.png)
Social Value has always mattered in public sector procurement. Today, it is becoming decisive.
The direction of travel is clear. When Andy Burnham argued in his recent speech (29th June) that public procurement should be used to strengthen British industry, create apprenticeships and generate local economic value, he was highlighting a wider shift already underway.
Since February 2025, central government contracts have carried a mandatory minimum 10% social value weighting, yet we are increasingly seeing procurements weighted at 20%. And last month we delivered a client SV response where the weighting was 30%, with the evaluation focused on demonstrable benefits to local communities, young people, and regional economies. The expectation has also changed: authorities are no longer merely considering public benefit; they are expected to maximise and monitor it throughout contract delivery.
For organisations bidding into government, the NHS and local authorities, social value is no longer the final page of a submission, left to the account team to write. It is increasingly a key differentiator between otherwise similar bids. The difference between high and low scoring can be nuanced, requires real social value sector expertise to both craft and deliver in practice.
We've seen this first-hand across our work this year. Across the first half of 2026 alone, we have contributed to social value work supporting bids and programmes associated with more than £2 billion of government contract opportunities.
Our team has supported clients through every stage of the social value journey: developing long-term strategies, undertaking place-based research, reviewing and improving tender responses, building ground up programmes and delivering high scoring responses, creating impact reports, designing delivery frameworks, and helping organisations evidence the value they already create. Projects have ranged from public safety and healthcare to education, infrastructure, housing and technology, with clients seeking support not only to win contracts but also to build credible, measurable and deliverable social value programmes.
Evaluators specifically look for commitments that are specific, measurable, achievable, realistic and time-bound, rewarding local relevance and accountability. Generic commitments are giving way to targeted initiatives linked to local priorities, measurable outcomes and long-term delivery plans. In short, social value is maturing.
Which brings us to what's next.
Over recent months, we have been quietly exploring ways to make it easier for organisations to turn good intentions into meaningful impact. One of the challenges we repeatedly encounter is connecting businesses with the right charities, community groups, environmental organisations and specialist partners who can help deliver social value commitments in practice.
We're not ready to share everything just yet, but work is underway on a new social value network designed to help bridge that gap.
Watch this space. The social value market is evolving rapidly, and we believe the next phase will be defined not by promises, but by partnerships.
Do you need support with the Social Value elements of a proposal?
Our team of experts are here to help.
.webp?width=440&height=443&name=Grace%20Manson%20%20(1).webp)
Frequently asked questions
What is social value in a public sector bid?
Social value is the additional economic, social and environmental benefit delivered alongside the core contract being procured. In tenders it is scored and weighted, often at ten percent or more of the quality marks, so it can be decisive when bids are close.
Why do good organisations still lose marks on social value?
Most organisations lose marks not because the underlying work is weak, but because of how that work is shaped, timed and written into the bid. Social value brought in late, written generically, or sitting apart from the wider bid story consistently scores below the work it describes.
Is the social value response the same for every bid?
No. The Social Value Model and award criteria are recognisable from tender to tender, but the commitments have to be tailored to the specific contract, sector, buyer and community. A response that could be copied and pasted across bids is a red flag to evaluators.
What makes a strong social value response?
A strong response sets out contract-specific, measurable commitments backed by a clear delivery plan: what you will do, who will do it, when, and how you will measure and report on it. It also evidences a genuine understanding of local need and sets out proper governance and accountability.
What language should you avoid in a social value response?
Avoid tentative phrasing such as "we aim to" or "we hope to," which evaluators read as a lack of commitment. Confident, specific language ("we will hire five apprentices on this contract") builds the credibility that scores well.
How much social value should you commit relative to the contract value?
There is no fixed industry rule. It comes down to proportionality and relevance, and quality matters more than quantity: a smaller, well-evidenced, deliverable commitment will usually outscore a larger one with no credible delivery detail, which is why SMEs can still write top-scoring responses.
How is social value in bids changing under the Procurement Act 2023?
The emphasis is shifting from promises to proof. The Procurement Act 2023 and the current Social Value Model (PPN 002) place greater weight on measurable outcomes and contract management, so evaluators increasingly assess how likely your commitments are to actually be delivered, not just what you have committed to.
