In the dynamic environment of social care, service providers should be continually compelled to innovate. By placing a premium on ‘Social Value’ over mere ‘Output’ in interactions within local communities, this strategic shift can support three primary advantages for your business: 

• Enhancing the sustained value for Service Users by empowering their independence. 

• Facilitating the recruitment and development of high-calibre colleagues.  

• Collaborating with local partners, the supply chain, and organisations to amplify the company's local presence. 

At Clece Care Services (CCS), dedication to Social Value emanates from a legacy of "enhancing the highest quality of life for all." This focus stems from the heritage of CCS’ parent company, Clece. Originating in Spain in 1992, Clece has extended its support services to the UK market since 2013. The Clece group is devoted to enriching the lives of over 1 million individuals across Europe by optimising infrastructure efficiency, providing care to vulnerable demographics, and promoting environmental stewardship.  

Understanding Social Value 
The concept of ‘Social Value’ refers to the combined financial and non-financial contributions to society derived from the services provided and their subsequent impact. To effectively research, assess, and articulate Social Value, a thorough grasp of relevant terminology is paramount. CCS recommends the adoption of standardised terminology, where ‘Social Outputs’ represent the activities carried out by a care service in terms of quantity and frequency, and ‘Social Impact’ denotes the positive changes instigated by the care service, benefiting individuals, communities, and society at large. 

In the focus of 'Social Value', care providers must recognise the value they offer not only to internal stakeholders such as service users and colleagues but also to external stakeholders. These external stakeholders, while not direct beneficiaries of the service, play vital roles in its provision. They encompass office landlords, suppliers, and local authorities. By expanding the assessment of impact, care providers can align their strategic objectives and capitalise on investments in 'Social Value' by: 

• Aligning the monitoring and evaluation of contract performance with current and anticipated legislation and stakeholder expectations. 

• Progressing from basic output and outcome reporting to comprehensive impact and value assessments. 

• Concentrating on measuring aspects deemed significant by both internal and external stakeholders. 

• Heightening business reputation to attract future opportunities within the local community. 

Theory In Practice  
Embarking on a ‘Social Value’ journey has led CCS group to attain their Social Value Quality Mark (SVQM). This achievement underscores a steadfast dedication to providing exceptional care while making a tangible positive impact on society. CCS invites other providers to engage with SVQM, emphasising a sector-wide commitment to the significant influence we have on various stakeholders in the local community.  

To initiate this project, it is advisable to consider the integration of Social Value into service delivery, particularly focusing on areas such as Employment, Volunteering, and Environmental stewardship. Within these key domains, there exist various commitments that your business can undertake. For instance, within the realm of 'Employment and Volunteering,' a general commitment involves fostering job creation for local people and encouraging community engagement through volunteering. However, it is imperative to establish metrics to gauge the efficacy of these commitments. To achieve this, consider devising sub-commitments or Key Value Indicators (KVIs) that align with the overarching pledge. Examples may include prioritising recruitment from specific local authority postcode areas, setting targets for apprentice recruitment, and promoting employee volunteering opportunities that mirror the diversity of the communities in which your business operates. 

Once a set of commitments has been defined, proceed by strategically allocating resources and investments to these focal areas. While the specifics may vary across businesses, at CCS, strategic focus encompasses enhancing well-being, promoting education and skill development, fostering inclusive societies, creating meaningful job prospects, and safeguarding the environment for future generations. These commitments transcend mere rhetoric; they serve as actionable principles guiding service delivery efforts, ensuring that each action positively impacts the individuals we serve. 

Championing Value Across the Care Sector 
Social Value serves as a testament to prioritising the well-being of all persons, signifying dedication to delivering care that not only meets the highest quality standards but also enriches lives and communities. By collectively embracing this ethos, we can establish a new benchmark for care that is compassionate, inclusive, and socially responsible. 

Lois Adamson, a winner of the Care Show’s Thirty Under 30, is Head of Marketing and Digital Communications at Clece Care Services, a leading care and service provider supporting over 12,000 service users across the UK.