5 Ways to Strengthen Social Care Tenders Under the Procurement Act 2023

The Procurement Act 2023 has introduced a more transparent and flexible framework for public procurement. For adult social care providers, however, the practical effect is that tender responses must now demonstrate stronger governance, clearer delivery models and more credible evidence of outcomes. Guidance within the Procurement Act 2023 knowledge hub and the wider Governance & Leadership guidance series highlights the same reality: successful bids increasingly rely on operational credibility rather than generic policy statements.

Why tender expectations are changing

Under the new procurement framework, commissioners can design evaluation processes that focus more directly on delivery capability and service outcomes. This means that providers must show not only what they intend to do, but also how their governance structures and operational systems support safe, effective delivery.

For many organisations, this requires a shift in how tender responses are written. Instead of relying on theoretical descriptions of policies and procedures, providers must demonstrate real operational examples and structured governance oversight.

1. Link governance directly to service delivery

Strong bids explain how leadership oversight supports day-to-day service delivery. Rather than simply describing governance committees or quality frameworks, providers should explain how those systems influence operational decisions.

For example, governance meetings may review incident reports, safeguarding referrals and audit results, ensuring leadership remains informed about service performance. This demonstrates that governance is actively guiding service delivery rather than existing only on paper.

Operational example: integrating quality audits into governance review

A domiciliary care provider responding to a tender described how its audit programme supported continuous improvement. Monthly audits reviewed care planning quality, medication administration and safeguarding practice.

The results were escalated to governance meetings chaired by senior leadership. Where issues were identified, action plans were developed and monitored through subsequent reviews. This allowed the provider to demonstrate a clear link between governance and operational improvement.

2. Provide real examples of service improvement

Commissioners increasingly expect evidence that providers learn from experience. Tender responses should therefore include examples of how governance systems have supported improvement.

This could involve reviewing incident trends, responding to service-user feedback or strengthening staff training in response to identified risks.

Operational example: responding to safeguarding themes

A supported living provider identified recurring safeguarding concerns related to communication support for individuals with complex needs. Governance review highlighted the pattern and led to additional staff training and revised support planning guidance.

By describing this process within its tender submission, the provider demonstrated that governance systems supported learning and improvement.

3. Demonstrate clear leadership accountability

Commissioners want to know who is responsible for key aspects of service delivery. Tender responses should therefore explain leadership roles clearly and show how accountability flows through the organisation.

This includes identifying who oversees quality assurance, safeguarding escalation and operational risk management.

Operational example: clarifying leadership oversight

A residential care provider strengthened its tender responses by clarifying how the Registered Manager worked with senior leadership to oversee governance. Monthly quality reviews were led by the manager, while strategic oversight was provided through quarterly governance meetings involving directors.

This ensured leadership accountability was visible at both operational and strategic levels.

4. Show how risks are identified and managed

Risk management is increasingly central to procurement evaluation. Providers should explain how risks are identified, monitored and addressed through governance systems.

This may include structured risk registers, incident reporting processes and escalation routes to senior leadership.

5. Align governance with outcomes and service quality

Finally, providers should ensure governance systems support service outcomes. Commissioners want evidence that governance contributes to better care, improved safety and stronger service user experiences.

Governance that actively monitors outcomes and service performance is far more persuasive than governance that focuses solely on compliance.

Commissioner expectation: evidence of credible delivery systems

Commissioner expectation: Commissioners expect providers to demonstrate structured governance arrangements that support safe, effective service delivery. Tender responses should clearly show how leadership oversight, quality monitoring and risk management contribute to service outcomes.

Regulator / Inspector expectation: governance must support continuous improvement

Regulator / Inspector expectation: CQC expectations around well-led services remain closely aligned with procurement evaluation. Providers should demonstrate governance systems that monitor quality, respond to risk and support continuous improvement.

Building stronger bids under the new procurement regime

The Procurement Act 2023 is transforming how social care tenders are evaluated. Providers that respond effectively will be those able to demonstrate strong governance, credible leadership and real operational evidence.

By linking governance systems to service delivery and providing practical examples of improvement, organisations can produce far more persuasive bids and strengthen their chances of success in the evolving commissioning landscape.

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