The Rise of Social Value
An introduction to Social Value and its importance in public sector tendering

- Economic: creating x apprenticeships per annum; using x% local supply chain; increasing local employment by x or x%; investing x hours supporting local small businesses
- Environmental: reducing carbon footprint by x tonnes; achieving x% recycling; reducing landfill by x%; reducing water consumption by x
- Social: providing x volunteering hours volunteering; making £x donations to local charities; providing x support for disadvantaged people; paying the Living Wage
- Themes (5 key principles):
- Promoting skills and employment
- Supporting the growth of responsible regional businesses
- Creating healthier, safer and more resilient communities
- Protecting and improving our environment
- Promoting social innovation
- Outcomes (18 pre-defined objectives or goals, aligned to the 5 Themes.
- For example:
- Theme: Promoting skills and employment
- Outcome 1: More local people in employment
- Measures (38 measures that can be used to assess whether these Outcomes have been achieved.
- For example:
- Theme: Promoting skills and employment
- Outcome 1: More local people in employment
- Measure 1: No. of local people employed on contract for one year or the whole duration of the contract, whichever is shorter
- Theme 1: COVID-19 recovery:
- Outcome: Help local communities to manage and recover from the impact of COVID-19
- Theme 2: Tackling economic inequality:
- Outcome: Create new businesses, new jobs and new skills
- Outcome: Increase supply chain resilience and capacity
- Theme 3: Fighting climate change:
- Outcome: Effective stewardship of the environment
- Theme 4: Equal opportunity:
- Outcome: Reduce the disability employment gap
- Outcome: Tackle workforce inequality
- Theme 5: Wellbeing:
- Outcome: Improve health and wellbeing
- Outcome: Improve community integration
Some buyers seem to be working sensibly. Sadly, there is a big “but”. Experience so far suggests that many buyers are far from savvy about how to use PPN 06/20 or the guidance. Here are some recent examples:
- A link to the PPN asking suppliers to pick an outcome and write about it. Admittedly, this makes it easier for suppliers, but it hardly leads to a fair apples and apples comparison and it’s certainly not specific or local.
- One Theme and Outcome selected with an unedited cut and paste of the Social Value Model guidance. Fairer, yes, but not necessarily relevant and proportionate.
- Savvier public sector organisations using their own custom-built Social Value models. At least this approach makes it local, but it generates more work for the suppliers who have to tune into a different set of criteria.
- “Tell us what you can do for us on Social Value.” That one doesn’t even deserve a comment!
Such nonsense leaves suppliers either asking for clarification – which is often met with equal nonsense – or guessing what the “right” answer is.
What now for suppliers?
If you want to supply to the public sector, you certainly need to wake up and smell the Fairtrade coffee. Social Value is serious (remember that minimum 10%) and specific (directly relevant to a local area, not just general policies). And don’t think this is just for the big companies. If you are a small or medium-sized enterprise (SME) competing for public sector contracts, don’t expect any favours. Think positively - the desire to have more SMEs and Social Enterprises as public sector suppliers has fuelled the increased importance of Social Value and they are often well-positioned to make a strong local impact.
When you receive your next tender documentation, check the percentage set for Social Value. Also check the scoring criteria - you may have to achieve a minimum score to stay in the game. If a minimum score requires you to demonstrate something you haven’t got or can’t do, then qualify out quickly. But also remember that minimum scores probably aren’t good enough to win – you really need to work hard to maximise every score, so get your Social Value position straight.
If you receive a sensible Social Value request, thank your lucky stars that you have an informed buyer. And if you receive nonsense? Start with the Social Value Model. Use your best judgement on what’s local, specific, relevant and proportionate. Follow the guidance when constructing your response and tell them that’s what you’ve done. Make sure you include clear actions, timelines and measurable outcomes. Use the National TOMs to find benchmarked values and note there is a current consultation about formally linking them and the Social Value Model together.
Beyond the next proposal, think ahead and prepare. A good start is to get your board to recognise the importance of Social Value and to put it on the same footing as other corporate initiatives. Start to curate all your Social Value collateral along with questions you receive and your responses. Gather scores and feedback, then loop round a continuous improvement process so you get better every time.
What does the future hold?
The purpose of Social Value is genuine – to bring a thoughtful and caring side to procurement and encourage buyers and suppliers to be accountable for the well-being of the community through their actions. I can see it becoming equally as important in the private sector as the public sector.
A systematic approach can bring clarity and consistency, both crucial to support a fair procurement process where questions are relevant and appropriate, and assessment unbiassed. On the flip-side, systematisation can make things mechanical and remove the genuine thought and care. There is a risk that Social Value will become something we all pay lip service to in the interests of winning a contract.
I hope this article has given you a taste of Social Value and inspires you to research and begin your Social Value journey if you haven’t already done so. And don’t forget to keep your carbon emissions low as you travel the Social Value road!
* No recommendation or endorsement is implied through mention of any organisation in this blog