Social value needs to be embedded in procurement from the start, not treated as a compliance exercise

The best developers understand they have a responsibility to create lasting value for communities not simply deliver buildings.

That principle runs through the entire lifecycle of a project, from early engagement to long-term stewardship and it has clear implications for how projects are procured and delivered. Planning permission may secure a set of commitments on paper but it is procurement – and, in particular, the start of construction – where those commitments are first translated into reality and tested in a visible way.

Why social value matters in construction procurement

Local people are often sceptical about what development will deliver for them. Many will have seen schemes where promises around jobs, training or local investment felt remote or slow to materialise. The beginning of construction therefore carries real weight - it is the first point at which people can judge whether what was discussed during planning is actually being delivered.

As such, delivery partners must be aligned at the outset on how community value will be delivered, and this is only possible if it is embedded in the procurement process. This matters even more in a challenging environment where viability is under pressure. In that context, social value can sometimes be seen as an additional burden, something that requires further financial commitment at a time when budgets are already stretched.

Moving beyond financial contributions

However, in practice the most meaningful contributions are often not financial.

What tends to have the greatest impact is the willingness of project teams to invest time, share expertise and build genuine relationships within the community. Across Socius projects, that has included supporting employment and skills pathways, offering mentoring and pro bono advice to local organisations, and connecting community groups with wider networks. These are interventions rooted in collaboration and responsiveness rather than cost.

Social value cannot be reduced to a standard set of outputs applied uniformly from one scheme to the next

What is critical is that these interventions are not generic. Social value cannot be reduced to a standard set of outputs applied uniformly from one scheme to the next.

Tailoring social value to local context

The most effective initiatives are those that reflect the specific character of a place and respond directly to local needs. In Sutton, where Socius is bringing forward the London Cancer Hub – a £1bn life sciences district focused on research and innovation – the approach reflects that context.

Members of the project team have volunteered their time at Maggie’s, helping to prepare gardens for spring and create welcoming green spaces for people affected by cancer. It is a modest intervention in practical terms, but one that resonates because it is closely aligned with the purpose of the development and the needs of the community around it.

Building collaborative frameworks for impact 

Delivering meaningful social value requires a collective effort. Every year Socius hosts an Impact Showcase, bringing together investors, local authorities, community groups and charities to share ideas and explore how time, skills and resources can be pooled more effectively. These conversations are intended to lead to practical action, creating a framework in which different partners can contribute in ways that are relevant and impactful. For that to work, contractors and the wider supply chain need to be fully involved. During construction in particular, they are often the most visible presence on the ground and their day-to-day interactions with the community play a significant role in shaping how a project is perceived.

When this is done well, social value becomes part of the culture of a project rather than a compliance exercise. Developers, contractors and local organisations are able to work together more openly, identifying opportunities that are shaped by real needs rather than predefined metrics. Over time, this approach can strengthen relationships, support local resilience and contribute to a sense of ownership within the community, all of which underpin the long-term success of a place.

Ultimately, embedding social value in procurement is about ensuring that the intentions set out at the earliest stages of a project are carried through into delivery in a way that is visible, credible and responsive. Construction is the first real opportunity to demonstrate that this is happening, and it sets the tone for everything that follows.

Olaide Oboh is managing director of developer Populate and sits on the executive board at parent Socius. She is also on Building’s Regen Connect advisory panel