Issue - meetings

Report from the Director of Policy, Strategy and Engagement.

Recommendations:

That Cabinet:

1.    Receive the annual report, noting the social value commitments along with outcomes delivered. 

2.    Approve that the key priorities for 2026/27 are:

a.    Continuing to ensure social value commitments made within the procurement process are delivered through  ...  view the full agenda text for item 46

Consideration was given to the report which provided the annual update on the progress against the Social Value Policy, including the amount of value committed and delivered through Council contracts. Since the last annual report in June 2025, good progress had been made to further strengthen delivery of the Social  ...  view the full minutes text for item 46

Report from the Director of Policy, Strategy and Engagement.

Recommendations:

That Cabinet:

1.    Receive the annual report, noting the social value commitments along with outcomes delivered. 

2.    Approve that the key priorities for 2026/27 are:

a.    Continuing to ensure social value commitments made within the procurement process are delivered through contracts.

b.    Championing democratic business models through employee ownership and 21st century social clubs.

c.     Continuing to build on opportunities to support residents into employment and strengthen access to good-quality jobs across the borough.

d.    Enabling more socially productive use of land and property.

e.    Following the changes proposed nationally, exploring how to maximise local benefits from investment. 

3.    Agree to delegate authority to the Director Policy, Strategy and Engagement, in consultation with the Leader of the Council, to extend the Social Value Policy approved by Cabinet in March 2024 to March 2029.

At the Chair’s invitation, Councillor Read, Leader of the Council, presented the annual Social Value Report. It was noted that the report had been aligned with the wider Community Wealth Building agenda. Social value commitments had increased by 30% and delivery by 50% since the previous report, generating £23 million of social value through local jobs, apprenticeships and increased spending within the local economy.

Support provided through procurement brokerage; the Go for Growth programme and partnership working was highlighted as helping local businesses and residents access economic opportunities. An update was also provided on employee ownership and co-operative development, including engagement with more than 30 businesses and support for eight social clubs.

RDASH's achievement of Real Living Wage accreditation was welcomed, alongside the continued contribution of partner organisations through the Rotherham Together Partnership. Priorities for further strengthening social value delivery were outlined, and reference was made to emerging national procurement reforms intended to improve accountability for suppliers' social value commitments.

The Director of Policy, Strategy and Engagement, Jane Maxwell welcomed the progress made through the Social Value programme and advised that work was underway to strengthen the Council’s approach to community wealth building. It was noted that internal arrangements would be reviewed to ensure the right services were engaged and that close working with procurement and contract management colleagues would continue to maximise social value opportunities. Emphasis was placed on both contractual measures and strong supplier relationships to support the delivery of positive outcomes for residents.

The Chair invited members of the Overview and Scrutiny Management Board (OSMB) to raise questions and queries, Councillor Blackham referred to recent Government changes that had reduced the tax advantages associated with employee ownership and asked whether these changes were affecting demand for the support provided, what impact was anticipated, and how the Council intended to respond.

The Leader advised that recent changes to tax incentives had led some businesses to question whether employee ownership remained as attractive as previously but stated that it was too early to assess the long-term impact on demand for support. It was noted that work had expanded into the 21st Century Social Clubs programme and that much of the employee ownership support focused on business owners approaching retirement, promoting employee ownership as a means of protecting the long-term values and continuity of businesses. It was confirmed that the tax changes had not altered the Council’s overall approach and that the wider effects would continue to be monitored.

Councillor Blackham asked when the current uncertainty surrounding employee ownership demand was expected to become clearer. Concern was raised that, if fewer businesses pursued employee ownership because of changes to tax incentives, the dedicated officer resource could become underutilised, and clarification was sought on whether alternative uses for that resource were being considered.

The Leader advised that there were no plans to redeploy the dedicated officer, as there remained ongoing work to support existing employee-owned businesses and those considering employee ownership. It was noted that the officer continued to play a  ...  view the full minutes text for item 36