How social value measurement is transforming the future of social housing

Social housing plays a pivotal role in supporting some of the most vulnerable individuals and communities across the UK. However, it is not just about providing roofs over heads. Housing associations and local authorities are being called upon to address deeper societal challenges, such as poverty alleviation, sustainability, and improving well-being through innovative and measurable practices.  

One such practice is social value measurement. For those in the social housing sector, adopting social value frameworks can revolutionise the way impact is quantified, decisions are made, and long-term strategies are aligned with sustainability goals. This blog from Andrew van Doorn, Chief Executive at HACT, explores what social value measurement entails, why it is vital, and how it is catalysing change across the housing sector.  

If you’re eager to amplify your organisation’s impact, drive informed decisions, and become a leader in sustainable housing, read on to discover actionable insights.  

What is social value measurement?  

At its core, social value measurement evaluates the “impact” created by interventions, services, or developments on communities and individuals’ lives. It considers both tangible outcomes (i.e. jobs created) and intangible benefits (i.e., improved mental well-being), assigning quantifiable values to these changes.  

For example, resolving damp and mould in someone’s home does not simply improve living conditions – it can also reduce respiratory health issues, improve mental well-being, reduce household costs, and produce savings for the NHS. Social value frameworks help organisations understand, measure, and articulate these ripple-effect benefits.  

Why is this important?  

• Evidence-based decision making: Measuring social value enables organisations to make informed, transparent choices that deliver maximum positive outcomes for communities.  
• Accountability: With rigorous measurement, housing organisations can demonstrate their impact to stakeholders, including tenants, policymakers, and funders.  
• Aligned with sustainability and well-being goals: Social value isn’t just about the here and now. It provides a tool for organisations to create long-term improvements for people, places, and the planet.  

Why the housing sector needs social value measurement  

Addressing poverty in social housing  

The housing and poverty crises in the UK are deeply intertwined. Many individuals living in social housing face low incomes and inequality in access to education, training, and health services. Through focused social value measurement, organisations can prioritise interventions where they will have the greatest impact, such as creating job opportunities within the community or retrofitting homes for energy efficiency. 

Health inequalities and housing quality  

Did you know that moving just five miles in some parts of the UK can alter life expectancy by 10 years? Health inequalities are strongly linked to factors like housing quality and neighbourhood conditions. Social value measurement helps spotlight these disparities and ensures housing providers allocate resources where they are most needed. 

Key tools to drive social value impact  

Now that we’ve explored why it matters, the question becomes how to implement social value measurement effectively. Here are the top considerations and tools to explore: 

1. The role of well-being metrics: Using tools such as HACT’s Social Value Insight that uses Wellbeing Valuation at its core, allows organisations to attach monetary values to a range of different outcomes like increased confidence or reduced anxiety. For instance, an improvement of 1-point in life satisfaction is valued at £13,000 based on government WELLBY standards.
2. Frameworks like ESG and the Social Value Act: Frameworks such as the Environmental, Social, and Governance (ESG) framework and the Social Value Act provide guidelines to prioritise sustainability, well-being, and ethical practices. Housing associations using these frameworks have seen significant advantages, including access to sustainability-linked loans.

Looking at retrofitting homes for sustainability , for example. A housing association in Manchester implemented retrofitting works in 500 homes to improve energy efficiency. By tracking social value metrics, they found that not only did utility bills decrease by an average of £200 per family, but well-being improved as families reported reduced stress related to financial burdens and warmer homes during winter. 

Another example refers to youth employment programmes. By launching a youth apprenticeship scheme in areas with high unemployment rates, one organisation in Birmingham generated £1.2 million in social value. This was calculated by combining direct outcomes like job creation with indirect outcomes like improved well-being and community cohesion. 

Challenges in implementation  

Implementing social value measurement requires overcoming key challenges, such as “gaming the system” in procurement processes or attributing changes to the right interventions.  

Tackling misuse in procurement  

To ensure authenticity, organisations must go beyond the numbers when assessing tenders. Focus on method statements and evidence of past delivery, asking suppliers how they plan to achieve outcomes and whether they’ve allocated sufficient resources to do so.  

The attribution dilemma  

It can be difficult to determine whether a positive change happened due to your organisation’s efforts, by others or by external factors. The solution? Use robust measurement approaches that include ‘deadweight’ adjustments (what would have happened anyway) and focus on collaboration. Social value inherently relies on partnerships across suppliers, local government, and community organisations working towards shared impact goals.  

How to build a future-focused social value strategy  

• Step 1: start small and stay targeted: Don’t try to measure everything at once. Choose three to five outcomes that align closely with your organisation’s strategy and community needs and work on these.  
• Step 2: use data and feedback: Combine quantitative metrics (i.e., observed changes and outcomes) with qualitative insights (i.e., tenant feedback and experiences) for a holistic picture.  
• Step 3: prioritise long-term collaboration: Enlist local partners who can provide unique insights and share the work of generating impact. Strong partnerships create compounded value over time.  
• Step 4: innovate with sustainability in mind: Consider how you can embed long-term social and environmental benefits by implementing measures like zero-carbon housing initiatives.  

How will your organisation step up to build sustainable communities and leave a legacy of positive impact?  

Social value measurement is no longer optional for housing associations and local authorities aiming to maximise their community impact. It is a must if we are to improve life chances, address health inequalities, and ensure sustainable housing solutions for future generations.  

At the heart of social value is intentional impact. Decisions made today will shape the well-being of families and communities for decades to come. We need to become good ancestors in all that we do and through the £bn investments we make. The time to act is now.  

HACT provides a range of tools, support and value banks to support all organisations at any stage of their social value journey. Whether you are just getting started or want to embed more impact into your work and communities.  These tools have been designed by and for housing organisations and speak to the breadth of what we do in UK Housing.  More information can be found on the HACT website: https://hact.org.uk/tools-and-services/social-value-services/  

Andrew van Doorn OBE presented this topic at PfH Live 2025

Andrew van Doorn OBE

Andrew van Doorn OBE is Chief Executive of HACT. With over 30 years’ experience across housing, homelessness and community development, Andrew leads HACT’s work helping housing providers create social value and foster collaboration. He is also a Non-Executive Director at Hertfordshire Partnership University NHS Foundation Trust and was awarded an MBE for services to housing.