Designing Social Value Measurement Frameworks That Withstand Scrutiny

Many adult social care providers struggle not because they lack social value activity, but because they lack a coherent framework for measuring and evidencing it. Without a structured approach, social value reporting often becomes fragmented, inconsistent and difficult to defend under commissioner scrutiny. A well-designed measurement framework provides clarity, consistency and confidence.

This article builds on related guidance within the Knowledge Hub, including measuring and reporting social value and economic social value and local spend. It focuses on how providers can design frameworks that work in real operational settings.

What a Social Value Measurement Framework Should Do

A social value framework is not a complex academic model. At its core, it should provide a clear structure for identifying what social value the service delivers, how it is measured and how evidence is reviewed over time.

An effective framework should:

  • Align with local commissioner priorities and strategies
  • Be proportionate to the size and scope of the service
  • Use data that can be reliably collected
  • Support both tender responses and ongoing contract management

Frameworks that are too ambitious or overly complex often fail because they are not sustainable in day-to-day operations.

Defining Clear Measurement Domains

Most successful frameworks group social value activity into a small number of domains. This helps teams understand what they are measuring and avoids duplication.

Common domains in adult social care include workforce, local economy, community engagement and environmental sustainability. Each domain should have clearly defined indicators that reflect real delivery rather than abstract ambition.

For example, workforce indicators might include local recruitment rates, progression pathways and training investment, rather than vague statements about being a β€œgood employer”.

Operational Examples of Framework Design

Example one: A supported living provider creates a simple scorecard tracking local recruitment, retention and internal promotion. Data is drawn directly from HR systems and reviewed quarterly by the management team.

Example two: A homecare provider develops a procurement log that records spend with local suppliers. This information is reviewed annually and compared against previous years to demonstrate trend data.

Example three: A learning disability service uses structured feedback tools to capture community participation outcomes, linking these to individual support plans and service-level reviews.

Each example shows how frameworks work best when integrated into existing operational systems.

Commissioner Expectations of Measurement Frameworks

Commissioners typically expect frameworks to be transparent and repeatable. They should be able to see how data is collected, how often it is reviewed and who is responsible for oversight.

Frameworks that rely heavily on ad-hoc surveys or one-off initiatives often raise concerns about reliability. Commissioners generally prefer fewer indicators that are measured consistently over time.

Governance and Review Mechanisms

A framework without governance quickly loses credibility. Providers should be able to demonstrate that social value data is reviewed at appropriate levels and informs decision-making.

This often includes regular management reviews, escalation of risks or underperformance and clear accountability for improvement actions. Embedding social value into governance structures reinforces its importance alongside quality and safeguarding.

Keeping Frameworks Practical and Sustainable

The most effective frameworks evolve over time. Providers should periodically review indicators to ensure they remain relevant and achievable, particularly as services grow or contracts change.

Practical, well-governed frameworks help providers evidence social value confidently and reduce the risk of challenge during tenders, audits or contract reviews.


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Written by Impact Guru, editorial oversight by Mike Harrison, Founder of Impact Guru Ltd β€” bringing extensive experience in health and social care tenders, commissioning and strategy.

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