Social value is no longer a ‘nice-to-have’. With the introduction of the Procurement Act, it’s become a formal and, often crucial, part of public sector tendering.
A minimum of 10% of the total score must now be assigned to social value in tenders. And, depending on the contract you are bidding on, the weighting can be even higher.
Yet, despite this shift, social value responses are still too often treated as an afterthought — vague, rushed, or disconnected from the rest of the bid.
This blog kicks off our series on how to strengthen your approach to social value in bidding.
We’ll explore why a more strategic, data-led approach is not only expected, but can also set you apart from the competition – especially when underpinned by a platform like Balloon, designed to embed impact into every stage of your delivery.
The Procurement Act
The Procurement Act signals a clear change in commissioning culture. It demands a broader view of value – one that includes outcomes for people, communities, and the planet. The 10% minimum score for social value formalises its importance, but more importantly, it sets a floor, not a ceiling.
Commissioners are increasingly using social value to separate strong bids from the rest. It’s one of the few areas where bidders can show real differentiation – where local relevance, delivery intent, and social impact come into sharp focus.
Bids that fail to take this seriously are now not just missing out on marks, they are at risk of being uncompetitive.
How to demonstrate social value in a tender bid
Despite its growing importance, social value still doesn’t get the attention it deserves during bid planning. Often, it’s developed late in the process or tacked on with generalised promises or corporate jargon that fails to inspire confidence.
This reactive approach is easy to spot and easy to score down. Without specific, localised detail or evidence, or a clear delivery plan, responses can feel hollow or performative. They may meet the brief on paper, but they don’t build trust or credibility.
In contrast, high-scoring responses that weave social value into the wider bid narrative, and can show how it’s integral to service delivery, not just an additional offer.
Buyers want more than generic goodwill. They want bidders who understand their community – its people, challenges, and priorities. Strong social value responses are rooted in their locality. They reference local partnerships, align with regional goals, and show how the contract will leave a legacy.
This isn’t about promising everything. It’s about choosing what matters most to the community and committing to meaningful actions that align with the contract’s aims.
Grounding your response in real relationships and local insight is how you move from tick-box compliance to compelling narrative.
How can you measure social value?
Good social value is not just about ambition or outlining what you intend to do. It’s not enough to say what you’ll deliver. You need to explain how.
– Who are your partners?
– What mechanisms will you use?
– How will you resource delivery?
– How will progress be tracked?
This is where many bids fall short. They list outputs but fail to show how those outputs will be achieved and tracked and the impact they will have on the local community. Commissioners want to see that you’ve thought this through, that your plan is credible and backed by the right infrastructure.
This is where Balloon Social Value Manager comes in. With Balloon, organisations can map their commitments directly to delivery actions, monitor progress, and present transparent, evidence-based updates throughout the contract lifecycle. It’s this kind of joined-up thinking that drives confidence – and better scores.
Using social value for a brighter future
Social value doesn’t stop once you are awarded the contract. The way you capture and use data is key to ongoing impact and future bids too.
For example, a commitment to NT1 (local employment) shouldn’t just be reported quarterly. With the right data, you can see how this feeds into recruitment strategies, diversity efforts, and staff development. That insight helps you refine your approach, strengthen your service offer, and build a more resilient workforce.
Balloon supports this by consolidating social value activity and outcomes in a single platform, turning spreadsheets and PDFs into a living, breathing view of your impact.
This makes it easier to:
– Spot trends and gaps early
– Generate reports for commissioners in real-time
– Capture evidence for future bids
– Embed social value into operational decision-making
In short, you’re not just evidencing delivery, you’re learning, improving and getting ahead. Social value is no longer a side conversation. It is a core part of what wins bids. It not only demonstrates that you can deliver a contract, but that you understand what public services are really for – creating positive, lasting change.
When you plan it early, embed it deeply, and report on it meaningfully, social value becomes more than a requirement. It becomes a strength.
And with platforms like Balloon, it’s easier than ever to turn good intentions into measurable impact and that measurable impact into winning bids.
To find out more about Balloon Social Value Manager, go to https://klowconsulting.com/balloon-social-value-manager/. To talk to a member of our team about demonstrating social value in your next bid, call 0330 133 8823 or email info@klowconsulting.com