Answering Social Value Tender Questions

Answering Social Value Tender Questions: Expert Guide for UK Bidders

Social value now accounts for between 10-30% of tender evaluation scores in UK public sector procurement. For suppliers unprepared for this shift, it represents a significant challenge; for those who understand how to approach it effectively, social value offers a real competitive edge.

This guide provides practical advice for crafting compelling social value responses that will help you win more public contracts.

Basic Social Value Definition

Social value refers to the wider benefits a supplier delivers to a community beyond the core product or service they're contracted to provide.

When public sector organisations like councils and the NHS spend taxpayer money, they must ensure value for money while delivering quality services. Social value allows them to maximise the impact of public spending by choosing suppliers who commit to creating additional community benefits - such as local jobs, environmental improvements, or supporting disadvantaged groups - alongside their primary contract obligations.

Understanding the Social Value Frameworks

When responding to tender opportunities, you'll encounter different social value frameworks depending on which public sector body is procuring. Knowing the key frameworks and how they operate will significantly improve your responses.

The UK Government Social Value Model

Central government departments follow the Government Social Value Model, which focuses on five key themes. Your tender responses should address the specific themes most relevant to the contract:

The COVID-19 recovery theme centres on supporting communities through employment, retraining and community initiatives. Economic inequality focuses on creating jobs, skills and business opportunities, particularly for disadvantaged groups. The climate change theme emphasises environmental stewardship and sustainability measures. Equal opportunity addresses workforce inequality and reducing the disability employment gap. Finally, the wellbeing theme promotes improved health, wellbeing and community integration.

The 2025 update to the Social Value Model is mandatory from October, with a transition period starting February. It requires suppliers bidding for government contracts to give clear, measurable, and time-bound social value commitments, tailored to each contract. Standard questions and criteria must be used, based on pre-market engagement. Responses must detail how outcomes will be delivered, who will benefit, and how progress will be monitored. There is greater focus on fair work, inclusion, sustainability, and community impact. Suppliers must show how they will support under-represented groups, reduce inequality, cut carbon, and engage local communities.

This change means stronger evidence, clearer plans, and better reporting are needed in bids. Vague promises will no longer be accepted.

The National TOMs Framework

Many local authorities use the National Themes, Outcomes, Measures (TOMs) framework to evaluate social value. This framework provides a consistent methodology that allows buyers to compare bids fairly. It offers financial proxies to quantify each social value measure and calculates a value-ratio (pence in the pound) compared to contract cost.

Understanding how this works is crucial for high-value tenders where a quantitative assessment will form part of your score. The TOMs framework converts your social value commitments into a financial figure that can be objectively measured against other bidders.

Local Authority Social Value Pledges

Beyond these national frameworks, most councils have developed localised social value priorities reflecting their specific community needs. For example, Herefordshire Council structures its approach around eight distinct pledges covering social and community strength, health and wellbeing, crime and justice, economic development, education and skills, job creation, environmental protection, and leadership in social value delivery.

Common Social Value Questions and How to Answer Them

When responding to tender questions about social value, it's essential to be specific, relevant and evidenced. Generic corporate social responsibility statements won't score well. Instead, focus on crafting responses that directly address the buyer's priorities and demonstrate how you'll deliver measurable impact through the contract.

2025 Core Social Value Question

As a result of the 2025 update noted above the core social value question is:

"In no more than [enter number of] words, please set out, in a method statement and project plan, the specific, measurable and time-bound commitment(s) your organisation will make to deliver the [insert policy outcome] and the following Award Criteria below."

For Outcomes 1, 6 and 7, the response must also include a baseline:

"Please also state the total number of people who will work on the contract (measured in roles, not Full Time Equivalents)."

This question must be accompanied by the relevant award criteria and sub-criteria from the Social Value Model and refined based on market feedback - ensuring it's proportionate and relevant to the contract.

Others include:

Question: "Describe your organisation's approach to delivering social value"

This question appears in various forms across most public sector tenders. A high-scoring response needs to demonstrate your understanding of local needs and priorities while showing a clear delivery methodology.

Your answer should show understanding of the buyer's specific social value priorities by referencing their published strategies or policies. Connect your initiatives directly to the contract delivery rather than describing general company activities. Reference appropriate measurement frameworks (such as TOMs) to show you understand how impact will be assessed. Provide evidence of successful delivery on previous contracts with similar requirements, and demonstrate clear monitoring and reporting processes that will give the buyer confidence in your ability to deliver.

Example answer extract: "Our approach aligns with [Council/Authority]'s priorities on [specific themes]. For this contract, we'll create three apprenticeships for individuals from disadvantaged backgrounds in [local area], providing minimum 24-month placements with guaranteed interviews upon completion. We'll measure impact using the TOMs framework, reporting quarterly on outcomes including qualifications gained and progression rates."

Question: "Detail your specific social value commitments"

When asked about specific commitments, clarity and structure are essential. Using a table format helps evaluators quickly identify and score your commitments. Each commitment should be SMART (Specific, Measurable, Achievable, Realistic, Time-bound) and clearly linked to the contract being tendered.

Example commitment table:

Question: "How will you monitor and report on social value?"

This question tests your understanding of implementation and accountability. A strong response demonstrates you have robust systems in place to track, verify and report on your commitments.

You should detail your methodology by specifying data collection processes and their frequency throughout the contract. Outline how you'll use recognised measurement frameworks such as TOMs to ensure consistency and comparability. Explain your verification mechanisms, including any independent auditing or certification you'll use to validate your claims. Describe your reporting process to the buyer, including the format, frequency and level of detail you'll provide. Importantly, show how you'll address any delivery shortfalls through remediation plans and transparent communication.

Quantifying Your Social Value Impact

For higher-value tenders, most public sector buyers now require a quantitative assessment of your social value commitments. Understanding how this works is essential for competitive bids.

Understanding Value-Ratio Scoring

For tenders over the High Value Threshold, evaluators typically use scoring bands based on the value-ratio of your social value commitments relative to contract value. This means your social value commitments are converted into a financial figure (using proxy values) and then expressed as pence in the pound compared to the contract cost.

For people-led services:

• Excellent (10 points): 25.1p to 30p+ in the £
• Good (7): 20.1p to 25p in the £
• Satisfactory (4): 15.1p to 20p in the £
• Partial (2): 10.1p to 15p in the £
• Poor (1): 7.6p to 10p in the £
• Unsatisfactory (0): <7.5p in the £

For goods/products:

• Excellent (10 points): >10p in the £
• Good (7): 8.1p to 10p in the £
• Satisfactory (4): 5.1p to 8p in the £
• Partial (2): 3.1p to 5p in the £
• Poor (1): 1.6p to 3p in the £
• Unsatisfactory (0): <1.5p in the £

In practical terms, this means that for services contracts, you should aim to deliver social value equivalent to at least 20% of the contract value to receive a good score. For goods contracts, the expectation is lower, with 8% representing a good score.

Components of Your Response

When completing the quantitative element of a social value tender, you'll typically need to provide information across three key areas:

First, detail your local commitments through specific pledges aligned with the buyer's themes. These should be directly relevant to the contract and delivered within its timeframe. Second, provide information about local employment, including the number of local people allocated to the contract and the economic benefit this brings to the area. Third, outline your use of local suppliers, particularly SMEs and VCSEs that will form part of your supply chain or act as delivery partners.

Sector-Specific Social Value Examples

Different sectors offer unique opportunities to create social value. The most successful bidders tailor their approach to reflect both sector-specific opportunities and the particular needs of the contract location. Here are practical examples from three common sectors:

Construction Sector

Construction contracts offer substantial social value potential due to their high value and direct community impact. Effective commitments might include creating a specific number of apprenticeships for local residents in trades with recognised skills shortages. You could establish a community liaison group to manage site impacts and foster positive relationships with neighbours. Committing to use a defined percentage of sustainable or recycled materials in the build demonstrates environmental consciousness. Delivering construction career workshops with local schools creates educational opportunities while building your future talent pipeline. Creating measurable biodiversity net gain through habitat creation on site can address environmental objectives while leaving a positive legacy.

IT Services

Technology contracts present different but equally valuable opportunities. Consider committing to provide refurbished computers to specific community organisations, addressing digital inclusion while reducing electronic waste. You might deliver digital skills workshops for disadvantaged groups, helping bridge the digital divide. Creating data analysis apprenticeships for local young people combines skills development with addressing sector shortages. Reducing carbon impact through green hosting solutions demonstrates environmental responsibility. Supporting local tech SMEs through defined subcontracting opportunities helps build local economic capacity.

Professional Services

For professional services contracts, focus on leveraging your expertise for community benefit. This might include delivering pro bono consultancy to local social enterprises tackling specific community challenges. Consider providing structured mentoring sessions to underrepresented groups seeking to enter your profession. Establishing work experience placements for local schools helps build aspirations and future pathways. Reducing business travel emissions through virtual meetings addresses environmental objectives. Training staff as mental health first aiders creates both workforce and community benefits.

Contract Management and Delivery

Social value commitments are increasingly becoming contractual obligations rather than voluntary initiatives. This means you must be prepared to deliver, evidence and report on everything you promise during the tender stage.

Most contracts will require regular reporting on social value commitments. Local commitments typically require quarterly reporting, while local employment and supplier outcomes are usually reported every six months. All progress must be evidenced against the specific commitments made during the tender stage. You'll need to provide supporting evidence such as employment records, training certificates, feedback surveys and other verification documents.

Failure to deliver your social value commitments may affect contract renewal opportunities or impact your reputation for future bids. With the Procurement Bill set to make contract performance data more transparent, your delivery record will increasingly become public knowledge.

Evidence Requirements for Common Social Value Measures

Knowing what evidence will be required helps you make realistic commitments that you can properly document:

Practical Guidance for Social Value Success

Success in social value tendering comes from thorough preparation and realistic commitments. Always research the buyer's social value priorities before responding, looking at their website, previous contract notices, and local economic strategies. Focus on contract-relevant commitments rather than general corporate social responsibility activities that aren't connected to the specific contract.

Make only SMART commitments you can genuinely deliver and evidence. Vague promises without measurement mechanisms will score poorly. Demonstrate a clear understanding of local needs and challenges by referencing local deprivation data, skills gaps, or environmental priorities. Where possible, include beneficiary voices in your design and delivery approach to show co-creation rather than imposition of solutions.

Ensure your supply chain is engaged and committed before including their activities in your response. Many social value commitments depend on supplier cooperation, so secure their buy-in early. Prepare for robust contract management and monitoring by establishing internal systems to track and report on your commitments. Build in some flexibility to adapt to changing community needs throughout the contract term.

Include brief case studies of previous successful social value delivery to build credibility in your response. Finally, don't over-promise - social value commitments are increasingly becoming contractual obligations with performance implications.

By focusing on targeted, measurable and relevant social value that addresses the specific needs of the contracting authority's local area, you'll significantly increase your chances of tender success while delivering meaningful community impact.

Thornton & Lowe Social Value Company Help

Thornton & Lowe supports organisations bidding for public sector contracts by helping them respond effectively to the updated Social Value Model. Whether you're looking to outsource your entire social value response or improve your internal capability, we can help. Our outsourced social value bid writing service gives you access to experienced consultants who develop clear, contract-specific responses that meet the new measurable and time-bound requirements. We also offer tailored training to upskill your team, ensuring they understand how to interpret the model and apply it confidently in bids. For those needing a final check, our bid review service provides expert feedback to strengthen your submission and ensure compliance.

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