At the Greater Manchester Social Value Network (GMSVN) we are seeking to ensure that social value is embedded in everything that Greater Manchester as a place does. That means social value being at the heart of Greater Manchester strategy and embedded in the DNA of the public sector, businesses and the voluntary and community sector.
This article was written by Matthew Jackson and first published by URBACT.
Matthew Jackson is the Lead Expert for the Procure network and the Deputy Chief Executive of CLES.
At the last meeting of the Procure Network in Albacete in December 2016, we explored how this misnomer could be overcome and particularly how social criteria could be built into the various stages of the procurement cycle. Indeed, the European Directives are now actively encouraging municipalities and others to utilise the process of procurement to achieve wider social and environmental goals and suggests three main ways of doing this.
This article explores why procurement is increasingly being seen as a way of addressing some of the economic, social and environmental issues facing our cities. It does this through reflecting on: the legislative framework for procurement; the activities of the Procure network; the importance of understanding where procurement spend goes; and how social considerations can be more effectively embedded into procurement processes.
I have spent the last three weeks in Cleveland, Pittsburgh, Philadelphia and Providence exploring how those cities have responded to economic decline and indeed economic opportunity. I have been fascinated by the levels of collaboration, the role of anchor institutions, the scale of foundation resource, and the ability to raise and redistribute taxation as means of enabling that response. While I have seen lots of good work in those localities, I have also been amazed by the scale of the remaining challenge, particularly in terms of addressing inequality.
Public sector organisations like councils and colleges can do much to work with suppliers on their doorstep and stimulate local economies. In Lancashire work is underway to ‘repatriate’ spending. Anchor institutions are crucial components of our towns and cities. Commonly including local authorities, further and higher education providers, and housing organisations, they are key employers and procurers, embedded in their communities and unlikely to leave. In a UK context, the potential of anchor institutions to contribute to wider local economic development has been untapped – until now.
The UK is in the midst of a low pay crisis. Over 5 million people do not earn a wage which is sufficient to afford them a ‘decent’ quality of life. Wages across a raft of sectors are not rising in line with the cost of living and particularly costs associated with housing, fuel and food.
