The Guide to Social Value in Facilities Management Tendering

What does social value mean in facilities management tendering?

Social value in facilities management (FM) tendering refers to specific, measurable outcomes that public sector buyers score during procurement, not generalised good intentions. It helps decide who wins contracts based on how service delivery benefits communities, economies, and the environment.

In FM tendering, social value is not optional. Since the UK government’s introduction of the Social Value Model, it has become a scored requirement in public sector procurement. That means it must be clearly demonstrated, delivered, and reported on, just like any other contractual obligation.

From intention to impact: defining social value in FM tenders

Many people mistake social value for charitable activities or broad corporate responsibility. In procurement, however, it refers to specific outcomes with measurable economic, social, or environmental benefits that align with contract objectives.

FM services are hands-on and usually based in the local area. This makes them ideal for social value delivery, such as hiring local staff, offering on-the-job training, or selecting ethical suppliers.

The goal is to demonstrate clear and relevant value that links directly to the contract’s scope and impact. Social value requirements in FM must be realistic, scored, and capable of supporting the service delivery context.

Why social value carries significant weight in FM tender evaluations

In FM tenders, social value now carries similar weighting to price or quality. In some cases, it can even make the difference in final scoring.

The commercial logic behind social value weightings

FM contracts are often awarded using structured scoring criteria. In highly competitive sectors, social value becomes a differentiator when technical and price scores are close.

Public sector buyers must also meet accountability standards. This means they need to prove that their contracts benefit communities, promote inclusion, and contribute to sustainability goals. Social value scoring in tenders is often designed to support this visibility.

Social value weighting in FM should not be underestimated. Missing points in this section can result in losing out, even on otherwise strong bids.

How social value is assessed and where FM bids commonly lose marks

What does social value assessment look like in FM?

Social value sections often lose points not because the bidder lacks delivery capability, but because their explanations are too vague or disconnected from actual contract delivery.

Common failure points in FM social value responses

1. Lack of clarity, such as general promises without timelines or metrics
2. No evidence of feasibility, with goals that appear too ambitious for the contract size
3. Irrelevant initiatives that are unrelated to the FM service or local context
4. No plan for measurement, leaving buyers without a way to track promised outcomes

Social value assessment in FM tendering focuses on deliverability, specificity, and relevance. Evaluators need to see how the proposed value aligns with operational capacity and contract expectations.

Turning everyday FM delivery into credible social value outcomes

Many FM providers are already delivering social value. They may simply not frame their actions in a way that matches how buyers score responses.

FM social value examples in day-to-day delivery

1. Employing people from the local community, which supports economic development
2. Providing qualifications or upskilling through structured training
3. Ensuring team stability, which leads to consistent, high-quality service
4. Using suppliers that are ethical, local, or environmentally responsible

This kind of delivery counts as social value. For example, Double Check Security Group may already employ locally and support ongoing staff development. These are operational social value FM outcomes when presented with clarity.

Proportionality in social value, matching commitments to the contract

Proportionality is one of the most overlooked success factors in FM tendering. Evaluators do not want inflated promises. They want credible ones that match the opportunity.

Right-sizing social value commitments in FM bids

Small contracts need appropriately scaled commitments. Public sector buyers want realistic delivery, not grand statements that are difficult to follow through.

Larger providers sometimes overshoot expectations. Smaller providers often undervalue their own contributions. A proportionate and focused offer generally performs best.

Aligning commitments with the size and scope of the contract shows judgement and professionalism. It also reduces social value risk and improves trust in the bid.

Designing social value commitments that hold up after contract award

Tenders are only the beginning. Once awarded, FM contracts require that all social value promises be delivered and monitored.

Managing post-award social value in FM contracts

To keep delivery on track, FM teams must:

1. Begin social value actions during the mobilisation phase
2. Assign responsibility to specific roles or teams
3. Define what success looks like and how it will be measured
4. Report progress consistently and transparently

Many contracts now include social value KPIs. Bidders should plan their commitments with this in mind and ensure operational teams are ready to support social value delivery.

Common social value pitfalls in facilities management tendering

The most frequent mistakes in FM bids are not technical. They are structural issues involving weak alignment between service delivery and social value claims.

FM tender pitfalls and recurring bid errors

1. Using generic CSR language that is unrelated to the tender
2. Focusing on charitable donations rather than measurable service-linked outcomes
3. Failing to include data, KPIs, or a reporting structure
4. Proposing actions disconnected from FM operations

These issues are avoidable. A simple test can help: does the proposed social value clearly relate to what the contract requires? Avoiding weak social value responses helps protect your score.

Managing social value as an integrated part of FM service delivery

The strongest bids integrate social value into everyday operations. They treat it as standard practice rather than a one-off initiative.

How to manage social value as part of ongoing FM delivery

Embedding social value means:

1. Involving leadership in the design and delivery of commitments
2. Building social value into operational procedures
3. Measuring, reviewing, and adapting actions as part of continuous improvement

For instance, Double Check Security Group may not treat social value as a side project. Instead, it may be embedded within workforce strategy, sourcing approach, or performance culture. These are examples of FM workforce social impact that evaluators are increasingly prioritising.

Buyers want delivery partners who can provide value across service lines. Integrated social value gives them that assurance and builds long-term contract confidence.