Introduction
It’s been just under three months since the implementation of the new procurement legislation and the National Procurement Policy Statement (NPPS), and already we’re seeing meaningful shifts in how social value is delivered and perceived in public sector contracting. Whatimpact CEO Tiia Sammallahti, sector expert is taking the temperature on these early changes, highlight what’s working, and explore how VCSEs (Voluntary, Community and Social Enterprises) can play a leading role in delivering real impact.
1. Transparency, Courage, and Relevance: Early Reflections on the NPPS
Three months into the new regime, one of the biggest changes noted is an increase in transparency and communication. Suppliers are now empowered to challenge social value requirements if they aren’t relevant or proportionate to the contract, leading to more honest, open conversations. Mandatory feedback on submissions is another welcome development, helping suppliers improve and adapt for future tenders.
Crucially, this cultural shift is boosting supplier confidence. Whether it’s the evolution of social value expectations or the procurement process itself, there’s a growing sense that suppliers are more willing to ask questions and challenge norms — a trend that can only lead to more equitable and effective procurement outcomes.
2. Early and Meaningful Engagement: Building Stronger Partnerships
Early supplier engagement is no longer just a best practice — it’s a necessity. As public procurement evolves, creating space for preliminary conversations is vital to forming innovative and impactful partnerships. For VCSEs, this presents four clear roles:
- Direct supplier
- Subcontractor to a main supplier
- Part of a broader supply chain
- Social value delivery partner
The last role, in particular, leverages the strengths of VCSEs — their local insight, ability to deliver additionality, and capacity to tailor services to contract-specific needs. Early engagement helps position VCSEs in the right roles from the outset, resulting in stronger bids and more successful delivery.
3. Delivering Sustainable, Mission-Driven Outcomes
To meet the ambitions of the NPPS, we need to look beyond box-ticking and focus on mission-driven procurement. This means aligning every contract with broader, measurable, long-term government objectives such as tackling inequality, improving health outcomes, and promoting environmental sustainability.
But these missions are impossible to achieve in isolation. Genuine collaboration between public sector buyers and VCSEs is essential. When VCSEs are embedded as social value delivery partners, they bring not only qualitative, community-rooted insights but also the ability to help achieve KPIs and monetised outcomes. They are, simply put, the local experts in delivering needed interventions.
4. Innovation in Action: The National Social Value Marketplace
One standout innovation is the whatipact National Social Value Marketplace — an open-access platform that matches government suppliers with VCSEs at a hyper-local level. By offering this tool free at the bidding stage, it eliminates the need for costly, overlapping directories and simplifies the process of finding and partnering with mission-aligned social value providers.
This platform is already saving the public sector tens of millions annually, while also enabling suppliers to meet their social value obligations in a way that’s both strategic and achievable given their capabilities.
5. Final Takeaway: Empowering Social Value Delivery
If there’s one piece of advice for organisations looking to deliver against NPPS objectives, it’s this:
Engage with VCSEs early and often. Platforms like whatimpact.com offer direct access to VCSEs ready to help meet environmental, health, crime reduction, equal opportunity, and local economic goals. These partners can be subcontractors or charitable collaborators, depending on the project scope and service need.
VCSEs are more than just delivery partners — they are change-makers rooted in local communities, and key to the success of mission-driven public procurement.
Conclusion
As procurement evolves under the NPPS, so too must our approach to partnership. By embracing transparency, engaging early, aligning with mission outcomes, and using innovative tools, both suppliers and VCSEs can unlock new opportunities and drive genuine, measurable impact.
