Case demographics
| Case # | 1 | 2 | 3 | 4 |
|---|---|---|---|---|
| Municipality (province) | Utrecht (Utrecht) | Nijmegen (Gelderland) | ‘s-Hertogenbosch (Noord-Brabant) | BIZOB (Noord-Brabant) |
| Inhabitants | 340,000 | 170,000 | 150,000 | 650,000 combined |
| Annual spend | €700,000,000 | €380,000,000 | €245,000,000 | Unknown |
| Procurement policy? | Yes | Yes | Yes | Yes |
| SROI policy? | Yes | Yes | Yes | No |
| Characteristics organization | SROI activities centralized for the municipality SROI is executed by an organization in which the municipality is a stakeholder; – Monetarization of SROI activities is based on “building blocks”, a set menu that allows the contracting parties to choose by what means they want to fulfil their SROI-terms – SROI policy and methodology has gradually been adopted by municipalities in the region – Wants to be a front runner on SROI | SROI activities centralized for the municipality – SROI by organization established by merging a department of the municipality and the largest regional enterprise. Now a stand-alone enterprise (regional hub) – Monetarization of SROI is based on the labour component of contracted activities – Wants to be a front runner. Policy and methodology adopted by nine municipalities | SROI activities centralized for the municipality – SROI is executed by a municipal department (integrated in the municipality), established after a merger with regional social enterprise – Monetarization of SROI activities is facilitated by the social enterprise – SROI policy and methodology has gradually been adopted by municipalities in the region – Wants to be a front runner on SROI | Procurement activities centralized for 22 municipalities/shareholder in cooperation. Share knowledge and expertise – Every municipality has its own procurement policy, supplemented with overarching policies that concern all municipalities involved. Most municipalities have the same or a similar procurement policy. Most municipalities share the same SROI policy or will do so in the future – Four different social enterprises |
| Essential characteristics of SROI | The municipality promotes social entrepreneurship. The SROI policy aims to facilitate this goal and functions as a catalyst for social entrepreneurship. The SROI officer operates as an extension of the municipal policy and is given the means and freedom to facilitate this process The municipality applies a flexible approach about the functional execution of SROI. The primary goal is to create labour opportunities, but if this goal is achieved by means of other SROI initiatives, this is allowed as well | Frontrunner in the region, actively promoting SROI for several years. Neighbouring municipalities lack the resources to have full SROI-policy, that is why they start working together. Foundation of SROI-policy has been the same for many years, enabling actors to promote and apply SROI as intended. The SROI department is a stand-alone operation established by a merger of a social enterprise and a department of the municipality. The social enterprise executes certain activities themselves | Different from most municipalities, the SROI department is a part of the municipality itself. This negates coordination between two different organizations, and at the same time enables efficient coordination. This also means that the procurement policy and SROI guidelines are one and the same. As a result of this, the municipality can outsource “special sector contracts” to its own municipality, with minimal legal restrictions. The social enterprise has the facilities to execute different types of labour themselves | The procurement function was established by the partaking municipalities. Procurement activities are outsourced to this organization. As a result, the procurement officer acts as an advisor, rather than an employee. The procurement officer has less active involvement in the decision-making process. Involvement in SROI activities is terminated once the procurement process has been terminated. Responsibility is transferred to the social enterprise and the municipality. The municipalities use one or more different SROI enterprises to manage SROI activities |
| SROI monetarization protocol | – 5% of contract turnover for all contracts >€100,000 | – 5% SROI of estimated contract turnover – 7% SROI of the labour component of estimated contract turnover for labour-extensive contracts – Specific contracts can be placed with the social enterprise | – 5% SROI of estimated contract turnover – 2% SROI for labour-extensive contracts – Contracts > €209,000 or contracts >€50.000 with a repetitive nature – Specific contracts can be placed with the social enterprise | – 5% SROI based on estimated contract turnover – 7% of the labour component of estimated contract turnover if <30% of the contract value is labour – Specific contracts can be placed with the social enterprise |
| Case # | 1 | 2 | 3 | 4 |
|---|---|---|---|---|
| Municipality (province) | Utrecht (Utrecht) | Nijmegen (Gelderland) | ‘s-Hertogenbosch (Noord-Brabant) | BIZOB (Noord-Brabant) |
| Inhabitants | 340,000 | 170,000 | 150,000 | 650,000 combined |
| Annual spend | €700,000,000 | €380,000,000 | €245,000,000 | Unknown |
| Procurement policy? | Yes | Yes | Yes | Yes |
| SROI policy? | Yes | Yes | Yes | No |
| Characteristics organization | SROI activities centralized for the municipality | SROI activities centralized for the municipality | SROI activities centralized for the municipality | Procurement activities centralized for 22 municipalities/shareholder in cooperation. Share knowledge and expertise |
| Essential characteristics of SROI | The municipality promotes social entrepreneurship. The SROI policy aims to facilitate this goal and functions as a catalyst for social entrepreneurship. The SROI officer operates as an extension of the municipal policy and is given the means and freedom to facilitate this process | Frontrunner in the region, actively promoting SROI for several years. Neighbouring municipalities lack the resources to have full SROI-policy, that is why they start working together. Foundation of SROI-policy has been the same for many years, enabling actors to promote and apply SROI as intended. The SROI department is a stand-alone operation established by a merger of a social enterprise and a department of the municipality. The social enterprise executes certain activities themselves | Different from most municipalities, the SROI department is a part of the municipality itself. This negates coordination between two different organizations, and at the same time enables efficient coordination. This also means that the procurement policy and SROI guidelines are one and the same. As a result of this, the municipality can outsource “special sector contracts” to its own municipality, with minimal legal restrictions. The social enterprise has the facilities to execute different types of labour themselves | The procurement function was established by the partaking municipalities. Procurement activities are outsourced to this organization. As a result, the procurement officer acts as an advisor, rather than an employee. The procurement officer has less active involvement in the decision-making process. Involvement in SROI activities is terminated once the procurement process has been terminated. Responsibility is transferred to the social enterprise and the municipality. The municipalities use one or more different SROI enterprises to manage SROI activities |
| SROI monetarization protocol | – 5% of contract turnover for all contracts >€100,000 | – 5% SROI of estimated contract turnover | – 5% SROI of estimated contract turnover | – 5% SROI based on estimated contract turnover |
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