Measuring Social Value in Adult Social Care: From Policy Commitments to Real-World Impact
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Measuring social value in adult social care has shifted from a “nice to have” to a fundamental requirement. Commissioners increasingly expect providers to demonstrate not just what they do, but the wider social, economic and community impact of their services. This includes workforce development, local economic contribution, community engagement and long-term sustainability. Providers that rely on broad statements of intent without clear evidence often struggle in tenders, contract reviews and quality assurance processes.
This article builds on wider social value guidance available within the Knowledge Hub, including social value in social care and tenders and community benefit and local partnerships. It focuses specifically on how providers can measure, evidence and report social value in a way that stands up to commissioner scrutiny.
Why Measuring Social Value Matters to Commissioners
Commissioners are under pressure to demonstrate that public funding delivers benefits beyond core service delivery. This includes alignment with local authority priorities, Integrated Care System objectives and national policy frameworks such as the Social Value Act. As a result, social value measurement has become embedded in tender evaluation criteria, contract monitoring and provider assurance processes.
From a commissioner perspective, effective social value measurement provides confidence that a provider:
- Understands local needs and priorities
- Is delivering benefits beyond statutory minimum requirements
- Can evidence impact rather than relying on aspiration
- Has governance systems in place to monitor delivery over time
Providers that cannot demonstrate this clearly often lose points in competitive tenders or face additional scrutiny during contract reviews.
Defining What to Measure: Moving Beyond Generic Claims
A common weakness in social value reporting is the use of generic claims such as “supporting the local community” or “investing in staff development” without defining what this means in practice. Effective measurement starts with clarity about what social value looks like within the context of the service.
For adult social care providers, this often includes:
- Employment and progression of local people
- Use of local suppliers and businesses
- Support for community groups, voluntary organisations and networks
- Reducing health inequalities and promoting inclusion
- Environmental sustainability linked to service delivery
Each of these areas needs clear definitions, measurable indicators and realistic targets that reflect the size, scope and context of the service.
Operational Examples of Social Value Measurement
Real-world social value measurement works best when embedded into day-to-day operations rather than treated as a separate reporting exercise.
Example one: A supported living provider tracks the percentage of its workforce recruited locally, alongside retention rates and progression into senior roles. This data is reviewed quarterly and reported alongside qualitative case studies showing how employment has improved financial stability and wellbeing for staff.
Example two: A domiciliary care provider monitors spend with local suppliers for uniforms, training venues and maintenance services. This information is collated annually and used to demonstrate contribution to the local economy, supported by invoices and procurement records.
Example three: A learning disability service records structured involvement of people supported in co-producing activities, community projects and service improvements. Outcomes are measured through participation rates, feedback surveys and tangible changes made as a result.
These examples show how measurement combines quantitative data with qualitative evidence to create a credible picture of impact.
Commissioner and Regulator Expectations
Commissioners typically expect social value measurement to be:
- Proportionate to the size and value of the contract
- Clearly linked to local priorities and strategies
- Consistently measured over time, not just at contract award
- Subject to internal review and challenge
Inspectors and contract managers also expect providers to avoid double-counting routine activity as social value. For example, mandatory training or statutory compliance should not be presented as additional benefit unless it demonstrably exceeds baseline requirements.
Governance and Assurance Mechanisms
Strong social value reporting relies on governance structures that ensure accuracy and accountability. This often includes named leads responsible for data collection, senior oversight through management meetings and periodic internal audits of reported information.
Providers with mature systems often align social value reporting with existing quality, governance and performance frameworks, reducing duplication and improving reliability.
Reporting Social Value Clearly and Credibly
Effective reporting focuses on clarity rather than volume. Commissioners generally prefer concise reports that clearly explain what was delivered, how it was measured and what difference it made.
Well-structured social value reports typically include:
- A summary of commitments made
- Evidence of delivery against each commitment
- Explanation of challenges or underperformance
- Planned actions for improvement
This approach builds trust and positions the provider as transparent, reflective and credible.
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