Social Impact report 2017 - City of Salford...Social Impact report 2017 Showing how Salford City...

Social Impact report 2017Showing how Salford City Council is using social value for a better and fairer Salford

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Salford City Council June 2017

1Salford City Council Social Impact Report 2017

FOREWORD City Mayor

Salford is a city of growth which has seen 24,000 extra residents, 14,000 extra jobs, 1,600 new businesses, £2.6bn private sector investment and £1bn increase in GVA over the past 10 years since 2005. And this trend is set to continue in the next 10 years with a further 35% growth in the local economy, 20,000 more people living in Salford, 15,000 more jobs and 18,000 more homes.

In 2017, Salford has outranked both London and Manchester to become the UK’s top city for starting a new business. Renowned schemes such as MediaCityUK and RHS Garden Bridgewater are transforming Salford into a truly global economy from its post-industrial roots.

But Salford is still a city of contrasts – we have some of the most prosperous and some of the most deprived wards in the country. Around 70% of Salford’s population lives in areas classified as highly deprived and disadvantaged and around 25% of our children live in poverty.

I have set out clear priorities; to drive economic growth; invest in sustainable housing and transport; and tackle poverty and homelessness in our city. These will form the lynchpin of our work moving forwards. Our aim is to use social value to keep the ‘Salford pound’ in its own city.

Social value presents a chance to use our money in a more impactful way.

For me, social value is a way of doing business whereby the organisation procures and commissions goods and services, influences and promotes investment and development activity and acts as a responsible employer. This achieves value for money on a whole life cycle basis in terms of generating benefits to society and the economy, whilst minimising damage to the environment.

Nationally, the City of Salford is one of the leading areas for building social value through our ground-breaking Social Value Alliance, Social Value Pledge, and online Social Value toolkit. In 2016, Salford City Council won an award for ‘building the social market place’ in the UK Social Enterprise Awards.

Salford City Council is at the forefront of social value; we remain the only local authority in Greater Manchester to be an accredited Living Wage Employer, and have operated our Charter for Employment Standards since 2014. We have recently won an ‘Excellence in Cycling and Walking’ award at the prestigious National Transport Awards, for the transformation of disused railways into traffic-free walkways and cycleways.

I am keen to support the Alliance’s 10% Better in Salford campaign, which describes the difference that could be made using social value if there was a 10% improvement across 11 social, environmental and economic outcomes.

However, I also recognise that the questions we ask of others, we must ask of ourselves. I have requested this, our first social impact report, in order that we can start to prove the difference that the council is creating through our social value approach; so that we can better understand the nature of this impact to make MORE difference in the future; and finally, to be accountable to the people who live and work in our city.

Contents

1 FOREWORD City Mayor

3 ONE Introduction

5 TWO Local Economic Benefit

9 THREE Delivering the Salford Social Value Alliance 10% Better campaign outcomes

9 13 19

For People – Building Community Spirit For the Planet – Improving Environmental Sustainability For Prosperity – Increasing Local Economic Benefit

23 FOUR Our next steps

Paul Dennett City Mayor, Salford

32 Salford City Council Social Impact Report 2017

ONE Introduction

This is our first Social Impact Report and summarises information that we already collect, supplemented by the results of research carried out for us by the Centre for Local Economic Strategies*.

Social Value is an approach which involves looking beyond making decisions based on financial cost, and instead at the wider benefit to a community.

Social impact is the difference that the work of the council can have in social, environmental and economic terms, particularly in the medium to long term timescales. It is anticipated that taking a social value approach will lead to greater social impact.

Our mission is to look for relevant and additional social, environmental and economic value from everything that we do, in our business, in service delivery, commissioning and procurement; and we aim to use the purchasing power of the ‘Salford pound’ to obtain the greatest local benefit.

The council creates social impact both directly through its own actions, and indirectly through its supply chain, influencing planning and development, as well as work with partners.

This report is a baseline from which we can build both our understanding of and our efforts to build greater social impact.

Why we are adopting a social value approach:• Because it will lead to social, environmental

and economic benefits for local people

• It will make our money go further and will help manage the impact of government budget cuts

• To influence other public and private sector activities to generate more benefit for Salford from money spent by businesses, the NHS and voluntary, community and social enterprise (VCSE) sector

• As a focus for working together with partners for a ‘common good’

• To enable local VCSE providers to thrive, lever in additional funding from charitable and other sources outside of the public sector, and enable a more sustainable VCSE sector

• For improved morale, better working conditions and an improved sense of worth or purpose for our staff

Our Social Value PolicySocial value for Salford City Council is not just a % of ‘added value’ in procurement. We aim to embed relevant and proportionate social value into the specification of every contract, internal service and relationship that we have.

The council’s policy aims to ensure a ‘social return’ from its investment by securing social value from:

Doing responsible business and being a good employer

Regeneration, Housing and Planning activity

Business, Economic Growth and Skills and Work activity

Internal providers, Mutuals and Joint Venture partnerships

Applying Salford City Council’s new Procurement Strategy

*www.cles.org.uk


TWO Local Economic Benefit

Our vision is for a fairer and more inclusive Salford where everyone is able to reach their full potential and live prosperous and fulfilling lives free from poverty and inequality. (No One Left Behind – Salford’s strategy to tackle poverty)

At the most basic level, when you buy locally more money stays in the community.

Research has shown that many local economies are struggling not because too little cash comes in, but as a result of what happens to that money; with some ‘leaking out’ to other areas, other countries or other economies. Spending and then re-spending money locally keeps it in the local community; for the benefit of local people.

Salford City Council wants to maximise the money that stays in Salford. The diagram below shows information gathered from the council’s financial accounts, analysis of our procurement spend, a survey of staff expenditure, the VCSE State of the Sector research, and tracking of spend by developers in our city.

The pale shape in the centre shows the direct spend by Salford City Council, and the darker grey area shows the increase in value of this spend where it is re-spent in Salford or used to lever in money from other non-council sources.

We need the darker grey area to increase as more money is spent in our Salford community.

The research which we have carried out to prepare our Social Impact Report has included an analysis of our spending with the top 300 suppliers to the council, carried out by the Centre for Local Economic Strategies. This, together with information routinely collected by council services has given us the information contained in the following pages.

£0 £50

£100 £150 £200 £250 £300 £350

VCSE and levered in funding

Council Wages (excl schools) - and re-spend by staff

Schools wages - and re-spend by staff

Development and levered in funding

Millions

Total direct and indirect / levered in to Salford

Direct spend by City Council in Salford

Procurement and re-spend by suppliers

76 Salford City Council Social Impact Report 2017Salford City Council Social Impact Report 2017

Our ScorecardSocial value involves looking beyond making decisions based on financial cost and instead at the wider benefit to a community. For Salford City Council, the following scorecard summarises the direct benefit of our spending in the last 12 months.

56%£111m*

of our direct procurement spend is with Salford based suppliers

Local supply chains are increasingly important to us

63%£124m*

of our total spend is with small and medium enterprises, including social enterprises and voluntary/community organisations

Our supply chain doesn’t just include large, national and multi-national corporations, and we are working to increase this percentage

70%£48m*

of our spend with Salford based suppliers is with organisations based in, or with a branch in, the 20% most deprived areas of the country

We are spending money in some of the poorest parts of Salford

Across the whole of GM, Salford is consistently above the average figure for all 10 local authorities for purchasing from GM based companies, and second highest in GM for spend with local, small or medium-sized enterprise organisations. Our research has shown an increase in our ‘local’ spending over the last few years and we are exceeding national benchmarks set by the Federation of Small Businesses for local supply chains (28% of spend) and spend with small and medium-sized enterprises (47% of spend).

56% of the combined workforce of the council and schools in our city are Salford residents

100% of our staff are paid at least the Living Wage Foundation rate of £8.45 per hour

49%£81m

of our wage bill goes to people who live in Salford We employ lots of people who live in Salford and ensure that they are paid a fair and decent wage

25 people took up formal apprenticeships with Salford City Council

49 Salford people were given work experience placements (26 of whom were young people formerly NEET (Not in Education, Employment or Training)

21 of these work placements with the council resulted in the securing of a job or apprenticeship with us

£260,000 is the estimated value to the local economy of this apprenticeship, work experience and employment activity We also provide other opportunities for local people

* proportion of spend with our top 300 suppliers surveyed by the Centre for Local Economic Strategies

Salford City Council has also used social value to work with our supply chain and partners to achieve the following additional benefits.

• For the suppliers who responded to our survey, 258 jobs had been created in Salford including 17 for people who had been long-term unemployed, 11 disabled and 89 who had formerly not been in education, employment or training. This is estimated to be worth £1.3m to the local economy in reduced welfare costs and increased taxation.

• The council’s top 300 suppliers offered 32,980 hours for volunteering and community participation in Salford’s communities, 23,700 hours support to local voluntary, community and social enterprise organisations, and created 408 apprenticeships in Salford.

• Across our top 300 suppliers it is estimated that a cumulative 2,155 jobs were created in Salford and 3,225 in Greater Manchester (including Salford) in the last year

• In construction, of 484 tenders for work in Salford promoted to Salford SMEs, we are aware of 32 contracts won by local firms, valued at over £10m.

• 80% of responding organisations in our supply chain pay all their staff the real Living Wage of £8.45 per hour.

• An average of 25.9% of employees of our supply chain companies were resident in Salford and 54.5% resident in GM.

• Devolved budgets to local communities have secured an extra £878,926 in match funding community projects in the city last year.

Each year:

• 30p in every £1 of contract value spent with council suppliers in Salford is re-spent in Salford on wages for people who live in Salford or from suppliers based here. This amounts to £59m

• 48p in every £1 spent by council employees who live in Salford is re-spent in Salford. This amounts to £18m

• Each £1 spent by the council in its capital programme contributes towards a further £4.50 levered in from other sources. This amounts to £338m

• Each £1 spent by the council with the voluntary, community and social enterprise sector contributes towards a further £15 being levered in from other sources. This amounts to 165m

We are also working to save energy (and money) Photovoltaic electricity is generated at Salford City Council’s offices (Civic Centre) every day, reducing our energy bills. We are saving CO2 through our Carbon Management Plan, and ‘Blackout Weekend’ in March 2017 saw an 18% reduction in weekend energy use. This is equivalent to 240,687kWh of electricity amounting to a maximum saving of £25,512 per annum.

Our Green Wheels travel scheme, expanded in 2016, has already saved around £150,000, led to a 27% reduction in council business miles driven, and an estimated reduction of 128 tonnes of CO2.


THREE Delivering the Salford Social Value Alliance 10% Better campaign outcomesThe following section contains the latest figures and an analysis of how Salford City Council matches up against the 11 outcomes stated in the Social Value Alliance* 10% Better campaign to see what contribution we are making towards Salford-wide targets.

For People – Building Community Spirit

MORE volunteering This means … individuals, groups and communities learning and sharing skills and expertise whilst providing assistance and support to others.

Headline measures:Supply Chain

• Responding suppliers offered 2,530 hours in Salford, and 2,603 hours in GM for volunteering and community participation

• It is estimated that 32,980 hours of volunteering were offered by the top 300 suppliers in Salford and 33,932 in GM

• 56% of responding suppliers actively encouraged employees to undertake volunteering and community activities

Next steps:We are looking at different approaches to developing an employer led volunteering programme which would provide opportunities for employees to contribute to the City’s priorities through volunteer work in the communities of Salford that will not only benefit the recipients, but will also help raise awareness and understanding of social value for the employees who volunteer.

Encouragement of businesses carrying out regeneration schemes and developments in our city to work with local communities and provide volunteer time and expertise has been a major part of the work of the council’s business and development teams. Anecdotally, we are aware of several inspiring examples of where businesses are supporting charitable and community activity. This would be an area about which we would want to have better tracking in the future.

Case Study:

Health Improvement Service (HIS)

In addition to their role in the HIS, eight members of staff are active in a voluntary capacity in a range of organisations in Salford. These include football teams and other sports organisations, churches, festival committees, schools and support groups. It is estimated that HIS staff volunteer for around 70 hours per month, contributing £6,760 to the local economy in 2016/17.

But the HIS also contributes significantly to the economy of Salford through the creation of external volunteering opportunities. There were almost 250 volunteers supporting HIS work during 2016/17. Some of these opportunities have led to paid posts in a variety of separate roles, including:

• Community Champion

• General Health Improvement Volunteer

• Specialist Peer Supporters

• Befrienders

• Running independent groups

• Support to individuals wanting to find volunteer placements

The estimated financial value of this voluntary activity was £25,147 in 2016/17.

*www.salfordsocialvalue.org.uk


MORE young people who are in employment, education and training This means … they gain skills and work experience, money in their pockets, an opportunity to realise their aspirations and a greater sense of wellbeing.

Headline measures:Salford City Council activities (Salford Futures)

• 25 formal apprenticeships created and around 40 employees undertaking some form of apprenticeship training job role

• 26 formerly NEET young people from Salford given work experience placements, with ten of them going on to secure employment or apprenticeships with us

• 29 other NEET young people from Salford helped into work placements with partner organisations, 6 of whom going on to secure employment

Supply Chain

• 89 formerly NEET young people from Salford employed with companies in the council’s supply chain

• 51% of responding suppliers actively seek to create apprenticeships

Next steps:Salford City Council retains a strong ethos and corporate commitment to support its most vulnerable young people into employment. It has had a long-term policy of positively promoting apprenticeship opportunities to looked after children, care leavers and young people who are NEET (Not in Education, Employment or Training). Encouragement of businesses in our city to create work experience placements, apprenticeships and employment for young people who are NEET will continue to be a major feature of our work.

It is vital that as part of our approach to managing and implementing our apprenticeship objectives under the Apprenticeship Levy, all service groups are encouraged to consider disadvantaged young people for new apprenticeship opportunities. Through its Salford Futures programme, the council offers valuable work experience opportunities to those young people who are furthest from the labour market.

Case Study:

FACT Salford (Fuelling Ambitions Creatively Together)

FACT is a people based pilot which aims to test diverse ways of ‘doing with - not to’ families. As part of this we facilitate networks for local residents to create opportunities for employment and aspiration (supply), and also work with local business (demand) to enable social investment.

A ‘hackathon’ event held in April 2016, saw 35 students from Albion Academy meet members of the business community at The Landing, MediaCityUK. Following two days of intensive work, five small teams of young people and local businesses developed five innovative projects.

A film clip of the day can be viewed at http://youtu.be/A92hdKa-c10

One of the projects created Digibodees, an app that encourages a healthy lifestyle by showing other young people the harmful effects of an unhealthy lifestyle on the body. It has already got support from Public Health England, Salford Royal and Salford City Council. Their plans were also shared at the national NHS DigiHealth UK conference in October 2016.

MORE Salford people saying that they have good health and wellbeing This means … they are likely to be healthier, happier and more able to learn, work, earn and be socially active.


• 42% of responding suppliers actively provided support to the voluntary and community sector

• An estimated 23,700 hours were provided by the top 300 suppliers in Salford (eg providing technical advice and support, funding advice and supporting the development of social enterprise)

• 80% of the suppliers responding to the survey have a workplace health and wellbeing policy

Development

• The council has signed S106 planning agreements to the value of £7.2 million to ensure that, when construction schemes become commercially viable, the community also receives funding

• S106 money has been spent on schools, community facilities, construction training as well as improving open and public spaces around developments

Next steps:Salford City Council has previously used a staff wellbeing survey to plan its support for employees around their physical and emotional wellbeing. This has led to the creation of a staff choir, provision of fitness and dance sessions for staff as well as a range of health improvement activities. This survey was not carried out in 2016/17 but it is planned to be repeated in 2017/18 for reporting in the next social impact report.

In terms of community wellbeing, the new Salford Community Chest was launched by the Ceremonial Mayor Councillor Karen Garrido as

one of the three charities to support during her year of office. This fund offers grants of up to £500 to local community groups or individuals to help them make a difference in their community or to help them achieve a specific goal.

We will build on charitable activity which recently included staff donating food to Salford Central Food Bank and Women’s Aid. They also collected clothes for Women’s Aid, as well as towels and sleeping bags for homeless charity Coffee4Craig.

Case Study:

Helping Hands – Salford City Council’s Handyperson’s Service

The council procures the Helping Hands service for people over the age of 65, people with a disability or low income families with a child under the age of five. This service helps to keep people safe, warm and dry, to maintain independence in their own home and delay or deflect admission into long term care.

The service achieves an overall 96% positive outcome in terms of its key aims of security, peace of mind, independence, self-confidence and improved quality of life.

In addition, the service is a Living Wage employer, recruits local people who have been unemployed for some time and has a local purchasing policy.

The handypersons service produces a good Social Return on Investment. For every £1 invested by commissioners, almost £2 is returned in value to the city as a direct benefit to customers and also saves money for the health services, the police and social care services.


For the Planet – Improving Environmental Sustainability

LESS waste This means … cleaner streets, reduced fly-tipping, more recycling and each of us thinking ‘do we really need to buy whatever that thing is before we do?… could we borrow it instead?’

Headline measures: Salford City Council:

• With the University of Salford, we held a Blackout Weekend on 11 and 12 March 2017. This saw an 18% reduction in energy use achieved just by switching things off over the weekend

• The latest figures for our Carbon Management Plan indicate that to the end of December 2015, we have achieved a saving of 25.54% or 11,130 tonnes of CO2

Supply Chain:

• 60% of responding suppliers had an environmental management strategy which includes increased recycling, reductions in energy use and carbon emissions, or a cycle/walk to work scheme

Business:

• SCC Business Team promotes the available business support services (mainly via the Business Growth Hub) that have supported 25 local businesses in the last 6 months to be more energy efficient

Next steps:At the current time, the council’s office waste goes in with all the other waste from other sources and is not measured separately, so we haven’t been able to put a measure on how much

the council is reducing its waste. In the future, we will look for proxy measures to use here.

Salford City Council has published a Carbon Management Plan* which sets a target of 40% improvement in terms of waste energy. More information should be collected in the future to further understand how waste is reduced in the activities of the council’s supply chain.

Salford City Council is working to ensure that all developments in our city are to the latest standards which include the reduction of waste and energy efficiency.

Case study:

Salford Schools Food Waste Recycling

Salford City Council has ambitious plans for food waste recycling in schools. A pilot scheme was introduced in four schools at Easter 2017 until June 2017. Subject to this being deemed successful, it will be rolled out to all Salford schools in September 2017 - the start of the next school year.

For the four schools piloted for the food waste collection, we anticipate that we will collect 1,500kg per annum. This waste will be recycled and processed as compost. If the pilot is successful we will then provide the Food Waste Recycling service to the 78 schools we currently cater for.

Based upon a 60% participation rate we would potentially then collect and recycle over 70 tonnes of food waste which is currently sent to landfill.

*www.salford.gov.uk/media/387312/salford_carbon_management_plan.pdf


MORE recycling This means … more materials being reused and less waste going into the ground.

Headline measures:• 42.20% of household waste is sent for

recycling/composting/reuse in Salford (2015/16)

• 419.8 kg/household of residual waste (2015/16)

Next steps:Further information will be collected in future to better understand recycling activities in the council’s supply chain. No responses were received from suppliers about the implementation of their waste management strategies.

Case Study:

Recycle and Reward

In 2015, Salford City Council introduced an innovative community recycling reward scheme to drive up recycling rates in city neighbourhoods. It also aims to decrease levels of contamination in recycling waste streams and reduce levels of residual waste. The scheme has resulted in rewards for clubs, charities, groups and organisations in neighbourhood areas.

The scheme was introduced to create a powerful incentive for local people to recycle more, creating a reward fund for the benefit of groups that have been nominated by participating householders. Under the scheme, improved recycling performance will trigger the council to allocate rewards to nominated beneficiaries.

There has been an increase in recycling rates in all areas of the city since the scheme started in November 2015. Householders have been invited to get involved and nominate a community facility or group (such as a school) they wish to benefit. Any uplift in recycling rates will lead to nominated community groups receiving a reward.

Each month, there is a list of ‘good causes’ to vote for in each area of the city. The ones with the most votes in each of the areas will win their reward if recycling in that area has increased from the previous month. So far recycling has increased in every area each month. Currently there are 102 registered good causes who have received funding since December 2015. Government funding has enabled £94,244 of rewards to be given out through the city from December 2015 until February 2017, with a further £8,000 allocated in March 2017.

Prior to the start of the scheme, recycling figures were making slow but steady improvement, at 42.5% in 2015 (towards a target of 45%). However, with the introduction of the Reward and Recycling scheme, recycling is increasing more rapidly and stood at 44% in February 2017. Salford’s recycling rate is part of Greater Manchester’s strategy which has a target of 50% by 2020. Following on from a pilot scheme, the council has now implemented the Street Champion programme which has increased the number participating to 83 with a further 32 indicating an expression of interest across the city.

MORE green / sustainable travel This means … less congested roads, better air quality and greater choice of how and when we travel. Higher levels of walking and cycling and increased use of public transport will help to ease congestion, improve air quality and people’s health.

Headline measures:Salford City Council:

• 27% reduction in business miles driven in own cars through the Green Wheels travel scheme

• 128 tonnes of C02 reduction in greenhouse gas emissions

• £150,000 reduction in annual car mileage payments

• Number of car club vehicles – 23

• 500 registered car club members (council employees and residents)

Supply chain:

• 10% of responding businesses measure their carbon emissions

Next steps:10% of the Salford City Council suppliers responding to the survey stated that they actively measured carbon emissions. This figure for monitoring carbon emissions is perhaps reflective of the relative lack of debate regarding environmental priorities in politics recently, and a renewed focus around employee terms and conditions in the social value policy arena. We will look to raise the profile of environmental measures with our supply chain.

Case Study:

Green Wheels travel scheme

Transport sustainability and air quality are high priorities for Salford, so Salford City Council has launched the Green Wheels travel scheme, with the aim of encouraging staff to play their part in tackling climate change and promoting sustainability, by making environmentally friendly travel choices when travelling to, from and during work.

Partnering with two Social Enterprises; Co-Wheels and the First Step Trust, as well as working with Transport for Greater Manchester, a key element of the scheme has been the introduction of a new car club as a safe and cost effective alternative to employees using their own vehicles for business travel. The car club provides a pool of low or no emission vehicles, regularly maintained and valeted for staff, residents and businesses to use as required. It operates on a profit share basis with any income from non-business travel shared between Co-Wheels and Salford City Council to re-invest into other green travel schemes.

The scheme is also helping to deliver real social value benefits by contracting out some of the maintenance and valeting work to a local social enterprise company run by the First Step Trust – a charity that provides real work, training and employment opportunities for people excluded from ordinary working life because of mental health conditions or other disadvantages.

A good example of the scheme being used for additional community benefit is through our work with the Salford Armed Forces Veterans Network, who regularly use the vehicles to take veterans to local breakfast clubs.

It is estimated that vehicles account for over 30% of greenhouse gas emissions in Salford. This is a particular issue for the city as large parts of the motorway and strategic road network are within designated Air Quality Management Areas. Our Green Wheels travel scheme, expanded in 2016, has already saved around £150,000 per year, led to a 27% reduction in council business miles driven, and an estimated reduction of 128 tonnes of CO2.


MORE use of parks and green spaces This means … fitter, healthier and well individuals and communities who are better able to learn, work, earn and be socially active

Headline measures:• 30 Friends of Park groups exist in Salford

Next steps:We are seeking to support an increase in the number of Friends of Parks or Friends of Cemeteries groups.

Initiatives such as a council staff volunteering scheme will make it easier to report on staff direct involvement in activities in parks and open spaces in Salford.

Case Study:

Salford Friends of Parks groups

Salford City Council has supported friends of parks groups for many years. In recent years the parks and green space team have looked at how friends groups can become partners in helping to manage their local green space. This has resulted in park officers and groups thinking innovatively about events and activities, park maintenance and fund raising. There has been an increase in friends of parks groups from 22 to 30 over the previous 12 months resulting in better managed parks and increased community involvement.

Some examples include:

Friends of Light Oaks Park – This was set up in February 2016 by members of the local community. Their first litter pick attracted over 50 people. Since 2016 they have held over ten successful events, such as clean-ups and family fun days. The group have also successfully secured funding to deliver activities and purchased a community notice board in partnership with the city council. The group have built great links with the local community and primary school located next to the park. The group recently funded a bug hotel for the school grounds.

Friends of Eccles Recreation Ground - With 203 social media members this group deliver daily litter picks. The group came together to focus on overcoming the litter problem in their local park, their daily litter picks have made a huge impact. The council provide the group with a trade waste bin free of charge to dispose of the waste they collect in the park. The group have also secured funding to create a sensory garden with raised beds which is currently being installed.

Friends of Roe Green Play Park - This group came together to renovate their local play area. The play area had become dated and was in desperate need of new play equipment. The council had secured £60,000 in capital funding and Section 106 money and the group decided to run a campaign to increase this budget to £100,000. Through funding applications and events the group have now reached this target and are now working with the council to design their new park.

Friends of Parr Fold Park - The friends of Parr Fold Park run regular volunteer days to tend to the flower bed they have adopted. The group secured funding to purchase plants and have recently secured a tool shed. The group have also successfully worked with City of Trees to see an orchard planted in their park on a once unused piece of land. The group also run regular litter picks and activities.


For Prosperity – Increasing Local Economic Benefit

MORE companies paying the Salford Living Wage This means … increased numbers of employees earning a wage on which to live on and being able to spend money within their local communities.

Headline measures:Salford City Council:

• Over 9,000 employees, of whom over 5,000 live in Salford – are all paid at least the Living Wage Foundation (LWF) Living Wage rate of £8.45 per hour

• Since its launch, over 90 employers have signed up to the City Mayor’s Charter for Employment Standards

Supply Chain:

• 80% of responding organisations pay all staff the LWF Living Wage rate

• 22% of responding organisations are Living Wage Foundation accredited employers

• On average the lowest paid employee of responding organisations earns £9.33 per hour

Payment of the LWF Living Wage is a strong feature of Salford City Council’s supply chain. Recent work through the City Mayor’s Employment Standards Charter, the Health and Wellbeing Board’s call for Salford to be a Living Wage Health and Social care system as well as high profile political support for the work of the Living Wage Foundation, have all contributed towards this result.

Next steps:The council continues to build on its position as the only Living Wage accredited local authority in GM, using its influence as a civic leader to encourage others to do the same – with the ultimate aim of leading Salford to becoming a Living Wage City. Along with the other GM local authorities, we have entered into a partnership with Reed Talent Solutions,

working with their social value consultant to further promote payment of the Living Wage.

Salford’s Health and Wellbeing Board is working towards all member organisations paying all staff (both directly employed and contracted) the Living Wage, and becoming accredited Living Wage Employers.

Case Study:

Salford City Council – a Living Wage Employer

More than one thousand of Salford’s lowest paid staff received a pay rise when the council became the first in Greater Manchester to introduce the LWF Living Wage. The 1,200 workers to benefit saw their hourly pay increased to £7.45 in April 2013, with the overwhelming majority being women and Salford residents. They included 347 cleaners and 385 welfare assistants, as well as more than 100 general kitchen assistants and 65 classroom teaching assistants.

For two Salford City Council workers, the City Mayor’s decision to introduce the Living Wage has been life changing.

Swinton resident Claire Gettins declared “with this extra money I’m going to start saving for a new car. It will be a real boost.” Fellow catering assistant Kirsty Bamping explained that the Living Wage will help her and her partner to save up for their dream home. “My colleagues and the customers are the best thing about working here. I couldn’t be any more dedicated to my job. Any increase in my wages is a big help.”

From 1 April 2017 the minimum hourly rate for any Salford City Council employee is £8.45 per hour.

MORE local people from vulnerable groups accessing new jobs, apprenticeships, training and work experience placements This means … increased numbers of disabled people, LGBT and other often excluded/under-represented communities gaining skills and work experience, possibly money in their pockets, an opportunity to realise their aspirations and a greater sense of wellbeing.

Headline measures:Supply Chain:

• 76% of responding suppliers created jobs in the last year

• 63% of responding suppliers had created 144 employment opportunities for individuals described as ‘hard to reach’. Those benefitting included 11 disabled people, 89 young people not in education, employment or training, 17 long-term unemployed, 11 BME and 9 ex-offenders

• 63% of the responding suppliers are also seeking to address challenges around gender pay gaps

Next steps: Salford City Council is working to increase employment for those furthest from the labour market. It works with Job Centres, Job Fairs and Welfare-to-Work providers to source local people to fill our roles. By doing this we hope to lower the percentage of the long-term unemployed and NEET individuals throughout the Salford and GM communities. Activities will include mentoring and coaching people through job workshops, providing advice regarding how to write CVs, interview techniques and how to approach employers and develop skills.

We are also starting to work with volunteers from the Disability Rights UK ‘I Can Make It’ campaign to maximise the employment of disabled young people in our supply chain, using social value as the driver.

Case Study:

Salford Futures

Salford City Council’s traineeship for 16-24 year old NEETS has been identified by the Department for Education (DfE) as a model of good practice.

The Learning and Work Institute is working with the DfE to develop new approaches to traineeship delivery and has described Salford Futures as a traineeship model displaying effective practice which they would like to highlight to other providers across the country.

As part of Salford Futures, trainees get involved in planning and completing a community project. For this intake, the traineeship has teamed up with St. Ambrose Young Families Project (SAYF) to undertake an arts project to help improve the appearance of their building. SAYF are a registered charity which supports Salford residents with family learning, volunteering opportunities and childcare.

The trainees have been busy planning the project and responding to a specific client design brief. They are currently carrying out works on site which involves sanding, priming and painting three security shutters, followed by re-creating the artwork and painting the designs onto the shutters.

As part of the traineeship, Myerscough College has coached and supported the trainees to achieve the tasks and activities, with valuable contributions from Laing O’Rourke colleagues (including materials and technical advice and support). We aim to give trainees real life experiences which will give them the skills to succeed.

By the end of March 2017, of the 101 people who started the programme in 2016-17, 13 had already secured employment, 15 had taken an apprenticeship, 1 has entered formal training, 4 are volunteering, 36 are now job searching and 32 were still on the programme.


LESS fuel poverty This means… that more Salford households do not have to spend more than 10% of their income on fuel/energy and do not have draughty homes with old and inefficient heating systems.

Headline measures:• 257 referrals into the Affordable

Warmth Referral Network (AWRN)

• Salford City Council has attracted external investment from its partners which has delivered over £16.9 million worth of energy improvements for our getting homes warmer projects

• Over the last three years, council backed schemes have helped 1,072 households switch their energy supplier (this gives a total £137,733 savings to Salford residents who have switched so far)

• The AWRN has played an important part in tackling fuel poverty in Salford and making cold homes warmer. It has made:

Lifetime fuel bill savings of £383,370

Lifetime CO2 emission cuts of 1,721.4 tonnes

Next steps:The council and its partners plan to develop a new Affordable Warmth Strategy during 2017/18. This will reinvigorate our activity to tackle fuel poverty in Salford. For further information visit: www.salford.gov.uk/warmsalford.

The responses to the environmental questions in the supplier survey were inconclusive, and should be improved for the next survey.

Case Study:

Fair energy in Salford

Households with gas and electric prepayment meters paid £7.5million more than direct debit customers for their bills in Salford 2016/17, an average of an extra £300 a year each.

Salford City Council, our partners and our residents have pushed hard for homes that are energy efficient, are cost effective to run and have the best deal. We are seeing good results, but our customers with prepayment meters are in a difficult situation. They cannot spread the cost of heating a home in winter over a year like a direct debit customer could. Furthermore, the number of homes with prepayment meters has risen from 23,555 to 25,306 in the past year – a seven per cent increase.

Salford City Council has raised this issue as part of the Fairer Energy Deal, using the National Energy Action’s (NEA) fuel poverty awareness day. The campaign explained that people who do not need prepayment meters should be able to get rid of them. The campaign also helped households who pay on direct debit to see if they can get cheaper energy quotes online. Furthermore, we have approached energy providers to get better energy tariffs for our citizens.

Partner agencies such as Great Places, Salix Homes, City West, Together Housing and three private landlords have already signed up to Salford’s Fairer Energy Deal to support residents and help them get the best deals when they move into their new home. Salix are meeting with British Gas to look at how they can provide better deals for new tenants and Together Housing are looking at installing smart meters for residents.

The council has worked with Salford Foundation to work with people to get the best energy deal to April 2019. For further information visit: www.salford.gov.uk/housing/home-maintenance-and-improvements/home-energy-efficiency/fuel-tariff-switching/.

This work has also reduced the impact on local health services by reducing cold related illness and excess winter deaths, which are significantly lower than neighbouring areas.

MORE purchasing from Salford based companies This means … increased numbers of new job, apprenticeship, training and work experience placement opportunities, money being spent in local communities and a greater sense of wellbeing.


• £110,844,865 was spent with Salford based suppliers (56.3% of spend with our top 300 suppliers)

• £124,057,109 was spent with SME suppliers (63% of top 300 spend)

• An average of 25.9% of employees of supply chain companies were resident in Salford

The council’s business team provide support to developers in maximising their local supply chain through ‘meet the buyer’ events, brokerage using a database of local businesses and suppliers, advice and guidance and web resources. The team are also working with the University of Salford to further analyse the social impact gained by the city through construction projects, such as the Charlestown Riverside development, led by Keepmoat homes.

Next steps:Salford is consistently above the average figure and second highest for GM spend with local, small or medium-sized enterprise organisations. We will use the information gained from our supply chain survey to set targets for spend with suppliers from Salford.

Case Study:

Salford City Council – building the ‘social’ market place

The council has already started to build a social market place in the City – both through its own actions and through the strong partnerships that it has with the VCSE and business sectors.

Practical steps aimed at developing and anchoring the social value market in Salford include:

• Focusing development activity around three key social value objectives: increasing community activity; increasing quality job opportunities and tackling the causes of poverty as well as developing local supply chains

• Social value is a core part of the assessment process at Procurement Board

• Participation in the Social Enterprise City initiative, as well as supplier development activities in partnership with Salford Social Value Alliance, GM Social Value Network, GM Chamber of Commerce, Salford CVS and others

Successes in the last 12 months include:

• Embedding of social value ‘ask’ into all our grant giving, including the Devolved Budgets scheme where local people get to decide how the money is spent in their area

• Inclusion of social value in the Locality Plan for Health and Social Care Devolution

• Work with the Cabinet Office to share best practice in commissioning and procurement

• Provision of support for local providers to measure social value

In November 2016, the council won Social Enterprise UK’s ‘Buy Social – Market Builder’ category for its contribution towards encouraging social enterprise in Salford.

It is estimated that of the council’s spend in 2015/16 with its top 300 suppliers, around 20% is spent within the VCSE sector. Of the local spend with Salford based organisations, this figure increases to around 40% of the money that we spend in Salford.

In 2017/18 we will continue this work, carrying out a more in depth analysis of our ‘buy social’ spending.


FOUR Our next stepsThe following list of tasks aims to develop a values-based ethos at Salford City Council, to promote leadership around social value, and to collaborate with others to maximise the benefit to Salford from social impact.

Task When by

Re-launch the City Mayor’s Employment Standards Charter to include Equalities and Social Value criteria, and align with procurement arrangements

By December 2017

Work with University of Salford to develop arrangements to capture the social value created through development and construction in Salford

By December 2017

Explore how the council might introduce an employee volunteering scheme and arrangements to monitor it

By December 2017

Work to share the social value approaches, frameworks and systems through our delivery partnerships such as the Integrated Care Organisation, Urban Vision and Aspire (employee owned mutual)

By December 2017

Put in place arrangements and resources to repeat this analysis on a regular basis, and improve comparisons and target setting

By December 2017

Work with the Salford Social Value Alliance to deliver the 10% Better campaign By March 2018

Ensure that the wider social value framework is embedded in the Procurement Strategy and a clear and consistent ‘ask’ from providers is articulated through procurement documentation, and promotional materials, and the actions of key staff

By March 2018

Increase work with local businesses and business development which focuses on maximising social value – both as potential suppliers to the council and in the wider Salford business sector

By March 2018

Further develop council support for the local ‘social’ economy, including support for the Social Enterprise City movement and promoting responsible business

By March 2018

Establish a supplier network, to allow a wider range of sectors to be involved and focus on market development and potential future opportunities with the council. This includes continuously making suppliers aware of social value considerations.

By March 2019

Social Impact report 2017 - City of Salford...Social Impact report 2017 Showing how Salford City...

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