The Scape Group recently produced a white paper with Morgan Sindall and Nottingham Trent University looking at Social Value 6 years on from the introduction of the Social Value Act in 2013.

The key areas of discussion are centred around the following areas of, how effective has the Social Value mandate been thus far? How can one measure Social Value? And is there a risk of missing the real value generated by focusing on trying to quantify it? The paper as a whole promotes an interesting review of how Social Value has developed and provides 5 key points on how to focus on ones Social Value strategy which are:

  • Avoid paralysis by analysis
  • Don’t try and boil an ocean
  • Lead from the top
  • Tell the story
  • Twin purpose with profits

One of the areas that got me thinking was how Social Value can be closely attached particular individuals and how the a change in role or loss of those individuals impacts the Social Value priorities and knowledge. An effective approach to this is to integrate Social Value into an organisations Business As Usual (BAU) through defined a policy, procedures and processes.

This approach embraces the following key points from the whitepaper:

  • Lead from the top
  • Tell the story
  • Twin purpose with profits

The development of knowledge in the area of Social Value and retaining that knowledge should be approached like any other key area of an organisations functions.