Social Value is now a scored, weighted criterion in most public sector tenders, and for many suppliers, it’s where marks are being lost that should have been won.
The challenge isn’t usually a lack of genuine commitment. The response doesn’t communicate that commitment in a way evaluators can score. Understanding what evaluators are actually looking for (and why) changes how you write.
Know the policy framework first
The current government guidance for Social Value in public sector procurement is Procurement Policy Note 002 (PPN 002). It sets out model outcomes, example deliverables, and the kinds of questions buyers are expected to ask. Evaluators score against it.
The model themes are: tackling economic inequality; fighting climate change; equal opportunity; wellbeing; and COVID-19 recovery. Your job is to identify which ones apply to this buyer and this opportunity, and respond accordingly.
If you come across references to PPN 06/20 in older bid templates, that policy has been superseded following the Procurement Act 2023. PPN 002 is what you should be working to now, but from 1st January 2027, PPN 026 introduces a new model for central government contracts that doubles the minimum weighting on contracts of £5m or more.
Research the buyer before you write anything
Before you write a single word, look up the buyer’s Social Value strategy. Most public sector organisations publish it within their corporate plan or sustainability commitments.
Evaluators are scoring your response against their priorities. A response that reflects the buyer’s own language and goals will always outperform one that doesn’t. This is one of the clearest differentiators between an average score and a strong one, and most suppliers skip this step.
What evaluators reward
Specificity
Vague commitments don’t score. “We are committed to supporting diversity and inclusion” gives an evaluator nothing to mark against. “We will provide two paid work placements per contract year, prioritising candidates from underrepresented groups, supported by a named internal mentor” does. The more specific you can be – who, what, how many, by when – the better.
Proportionality
Evaluators assess whether your commitments are realistic for your organisation size and the contract value. Overpromising is a red flag. Keep your ambitions grounded and your evidence credible.
Governance
Name the person or role that owns Social Value delivery in your organisation. Show there’s a process for tracking progress and reporting on outcomes, not just aspirations that sit in a document post-award.
Buyer awareness
Showing how your commitments will help the buyer achieve their own Social Value priorities sets you apart from suppliers who’ve submitted a generic response.
Structure commitments using SMART objectives
Every commitment should be Specific, Measurable, Achievable, Relevant, and Time-bound. If you can’t express a commitment in SMART terms, it isn’t specific enough yet.
- Specific – what exactly will you do?
- Measurable – quantify the outcome (e.g. three apprenticeships per year, 50 hours of volunteer time per quarter)
- Achievable – realistic for your organisation size and this contract
- Relevant – clearly connected to what you’ll be delivering
- Time-bound – clear timeframes for delivery and review
A note for smaller suppliers
The proportionality principle works in your favour as an SME. A well-evidenced, proportionate response from a 10-person company can score the same marks as one from an organisation ten times its size.
Many SMEs are already doing things that count as Social Value, they just haven’t documented them. Paying the Real Living Wage, flexible working, prompt payment of suppliers, team volunteering, one work placement per year – these are all credible, scoreable commitments. Build a short internal record of what you already do, then add a small number of forward-looking commitments you’re confident you can deliver. Stick to what’s realistic – evaluators spot overpromising.
What suppliers consistently get wrong
Being too vague
If your response could have been submitted for any contract by any supplier, it won’t score well for this one.
No organisational Social Value strategy
Writing from scratch for every bid shows. Build a core set of evidenced commitments at organisational level and tailor them to each opportunity.
Treating it as a compliance exercise
Evaluators can tell. The suppliers who score well treat Social Value as a genuine part of what they deliver.
Ignoring framework-level obligations
If you’re delivering call-off contracts through a framework, Social Value KPIs and reporting requirements may apply from the point you’re awarded a place. Know what they are.
Want to continue learning about Social Value?
We hosted a webinar on the topic in July 2026, covering what evaluators actually score, how to evidence Social Value credibly, and the most common mistakes suppliers make. Ashleigh Roberts Collacott from Neighbourly joined us to walk through how to build and evidence commitments that hold up in evaluation.
The recording is now available, along with a full written Q&A document.
Access the recording and resources here.
Or if you’d like to talk through your approach with our bid team, book a call here.
You might also find these useful:
- Social Value in public sector bids: what tech suppliers need to know in 2026
- Social Value just got a major update – here’s what tech suppliers need to know
- What happens to your Social Value commitments once you’re listed on a framework?
