The Social Value Act Explained for Adult Social Care Providers
The Social Value Act provides the legal foundation for how public bodies consider wider social, economic and environmental benefit when commissioning services. While the Act itself is brief, its influence on adult social care commissioning is substantial. Providers are expected to understand how social value considerations shape procurement, evaluation and ongoing contract management. This article forms part of the Social Value Policy, National Priorities & Public Sector Duties series and complements the wider Social Value Knowledge Hub content.
What the Social Value Act Requires
The Social Value Act requires public authorities to consider how services they procure might improve economic, social and environmental wellbeing in their area. Importantly, the Act does not mandate specific outcomes; instead, it requires consideration at the pre-procurement stage and proportional application throughout the commissioning process.
For adult social care providers, this means commissioners are legally required to think beyond immediate service delivery and consider broader impact, including workforce development, community resilience and sustainability.
How the Act Influences Tender Evaluation
In practice, the Act has led to social value being formally weighted within tender evaluations. Providers must demonstrate how their delivery model contributes to identified priorities without compromising care quality or safety.
Commissioners often assess:
- Relevance of proposed social value outcomes to the service
- Deliverability within the contract term
- Credibility of monitoring and reporting arrangements
Operational Example 1: Employment and Skills
Context: A local authority commissions supported living services in an area with high unemployment.
Support approach: The provider integrates local recruitment and apprenticeship pathways into workforce planning.
Day-to-day delivery: Managers work with local colleges, provide mentoring and track progression outcomes.
Evidence of effectiveness: Increased retention rates and reduced vacancy levels are reported to commissioners.
Operational Example 2: Equality and Inclusion
Context: A community mental health provider serves a diverse population with varying access barriers.
Support approach: Social value focuses on inclusive access and culturally competent practice.
Day-to-day delivery: Staff receive targeted training, and service materials are adapted to community needs.
Evidence of effectiveness: Improved engagement rates and positive service user feedback are evidenced.
Operational Example 3: Environmental Sustainability
Context: A provider delivers outreach services across a rural footprint.
Support approach: Environmental commitments are aligned to operational efficiency.
Day-to-day delivery: Travel patterns are reviewed, and digital options are introduced where appropriate.
Evidence of effectiveness: Reduced mileage and cost savings are documented alongside performance data.
Commissioner Expectation
Commissioner expectation: Providers must show how Social Value Act considerations are translated into practical delivery and measurable outcomes. Commissioners expect alignment with local strategies and avoidance of overpromising.
Regulator / Inspector Expectation
Regulator expectation: Regulators expect social value activity to support safe, inclusive and well-governed services. Inspectors will challenge any activity that detracts from core care delivery or introduces unmanaged risk.
Embedding the Act Into Governance
Effective providers treat the Social Value Act as a governance consideration. Boards should receive assurance that commitments are delivered, reviewed and adapted in response to changing service pressures.
Why Understanding the Act Matters
Providers that understand the Social Value Act can respond more confidently to tenders, reduce delivery risk and demonstrate system leadership. Those that treat it as a tick-box requirement often struggle to evidence impact or maintain credibility during contract monitoring.