The creative sector represents a huge employer in the UK. It contributes billions to the economy, employs thousands, and is a key export of our economy. Yet the sector faces enormous challenges in UK cities. The cost of rent, poor connectivity, and licencing problems resulting from city centre residential developments are just some of the issues cultural operators face.
In the last decade, Social Value has gone from unknown and untested to the flavour of the month. Here Jonty and Matthew reflect on Manchester’s early adoption of socially-minded procurement, its impact to date and its role going forward.
The idea that when local authorities buy goods and services they should ensure that the money given to suppliers produces good social, economic, and environmental outcomes might now seem like common sense, but ten years ago there was no Social Value Policy Act and very little activity around of this nature.
Around ten years ago, the Centre for Local Economic Strategies (CLES) started undertaking work around public procurement. Our interest in procurement was three-fold. First, we wanted to understand more effectively where procurement spend went and the impact in particular it had upon local economies. Second, we wanted to shift the behaviour of procurement officers so that a wider range of factors informed the procurement decision. Third, we wanted to influence the behaviour of suppliers so that they delivered greater benefits for local economies and people through the provision of goods and services.