Conceptualising social value in net zero governance: the case of Bristol City Leap

Social value is an important tool in public sector procurement, allowing the inclusion and valuing of elements beyond those directly procured, such as local jobs and environmental enhancements. In the UK, the Public Sector (Social Value) Act 2012 and the Public Procurement Act 2023 have enabled procurement reflecting wider co-benefits. This paper examines how social value has been codified in the public procurement of city-scale net zero energy infrastructure and services using the case study of Bristol City Leap, an innovative 20-year £1bn public-private partnership. We analyse the evolution of social value from its roots in value theory, to practical implementation in the governance of energy transitions, exploring how business efficiency logics relate to more participatory approaches to achieving co-benefits. Social value within the procurement of net zero energy investments can enable better alignment of private finance with public sector objectives. Our findings however suggest that social value frameworks relying on quantification and financial proxies risk missing the more qualitative measure of value that can bring deeper and more nuanced outcomes. Long-term contracts for comprehensive municipal clean energy governance, such as BCL, provide greater scope for more meaningful social value through the development of local supply chains, longer term jobs, co-productive relationships with local voluntary and social enterprises and participatory processes. We conclude that a hybrid approach could maximise social value outcomes. While it is too soon to fully evaluate, nevertheless this is a significant case study for understanding social value in urban energy transitions.