From promises to proof: realising social value in tech procurement

Guest blog by Louise Griffiths, CSR Specialist at Insight

For public sector buyers, the social value question has changed. It is no longer just whether a supplier can write a credible response at bid stage, but whether those commitments will survive mobilisation, governance and real-world delivery.

This matters because technology contracts create very different opportunities. A hardware refresh and a managed service do not create social value in the same way. Treating them alike can create commitments that score well on paper but are difficult to deliver or sustain. The strongest commitments are relevant to the contract, proportionate to the opportunity, grounded in local need and capable of being evidenced through delivery.

Shift from price to public advantage

Recent procurement reforms reinforce social value as a strategic lever for public advantage, with greater emphasis on delivery, measurement and contract performance. With the Procurement Act (2023)[1], taken with the National Procurement Policy Statement (NPPS)[2], there is a clear shift from solely price-led procurement for central and local government alike, albeit with variance in approach to application and evaluation.

In practice, this means local buyers can reflect their priorities in how social value is requested and evaluated, while central government has clearer structure through the updated Social Value Model (PPN 002), including expectations around award criteria, reporting, place-based delivery and accountability, reinforced by the Contract Management Playbook’s focus on KPIs and performance management.

But this is not an England-only shift. Scotland’s procurement and community benefits guidance and wealth building agenda, as well as Wales’s wellbeing-led approach to Socially Responsible Procurement, point to the same practical expectation: credible social value should reflect public priorities, and community need.

Crucially, the definition of social value in public procurement continues to evolve. As recognised at ISVCON (June 2026), the sector is at a "critical inflection point": commitments now need to demonstrate measurable community impact, not just good intent. Stronger expectations will only lead to better outcomes if social value is relevant to the contract, proportionate to the opportunity and governed through delivery.

Andy Burnham's move from Greater Manchester to Downing Street is likely to accelerate this shift. A long-standing advocate of social value, Burnham has consistently argued that public spending should create value for communities, local economies and good work, not simply secure the lowest cost. For practitioners and suppliers alike, the message is clear: social value is increasingly judged not by what is promised at tender stage, but by what is delivered and evidenced in practice.

The peril of over-prescription

Higher expectations do not automatically translate into higher impact. The risk starts when different technology contracts are treated as if they deliver the same social outcomes. A hardware refresh may lend itself to device reuse or digital inclusion initiatives; a managed service may better support skills, knowledge transfer or inclusive design.

If requirements take a “one-size-fits-all” approach - or rely too heavily on what is easiest to count - suppliers can be pushed towards commitments that score well at bid stage but are hard to deliver, evidence or sustain. This prescription and specificity at a contract level can pull activity away from the outcomes communities need most.

Relevance and proportionality of social value in procurement are delivery disciplines: not to lower ambition, but to increase the credibility of outcomes.

The Insight approach: relevance and proportionality in practice

At Insight, we test commitments against four things: the ask, local need, delivery ownership, and how impact will be evidenced. This moves social value from intent to credible delivery.

That means we:

Focus on social value the contract can credibly influence: aligning commitments to contract scope, local priorities and community need, rather than an “off-the-shelf” approach.
Define ownership and reporting before commitments are promised: setting out who will deliver, track and evidence activity so social value can be managed appropriately.
Build social value into regular review: reviewing progress with clients, internal teams and community partners so activity can adapt for greater impact over time.

From promises to proof

For buyers, the test is whether social value can be mobilised, governed, and evidenced once delivery starts. As the leading Solutions Integrator, Insight helps connect public sector technology decisions to credible, positive outcomes.

Go from hype to how with Insight. Speak to Insight's Social Value team about building commitments that are relevant, proportionate, deliver meaningful outcomes and stand up to scrutiny.

[1] [1] https://www.legislation.gov.uk/ukpga/2023/54/contents

[2] https://www.gov.uk/government/publications/national-procurement-policy-statement

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