Agenda item

Four questions on notice had been submitted for this meeting.

 

Social Value

 

Councillor Sid Khan asked the Leader: “Can the leader tell us how Redditch Borough Council has factored in Social Value in its contracting and tendering process in accordance with the Social Value Act 2012 for recent and?ongoing Redditch Borough Council Regeneration projects?”  

 

The Leader responded “Whilst the Council does not have a formal Social Value policy, Social Value is now considered in every major procurement undertaken.  The extent and nature of Social Value included in an individual procurement depend on the specifics of each project.

 

Social value is scored as part of the quality evaluation on any major procurement.  An example of Social Value scored in a recent Redditch Borough Council regeneration project is as follows:

 

Social Value and support to the Community and Local Businesses

 

Provide details of how you will ensure the local supply chain, subcontractors and people benefit fromthis project? How will you monitor local supply chain spend?

What are your quantifiable social valuecommitments to this project?
Consider how will your company directly improve the local economy, what local jobs will be createdand sustained by you to complete the works, what local Bidders will you utilise and what training orapprenticeship schemes will be provided.
What support will be offered to local community organisations to support their development.
What facilities will be provided for use by community groups and voluntary organisations as a direct result of this contract.
What time will be allowed for your employees to volunteer for community work in the local area (Number ofhours).

What donations to be made to local community funds to support local causes (value).
What is the total amount (£) to be spent in the local supply chain within the local area through the contract (value per year).
Provide details of support to be provided for local businesses to assist them to survive and grow (Number of hours).”

 

Councillor Khan asked a supplementary question about what social value the Council had gained for its residents in tangible and monetary terms.

 

The Leader replied that although no formal policy was in place social value was considered in every major procurement undertaken.  He agreed to provide an answer to the detail in the question outside the meeting.

 

 

 

Armed Forces Champion

 

Councillor Joe Baker asked the Leader “In the public interest can the Leader explain what exactly is the role of the Council’s Armed Forces Champion?”

 

The Leader replied: “The Armed Forces Champion is appointed by Council at the Annual Council meeting in May. 

 

Our Armed Forces Champion is currently Councillor Fogg and this appointment was made at our AGM as part of the appointment to outside bodies process.  We are invited to appoint to the role by Worcestershire County Council’s Armed Forces Covenant Partnership. 

 

The purpose of the role is:

 

To act as a positive focus for the local community at elected Member level in respect of the Armed Forces Covenant.

 

The responsibilities are:

 

·       Act as an advocate on behalf of the Armed Forces Covenant within the Council and to the wider community.

·       Become an active member of Worcestershire’s Armed Forces Covenant Partnership, working collaboratively with other District Council Champions, officers and stakeholders to improve access to local services to ensure our local armed forces community is not disadvantaged in any way.

·       Champion and be a public point of contact for the local armed forces community including serving / reservists / veterans / spouses / families / carers.

·       Become familiar with the needs and priorities of the armed forces community in Worcestershire in order to accurately address their needs.

·       Act as a conduit between Worcestershire’s Armed Forces Covenant Partnership and the District Council in order to make departments aware of relevant issues and where necessary ensure that the covenant is being implemented as part of the District Council’s commitment to the Armed Forces Covenant.

·       To engage with relevant local groups and organisations who support the armed forces community, such as local military charities, voluntary groups, and so on.

·       Ensure that officers who have daily contact with the public are aware of the Covenant and understand how it impacts upon local services and delivery.

·       Support local activities and events presented by Armed Forces Week and Remembrance Day.

·       Promote the Armed Forces Covenant to local businesses and organisations.”

 

Councillor Baker asked a supplementary question in which he referred to Councillor Sid Khan’s attendance at various events associated with the Armed Forces and asked whether the Leader would thank him for doing so.  The Leader replied that he was very appreciative to Councillor Khan for attending the Remembrance Sunday service.  However, he was not prepared to comment on Councillor Fogg’s attendance in his absence from the Council meeting.

 

Public Sector Equality Duty – Play Strategy

 

Councillor Jane Spilsbury asked the Leader: “Can the Leader explain how the council meets its obligations under the Public Sector Equality Duty, particularly in regard to the Play Strategy?”

 

The Leader replied: “The Public Sector Equality Duty (section 149 of the Act) came into force on 5th April 2011. The Equality Duty applies to public bodies and others carrying out public functions. It supports good decision-making by ensuring public bodies consider how different people will be affected by their activities, helping them to deliver policies and services which are efficient and effective, accessible to all, and which meet different people’s needs. The Equality Duty is supported by specific duties, set out in regulations which came into force on 10^th September 2011.

 

All play areas are in locations accessible to all.  A range of equipment and opportunity is currently provided.

Regarding the Play Provision Strategy, the important purposes are:

·       Sound decision making around our provision both current and proposed.

·       Management of our provision in line with strategies, audits, and policies (i.e. Parks, Leisure Culture Strategies / management plans, play audits, inspections).

·       How we procure our new sites and improve / refurbish existing, working in line with standards, codes of practices, legal requirements, and the manufacturer’s guidance.

·       The services we provide (i.e. play value and accessibility).

To expand on the points above, we make decisions regarding our provision which are based on a competent and thorough inspection regime, staff insight and knowledge, site user feedback, and budget/funding management. We ensure our provision complies with codes of conduct, professional body/bodies’ guidance and that it operates within the set standards.

We have started to undertake strategy recommendations and audit works on our facilities and provisions, to ensure our parks and play provisions continue to be kept to a high standard and deficiencies are addressed.

We regularly consult site users and residents on proposed new play provisions and site refurbishments to ensure we are meeting the users’ needs. Frameworks are used to ensure goods and services are sourced in the correct manner.

In relation to inclusivity and disabled access, our play audit/investment strategy has cross referenced play provision accessibility with demographic health data including: Health Deprivation and Disability; Population aged 12 and Under and Child Obesity. This will provide the Council with the opportunity to address deficiencies where reasonable and meet service needs.”  The Leader explained that he would arrange for relevant website links to be sent to Councillor Spilsbury.

 

Councillor Spilsbury referred to Matchborough having a high proportion of families with young children living in disadvantaged circumstances and a higher-than-average proportion of adolescents living with obesity, and asked in a supplementary question how these issues were ignored in the decision-making process for the Play Strategy.

 

The Leader replied that the audit and recommendations were produced by an external body.  He suggested that if a Parks Strategy had existed previously, the equipment might have been better maintained over time and there might not have been a need to decommission some facilities.  Members were reminded that public consultation had taken place.

 

Digital Manufacturing and Innovation Centre

 

Councillor James Fardoe asked the Leader, “Could the Leader of the Council describe, in Layman’s terms, what a Digital Manufacturing and Innovation Centre is?”

 

The Leader responded that “As set out in the business case dated the 19^th August 2021, The Digital Manufacturing and Innovation Centre (DMIC) is a new 2,500m² facility which will provide flexible office and workspace for start-ups as well as providing support to existing manufacturing businesses. The centre seeks to help develop more innovation within the Redditch economy and encourage productivity growth within the manufacturing sector through, in particular, the development of digital and 5G technologies. It will also provide access to advanced equipment such as 3D printers and offer more opportunities for employees to develop digital skills through on the job learning.

 

For further context:

 

The need for the DMIC is driven by a number of key challenges faced by the Redditch economy. The key challenges that it will help to address are:

 

• An enterprise deficit: Redditch suffers from an enterprise deficit, with a low rate of business startups (44.6 per 100,000 per annum compared to the national average of 60.4 in 2018).

• Low educational attainment: Redditch has poor educational outcomes, and a smaller than average population of individuals educated to degree level (27.8%, 12 percentage points lower than the national average in 2018).

• Aging assets:The town has a wide range of aging assets which reduce the value of the public realm and overall appeal of the town. This includes the current police station, which will be relocated to allow the current site to be demolished ahead of the development of the DMIC.

 

The DMIC will help tackle these challenges and in so doing will help create a number of new opportunities for Redditch. These opportunities include: retaining more educated young workers; creating more innovation through the provision of a clear focal point in the town; improving digital and 5G connectivity; and increasing employability through the provision of a higher level of digital skills.”

 

Councillor Fardoe asked a supplementary question, “How many companies and businesses have shown an active interest in using the space and facilities provided by the DMIC?”

 

The Leader replied that the Council had spoken to local estate agents who had confirmed that there was unmet demand for office space, startups and commercial space in Redditch which were not being fulfilled.  Ageing buildings and improving educational attainment were a challenge.  There was a 30% manufacturing base in Redditch, but it did not feature in education and the DMIC aimed to address this.  The Leader offered to arrange a visit to the Greater Birmingham and Solihull Institute of Technology which would give an insight into what was trying to be achieved in the DMIC.