, yet it will never be this slow again.\u201d<\/p>\n

Over five years have passed since Canadian prime minister Justin Trudeau made those prophetic remarks at Davos 2018. To think, since then, a pandemic, escalating conflict and climate change, Brexit\u2019s implementation and a cost-of-living crisis have all taken hold and left indelible legacies.<\/p>\n

From a project management perspective, an ever-changing and challenging world places greater emphasis on projects to take account of the needs of individuals, communities and society.<\/p>\n

Projects with a sole purpose to deliver a societal benefit have long existed. In fact, the concept of infrastructure projects delivering social value can trace its origins to at least the 1990s.<\/p>\n

In recent years, the concept of collective responsibility has taken even greater hold, backed up by legislation such as the 2012 Social Value Act and the Equality Act (2010).<\/p>\n

Social value<\/a> continues to have significance, which is why the Association for Project Management (APM) launched our Future Lives & Landscapes campaign<\/a> to help identify and overcome challenges facing projects intended to deliver societal benefits across the UK,
\nnow and in the future.<\/p>\n

APM has reported a growing desire among project professionals and business leaders to incorporate social value into all projects.<\/p>\n

But at its Future Lives launch event, it was noted heavily among business and industry leaders that social value is at risk of becoming an afterthought because it fails to get bolted into the project\u2019s original aims due to a lack of understanding and engagement.<\/p>\n

What are social values, and how can they be delivered through infrastructure?<\/h3>\n

Improving living standards, enhancing wellbeing, increasing social equality, reducing geographic inequality. These are all notable and worthy primary aims of projects which deliver a social benefit.<\/p>\n

\u201cFor me, social value is delivering that non-tangible thing,\u201d says Alistair Godbold, director of The Nichols Group, an infrastructure consultancy that provides programme and project management.<\/p>\n

\u201cYes, in a practical sense, we are delivering public realms, health, education \u2013 repurposing old buildings, regeneration, removing eyesore derelict sites, creating jobs and taking on apprentices.<\/p>\n

\u201cBut we are also generating a sense of hope in a community. There is a sense of wellbeing and pride generated from physical assets \u2013 their reputation and how people talk about what you\u2019ve done.<\/p>\n

\"\"
\u00a9 Association for Project Management<\/figcaption><\/figure>\n

\u201cProjects and the built environment deliver social values through outcomes. For a railway, it might be to decarbonise or provide access to an area to enable regeneration. A road might be to cut journey times to relieve congestion or reduce pollution.<\/p>\n

\u201cThose are the outcomes you\u2019re looking for, and social value is one of those outcomes.\u201d<\/p>\n

Bolt-on problems<\/h3>\n

Our Future Lives research found that almost half (47%) of project professionals working across the built environment believe skills shortages could impact the delivery of projects that are intended to deliver a social benefit.<\/p>\n

However, when it comes to the practical delivery of social values, the shift needs to move away from delivering a project and then afterwards saying \u201chow can we add a bit of social value?\u201d<\/p>\n

So despite the challenges over the skills gap, which we\u2019re working hard to help overcome, social value cannot ever become a project bolt-on. It must always be a core part of what projects are and what they stand for.<\/p>\n

\u201cUnless you are really clear about how and why you are delivering social value within your project, whatever you do will be suboptimal,\u201d said Alistair, who contributed to APM\u2019s Future Lives report.<\/p>\n

\u201cIt\u2019ll always be \u2018oh we\u2019ll tweak this, we\u2019ll tweak that; we\u2019ve got some spare material, let\u2019s give a local school a new playground\u2019 or something else. It\u2019s just fiddling around the edges. It\u2019s window dressing. That\u2019s not real, ingrained social value.<\/p>\n

\u201cSo I think it\u2019s really important to build it in at the start, so you can make it part of what you do.<\/p>\n

\u201cThat doesn\u2019t necessarily mean increasing the cost or time, but as soon as you build it in from the outset, it makes it an awfully lot easier to deliver the outcomes that you need \u2013 outcomes that are not only morally right and will benefit society, but which are going to deliver demonstrable value.\u201d<\/p>\n

Changing hearts and minds<\/h3>\n

How substantial is the risk that delivering social value in infrastructure projects will impact budgets and timescales and may not even be considered? According to Alistair, it is quite significant.<\/p>\n

\u201cThe hard fact is that it\u2019s both uneconomical and morally wrong to have multi-generational people who are unemployed or have health or social problems. So we have to make it a practical proposition that offers a return,\u201d he said.<\/p>\n

\u201cLet\u2019s say you want a new road or a railway or a building, and the end client or owner says, \u2018that\u2019s all I want\u2019 and they focus on that. And all the fluffy stuff around the edges about social value, they say, \u2018no, I\u2019ve asked you to build a building, just do that\u2019. That is a barrier.<\/p>\n

\u201cBut I\u2019m a firm believer in: if they are allowed to think like that then that is my fault, because I haven\u2019t be able to articulate in a clear and compelling way the value of doing the social value activity and what they can generate by building their building or road or railway and how it will add to the outcomes that they are trying to achieve.<\/p>\n

\"\"
\u00a9 Association for Project Management<\/figcaption><\/figure>\n

\u201cThat is the project manager\u2019s responsibility \u2013 to be able to articulate those arguments in a clear and compelling way and deliver against it. You have got to generate a solid business case to the owner or sponsor and help them to understand it so that they say \u2018right, I get it now \u2013 I\u2019ll drive it\u2019.\u201d<\/p>\n

Having the right conversations with the right people is an approach advocated by Mike Hudson, head of strategic planning and project\/programme management at The National Trust.<\/p>\n

\u201cThinking about a particular conservation project I\u2019m sponsoring at the moment, it\u2019s about being really clear about what elements of the project we want to collaborate with people on. How will we use the future building that will exist, and how will the local community benefit. That\u2019s absolutely something we want to work with people on,\u201d he said.<\/p>\n

\u201cBe honest about how you\u2019ll build that into timescales, because that\u2019s often not something that can be done quickly.\u201d<\/p>\n

Be on constant lookout for opportunities to implement social value in infrastructure projects<\/h3>\n

Alistair is keen to emphasise that even when social values have been plugged and planned into the projects from the outset, there is no cast-iron guarantee that they\u2019ll be delivered.<\/p>\n

\u201cThings can change, people interact, and people have different priorities. It\u2019s a really complex environment with complex dynamics,\u201d he said.<\/p>\n

\"\"
\u00a9 Association for Project Management<\/figcaption><\/figure>\n

\u201cAnd unless you are very clear about what you\u2019re trying to achieve, it\u2019s so easy to lose your way.<\/p>\n

\u201cYou have to be constantly on the lookout. For example, that changing political view over there: how do I defend against it? How do I use it to deliver even more value? Being aware of the complexity and managing it is critical for project professionals to deliver social value within this environment.\u201d<\/p>\n

Case study: National Grid\u2019s Dorset Visual Impact Provision Project (VIP)<\/h3>\n

The Dorset Visual Impact Provision (VIP) project made use of a \u00a3500m allowance by Ofgem to reduce the impact of existing overhead transmission lines in English and Welsh Areas of Outstanding Natural Beauty (AONBs).<\/p>\n

It is one of the first in the world to replace part of the high-voltage electricity infrastructure with cables buried underground, permanently replacing 22 pylons over an 8.8km section near Dorchester.<\/p>\n

A major, complex electrical and civil engineering project in an environmentally important location, it is among the most transformative, stakeholder-led projects in a generation, recognising and reclaiming our precious wild spaces and their surroundings.<\/p>\n

Delivering fulfilling and tangible change<\/h3>\n

Social value projects are \u201cvery uplifting\u201d for project professionals \u201cbecause you\u2019re doing something that\u2019s very enjoyable and that actually helps people and communities who need help,\u201d Alistair notes.<\/p>\n

\u201cYou see some of the very real social problems that some people have to deal with, and you just know that delivering social change within your project is the right thing to do.<\/p>\n

\u201cIf you have that emotional investment in the outcomes that you\u2019re trying to achieve, and as long as you can articulate those as a leader and get people to rally around then it makes it a lot more enjoyable for them and you stand a lot better chance of delivering against it.\u201d<\/p>\n

 <\/p>\n

Professor Adam Boddison OBE<\/strong><\/p>\n

Chief executive<\/p>\n

Association for Project Management<\/p>\n

Tel: +44 (0)845 458 1944<\/p>\n

info@apm.org.uk<\/a><\/p>\n

www.apm.org.uk<\/a><\/p>\n

X<\/a><\/p>\n

LinkedIn<\/a><\/p>\n

Facebook<\/a><\/p>\n

YouTube<\/a><\/p>\n

\n<\/div>","protected":false},"excerpt":{"rendered":"

Why social value needs to be built into infrastructure projects from the outset, amid increasing risk of becoming window dressing.<\/p>\n","protected":false},"author":21,"featured_media":138856,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[304],"tags":[277,579,172832,94828],"stakeholder_rel_tag":[],"contributor_rel_tag":[],"class_list":{"0":"post-138851","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-planning-construction-news","8":"tag-built-environment","9":"tag-infrastructure","10":"tag-pbc-today-may-2024","11":"tag-social-value"},"acf":[],"yoast_head":"\nBaked in or bolted on? 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