Today marks the mandatory go-live of the UK Government’s new Social Value Model (PPN 002) for central government procurement. If your organisation relies on public sector contracts, you know this is more than just a new box to tick – it’s a overhaul of how value is defined and measured.
For too long, winning tenders meant for some a mad scramble to offer an array of disconnected social activities. Now, the new model demands something far more complex: specific, quantifiable, contractually-bound commitments that deliver genuine measurable social outcomes.
The harsh reality is: writing a high-scoring tender response under PPN 002 is hard. You need to understand the vast ecosystem of solutions available and strategically match them to the tender’s precise requirements. For example, it’s no longer enough to offer generic apprenticeships; you must offer the right kind of employment training to address the specific barrier to opportunity outlined in the ITT with the proper measurements in place for impact.
The Social Value Model: New Priorities, New Requirements
The Social Value Model is the mandatory framework used by central government bodies to evaluate how suppliers contribute to wider societal goals, with a minimum of 10% of the total tender score dedicated to this evaluation and for some it can even be 30% now.
The New Model (PPN 002) is rooted in accountability and results:
- Who uses it: Central government departments, executive agencies, and non-departmental public bodies.
- Main changes: It shifts from broad, sometimes ambiguous themes to Eight new, measurable Outcomes, all tied to the Government’s core missions. Crucially, the focus is now on quantifiable metrics and embedding Social Value commitments directly into the contract’s Key Performance Indicators (KPIs).
Government missions and eight social value outcomes
The new PPN 002 model requires a sophisticated understanding of which intervention, which solution best achieves the stated outcome. This is where the gap between effort and impact is widest.
Across government, the Social Value Model sets out how suppliers are expected to deliver wider social outcomes through their work. These outcomes are aligned to five core government missions. For organisations, understanding them isn’t just about compliance – it’s about spotting opportunities to create impact where it matters most.
Here’s a simple breakdown of each mission and the linked social value outcomes, but you can read a more in-depth review on the government website here:
Mission: Kick-start economic growth
1. Fair work: Promoting fair working conditions and pay.
2. Skills for growth: Providing learning and skills development opportunities.
3. Resilient supply chain: Increasing supply chain resilience and capacity.
Mission: Clean energy superpower
4. Sustainable procurement: Promoting sustainable procurement practices and carbon reduction.
Mission: Take back our streets
5. Support reduction in crime: Including preventing modern slavery and reducing domestic violence.
Mission: Break down barriers to opportunity
6. Employment & training for barriers: Creating opportunities for those facing barriers to employment.
7. Pipeline for under-represented: Creating an opportunity pipeline for under-represented groups.
Mission: Build an NHS fit for the future
8. Increasing productivity: Improving physical and mental wellbeing in the supply chain and community.
If anybody need the right people, plans or partnerships to meet this new requirement, get in touch!
