Local Economic Value, Employment and Skills as Social Value in Adult Social Care
Local economic impact is a central component of social value policy, particularly in adult social care where workforce scale, turnover and skill development directly affect communities. Commissioners increasingly expect providers to demonstrate how they support local employment, skills progression and sustainable workforce pipelines. This article sits within Social Value Policy, National Priorities & Public Sector Duties and connects to the wider Social Value Knowledge Hub. The focus here is on how employment-led social value is delivered, governed and evidenced in real operational settings.
Why Local Employment Features Prominently in Social Value
Adult social care is one of the largest local employers in many areas. Commissioners therefore view workforce practice as a legitimate social value lever, particularly where services:
- Create stable local jobs rather than transient labour models
- Offer progression routes beyond entry-level care roles
- Reduce reliance on agency or long-distance travel
Social value scoring in this area is strongest when employment commitments align with service quality, continuity of care and safeguarding outcomes.
Operational Example 1: Local Recruitment and Workforce Stability
Context: A community support provider experiences high turnover linked to long travel distances and limited career progression for support workers.
Support approach: The provider reframes social value around local recruitment and retention rather than headline job creation numbers.
Day-to-day delivery detail: Recruitment campaigns target local networks, job centres and community organisations. Rotas are redesigned to cluster work geographically, reducing unpaid travel time. New starters are allocated consistent mentors and receive structured supervision at weeks 2, 6 and 12 to address early attrition risks.
How change is evidenced: The provider tracks staff turnover at 3, 6 and 12 months, average travel time per shift, and continuity of care metrics. Improvements are reported through workforce dashboards reviewed at senior management meetings.
Operational Example 2: Skills Development Beyond Mandatory Training
Context: A supported living service employs a predominantly entry-level workforce with limited access to progression opportunities.
Support approach: Social value delivery focuses on developing transferable skills that support both service quality and long-term employability.
Day-to-day delivery detail: The provider introduces tiered roles (support worker, senior support worker, practice lead) linked to defined competencies. Training includes PBS-informed practice, safeguarding decision-making, and reflective recording. Staff are supported to complete Level 2–3 qualifications alongside supervised practice, with protected learning time built into rotas.
How change is evidenced: Progression rates, qualification completion and internal promotion data are monitored quarterly. Feedback from supervision and practice observations is used to refine development pathways.
Operational Example 3: Supporting People Into Employment
Context: A provider supports adults with learning disabilities who express interest in paid or voluntary work but face confidence and skills barriers.
Support approach: Social value commitments extend to enabling economic participation for people using services.
Day-to-day delivery detail: Staff work with individuals to identify realistic employment goals, develop work routines and liaise with local employers. Support plans include graded exposure to work environments, travel training and job coaching. Risk assessments ensure that employment activities do not increase distress or safeguarding risk.
How change is evidenced: Outcomes are recorded as sustained engagement (volunteering hours, paid work placements, skills milestones). Progress is reviewed in multidisciplinary meetings and reported to commissioners where relevant.
Commissioner Expectation
Commissioner expectation: Commissioners expect providers to demonstrate how local employment and skills development contribute to service resilience, workforce stability and improved outcomes, supported by measurable indicators.
Regulator / Inspector Expectation
Regulator expectation: Inspectors expect staff to be competent, supported and well-supervised. Where workforce instability is identified, inspectors will look for evidence of learning, improvement and sustainable staffing strategies.
Governance and Assurance Mechanisms
Employment-led social value should be governed through:
- Regular workforce data review (turnover, vacancies, progression)
- Training and competency assurance linked to practice observation
- Clear escalation where staffing pressures impact quality or safety
- Senior oversight of recruitment and retention strategies
Making Employment Social Value Credible
Credibility comes from alignment: when local employment strengthens care quality rather than competing with it. Providers that can demonstrate this alignment are better positioned in both procurement and ongoing contract management.