How to…win contracts

Winning contract income is an important way for many social enterprises and charities to fund their work. Public-sector and corporate contracts can seem complex at first. But it’s not as mysterious as it looks — and many of the skills you already use as a social entrepreneur put you in a strong position.

This guide shares practical advice on how to get started and build towards larger contracts over time.

Start small and build up

In the early days, winning contracts often means getting a good idea funded by someone with a problem and a budget. You don’t need to begin with a full competitive tender.

You can start by:

• Turning your idea into a clear, concise proposal that explains what you’ll do and what will change as a result.
• Speaking to people in commissioning bodies who have the flexibility to fund pilot work or innovation.

If you secure a small non-tendered contract or pilot and deliver it well, you’ll build something vital: a track record. You can then approach the same commissioner — or others — with evidence that your approach works.

As your organisation grows, so will the size and complexity of contracts. Larger contracts usually involve:

• Greater costs to develop and submit bids
• Higher reporting and performance demands
• Possible TUPE liabilities where staff may transfer to your organisation
• A need for stronger operational systems and oversight

Plan for this. Think about whether your organisation has the systems, capacity and cash flow to handle larger contracts responsibly.

Understand commissioners and their priorities

Commissioners — the people and organisations who design and fund services — rarely begin with your organisation in mind. They start with the outcomes they need to achieve.

You’ll be more successful if you:

• Find out who commissions in your area (e.g. local authorities, the NHS, housing associations, government departments, large charities, corporates).
• Read their strategies and delivery plans. What issues are they trying to address? What outcomes matter to them?
• Clearly link your work to their goals — such as reducing rough sleeping, improving mental health, supporting recovery, increasing employment or delivering social value.

Local infrastructure bodies (such as your Council for Voluntary Service or Voluntary Sector Council) can often help you understand local priorities and shape your offer.

The more clearly you can say, “This is your problem, and this is how we can help you solve it,” the more seriously you’ll be taken.

Ask for support

Winning contracts is a collaborative process. It draws on skills in impact measurement, finance, governance, compliance, writing and presenting. No one has all of these alone.

Be honest about where you need support. You could:

• Ask a colleague or trustee with finance or bid-writing experience to review your drafts.
• Get someone to proofread your application and sharpen key messages.
• Attend training on tendering, contract management or social value.

If you’re uncomfortable with sales conversations, remember that you’re not trying to ‘sell’ — you’re offering a useful, evidence-based solution. If you need support with this, bring in someone from your team or network who is more confident.

Build partnerships

Working in partnership can be key to winning and delivering contracts, especially in competitive markets.

Partners can:

• Strengthen your bid with complementary skills, local reach or lived experience
• Share workload, risk and responsibilities
• Take on specific liabilities or compliance requirements

These partnerships can be informal (for one bid), subcontracting arrangements, or formal consortia. Larger, experienced providers often look for smaller partners who bring specialist knowledge or community trust.

When you work in partnership, be clear about:

• Each organisation’s roles and responsibilities
• How income and risk will be shared
• How decisions will be made and disputes resolved

Strong partnerships can help you win early contracts and learn from others who’ve done it before.

Invest in relationships

You cannot rely on written bids alone. Relationships and visibility matter.

Make time to:

• Attend local networking events and market-engagement sessions
• Join forums where commissioners and providers meet
• Speak to people about the gaps they see and challenges they face

Look for opportunities where your social enterprise brings something distinct — such as trusted links to a community or a specialist service model.

In joint bids, this can make you the “essential ingredient” that adds real value.

Be confident about the quality and integrity of your work. Be prepared to say no to arrangements that compromise your values or stretch your organisation beyond safe delivery.

Prepare strong bids

Delivering quality services is crucial, but commissioners judge you based on what they see in your bid and presentation. These stages deserve real attention.

For written bids:

• Answer questions clearly, using the commissioner’s language and priorities
• Explain what you’ll do, how you’ll do it, and what difference it will make
• Reference previous work and results
• Make financials realistic, clear and easy to follow

For presentations and interviews:

• Prepare well and practise your key points
• Share examples that show impact and reliability
• Talk openly about risks and how you’ll manage them

Always get someone else to proofread your work. Spelling errors and unclear sentences won’t usually lose you a contract — but they make you look less professional.

Protect your organisation

Contracts bring income and scale — but also risk. Before signing anything, pause and ask whether the contract is right for your organisation.

Check:

• Will it cover all costs and overheads, with a fair margin?
• Are payment terms manageable for your cash flow?
• Do you fully understand TUPE, staffing, safeguarding and data-protection obligations?
• Can you recruit, support and retain the team you’ll need?

Avoid taking on “loss leaders” — where you knowingly deliver at a loss hoping something better follows. Over time, this approach can drain your organisation.

If the numbers or conditions don’t stack up, it’s usually better to walk away.

In summary

• Start small and prove what you can do
• Focus on the outcomes commissioners care about
• Ask for support where you need it
• Use partnerships to strengthen your offer and spread risk
• Invest in relationships and visibility
• Walk away from contracts that don’t align with your values, capacity or financial sustainability