ISVCON 2026 brought together social value professionals from across the UK for a day of learning, collaboration and honest conversation about where our sector is today – and where it needs to go next.

From inspiring keynote speeches to thought-provoking panel discussions, one message came through loud and clear: social value is maturing as a profession, but there is still much work to do to ensure it is trusted, consistent and centred on people.

Setting the direction for the Institute

Opening the conference, the Institute for Social Value set out five strategic themes that will shape our work over the next one to five years:

• Government influence on social value measurement and commissioning
• Organisational governance for social value
• Professionalisation of the social value sector
• High-integrity social value reporting standards
• Trusted and transparent social value technology

These themes will form the foundation of the Institute’s strategy, guiding the work of our incoming CEO, Board and Working Groups as we continue to support the profession and influence the future of social value.

The power of lived experience 

The standout moment of the day came from keynote speaker Danny Donnelly, whose honest and deeply personal story resonated with delegates across every sector.

Danny reminded us that while frameworks, metrics and data all have an important role to play, social value is ultimately about people. His lived experience brought authenticity and perspective that no statistic ever could, challenging us all to think beyond measurement and focus on the lives our work seeks to improve.

His keynote was consistently highlighted in delegate feedback as one of the most inspiring and memorable parts of the conference, reinforcing the importance of keeping lived experience at the heart of social value.

Honest conversations about the future 

Throughout the day, panel discussions explored some of the biggest opportunities and challenges facing the profession.

Delegates discussed how organisations can strengthen governance and leadership around social value, ensuring responsibility sits not only with practitioners but also with boards and senior decision-makers.

The professionalisation panel highlighted the growing need for recognised standards, career pathways and shared competencies that build confidence across the sector.

Conversations around reporting focused on moving beyond outputs and financial proxies towards transparent, meaningful reporting that reflects genuine impact.

The discussion on AI and technology recognised the potential for digital tools to improve efficiency and insight, while also emphasising that technology must support – not replace – professional judgement, ethics and lived experience.

Across every session, there was a shared desire to move beyond theory and towards practical implementation. Delegates called for more real-world examples, case studies and opportunities to learn from organisations already embedding social value successfully. These conversations reinforced that while progress has been made, the profession must continue to strengthen governance, reporting standards, capability and collaboration if social value is to realise its full potential.

Launching the updated Social Value Management Certificate 

ISVCON 2026 also marked the launch of the updated Social Value Management Certificate (SVMC) Level 1 – Commit. The revised programme has been enhanced following valuable feedback from those who have already completed Level 1, insights from our members, and the expertise of the Institute’s Design and Innovation Working Group.

The refreshed programme includes additional practical resources, clearer guidance and a stronger focus on supporting organisations on their social value journey. It reflects the Institute’s commitment to continuous improvement and ensuring that our learning programmes remain relevant, practical and shaped by the needs of the profession.

As the social value landscape continues to evolve, the updated SVMC provides organisations and practitioners with an even stronger foundation for embedding social value into strategy, decision-making and everyday practice.

Reflections from the closing remarks 

The closing reflections reinforced several themes that emerged across the day. Standards and frameworks were highlighted as the essential starting point for building a trusted profession, echoing Neil MacDonald's opening message. Luke Richardson's perspective also reminded delegates that social value is increasingly embedded within major private companies and that this is part of a wider international movement led by Social Value International.

The discussions returned repeatedly to the importance of putting people affected by decisions at the centre of social value. Meaningful stakeholder engagement is about more than surveys – it is about giving people influence, recognising their contribution and ensuring they feel seen. Delegates also heard that genuine engagement delivers real value and better outcomes.

The closing remarks also reflected on the balance between the moral imperative for social value and the need to demonstrate measurable outcomes. While data, technical capability and reporting remain essential, stories and lived experience are equally important in helping organisations understand and communicate real impact.

A recurring message throughout the conference was that the profession is still at the beginning of its journey. Delegates and speakers called for clearer career pathways, competency frameworks and professional standards so practitioners can understand how to develop and organisations can recruit and support social value professionals with confidence.

Particular recognition was given to the challenge set by the Young Professionals in Social Value network, led by Olivia Sutcliffe, to embed competency frameworks that support career progression. The Institute committed to taking this challenge forward by working with organisations that can help accelerate the development of professional standards, career pathways and competency frameworks, recognising that progress has often been limited by reliance on voluntary effort and constrained resources.

Listening and learning 

The delegate survey reflected the positive atmosphere throughout the day.

• 70% of delegates were satisfied or very satisfied with the conference.
• 84% found the conference theme relevant or very relevant to their work.
• Networking was consistently identified as one of the most valuable aspects of the event.

Delegates praised the quality of the keynote, the opportunity to connect with peers and the openness of the discussions. They also provided constructive feedback, asking for more practical examples, stronger representation of lived experience and VCSE organisations, and greater focus on implementation rather than aspiration.

We welcome that feedback. ISVCON exists to serve the profession, and listening to our community is central to how we continue to improve.

Where we go from here 

The conversations at ISVCON 2026 do not end with the conference.

Over the coming months, the Institute will continue to build its work around the five strategic themes announced at the conference, developing practical resources, guidance and opportunities for collaboration that respond directly to the priorities identified by delegates.

The launch of the updated SVMC Level 1 – Commit is just one example of how we’re turning feedback into action. Alongside our strategic priorities, the Institute will continue to work with members, practitioners and partners to strengthen professional standards, improve reporting practice, support better governance and help organisations embrace emerging technologies responsibly.

Our focus remains the same: building a profession that is trusted, transparent and centred on creating meaningful social impact.

Thank you 

ISVCON 2026 would not have been possible without the support of so many people.

Our sincere thanks go to Neil MacDonald from Thrive and Luke Richardson from Amentum, whose sponsorship helped make the conference possible and whose opening remarks set the tone for the day.

We are grateful to Excel London for generously providing the venue and to the technical team whose seamless support ensured the event ran smoothly.

Thank you to our Board and Working Groups, particularly Jeremy and Penny for joining us on the day, and to the entire ISV team whose dedication brought the conference together.

Most importantly, thank you to everyone who attended.

You are the people turning social value from numbers on a page into meaningful change in communities across the UK. Together, we are shaping the future of trusted social value, and we look forward to continuing that journey with you.

At ISVCON 2026, we're bringing together voices that challenge assumptions, inspire action and help shape the future of trusted social value. We're delighted to welcome Danny Donnelly as our keynote speakers.

With 16 years of lived experience as an unpaid carer, Danny has dedicated his career to addressing the inequalities faced by unpaid carers and their families. His work spans research, education, policy and practice, creating meaningful change across healthcare, higher education, social care and community settings.

Drawing on both personal and professional experience, Danny has become a leading advocate for improving how organisations recognise, include and support unpaid carers. His projects have influenced healthcare education, strengthened university support systems and contributed to national and international conversations about caring, inclusion and wellbeing.

At the heart of Danny's keynote is the principle of "No Wrong Doors" – the belief that everyone has a role to play in recognising and supporting unpaid carers. Through this lens, he will explore how earlier identification, meaningful inclusion and better-coordinated support can improve outcomes not only for carers and their families, but for communities, workforces and wider systems.

Danny's keynote will also challenge organisations to think differently about participation and decision-making. In a world increasingly focused on demonstrating impact, he will ask an important question: How can we ensure that those most affected by decisions are meaningfully involved in shaping them?

As the social value profession continues to evolve, Danny's perspective offers a powerful reminder that trusted social value is built not only through measurement and reporting, but through listening, inclusion and lived experience.

Join us at ISVCON 2026 to hear Danny's inspiring keynote and discover how a more inclusive approach can create lasting value for people, organisations and society. Book your tickets here 

We are delighted to announce the appointment of Jools Townsend as the new Chief Executive Officer of the Institute for Social Value (ISV). Jools joins us at a pivotal moment for the organisation and the wider social value movement, bringing with her a wealth of experience, energy, and a deep commitment to creating meaningful, lasting change in communities.

Jools is an expert in social impact, sustainable development, and grassroots-led transformation. With over 23 years of experience, she has led and developed organisations, empowered communities, and delivered impactful policy and communications campaigns that drive real-world outcomes. Her work has consistently centred on enabling people and places to thrive, aligning closely with ISV’s mission to advance social value across sectors.

Currently serving as Chief Executive of Community Rail Network, Jools leads a national membership organisation supporting 77 community-based partnerships and over 1,300 volunteer groups. Through this work, she has championed initiatives that help communities unlock greater social value from rail, promoting greener travel, improving connectivity, and ensuring communities have a voice in transport development. Her leadership has strengthened collaboration between communities, industry, and local authorities, creating more inclusive and resilient places.

Prior to this, Jools spent a decade at Brake, the road safety charity, where she led high-profile campaigns and national events that influenced public awareness and policy. She also held senior communications and policy roles at Better Start Bradford and East Thames Group, further demonstrating her ability to shape strategy and deliver impact across diverse social challenges.

Alongside her professional achievements, Jools has remained deeply engaged at a local level. She has chaired Streatham Common Community Garden and served as a village councillor in one of Yorkshire’s first rural communities to declare a climate emergency, reflecting her strong belief in grassroots leadership and community action.

Jools holds a Master’s degree in Political Communication, focusing on how the community and voluntary sector can drive socially positive change in sustainability, as well as a Bachelor’s degree in English. Her academic background complements her practical experience, giving her a well-rounded perspective on the systems and narratives that shape social value.

At ISV, we are confident that Jools’ vision, leadership, and passion will help us deepen our impact, expand our reach, and continue to champion the importance of social value in decision-making across sectors.

What This Means for ISV

Jools’ appointment marks an exciting new chapter for ISV. As we look to the future, her leadership will support us to:

• Strengthen our role as a leading voice in the social value movement

• Build deeper partnerships across public, private, and voluntary sectors

• Amplify the importance of social impact in policy and practice

• Support our members and stakeholders to deliver meaningful change

Her experience in uniting communities, influencing policy, and driving collaborative action positions ISV to continue growing its influence and impact.

A Note from Jools

“I am thrilled to be joining the Institute for Social Value at such an important time, and excited for what the future holds for the organisation and the wider movement for change that it empowers and supports. The social value field has never been more critical in surfacing what really matters, and shaping fairer, greener, more connected communities. I can’t wait to get started, working with the team, board, members, and partners to build on the fantastic work already underway and to help drive forward a shared vision for positive change.”

Board Reflections on our new CEO and the recruitment process

From Co-chairs Francesca Salussolia and Penny Anderson:

“The recruitment process attracted an exceptional field of candidates, each bringing impressive credentials and a genuine commitment to advancing social value. Choosing between such strong applicants was not easy, but Jools stood out for her rare combination of strategic vision, sector expertise, and proven ability to lead organisations through growth and change. Her track record of building partnerships, amplifying community voice, and delivering real impact aligns closely with where ISV needs to go next. As a board, we are united in our excitement for this next chapter and have every confidence that Jools will help ISV build on its foundations and step into a more influential and ambitious future.”

Please join us in welcoming Jools Townsend to ISV. We look forward to the journey ahead under her leadership. Jools starts in post on 2 July 2026.

The VCSE Summit 2026 is a large-scale, fully pro bono initiative designed to support and strengthen the voluntary, community and social enterprise sector. The event brings together Crown Commercial Service, the Cabinet Office, NCVO and a wide range of other organisations, all contributing their time and expertise on a voluntary basis.

All technology and marketing costs for the summit are being covered by the organisers. This approach enables the event to focus on access, collaboration and practical value for participating organisations. The summit is aiming to attract at least 1,000 VCSE organisations for a dedicated day of shared learning, discussion and sector-focused support.

The programme is expected to explore a range of themes relevant to VCSE organisations, including policy context, operational challenges and opportunities for collaboration. Sessions are intended to offer insight into current developments while creating space for exchange between organisations working across different parts of the sector.

For organisations such as the Institute, the summit provides a structured opportunity to engage with VCSE organisations at scale. It also offers a platform to share work, increase visibility within the sector and connect with organisations that may be interested in membership or future collaboration. In addition, the summit presents the option for organisations to contribute to the programme, supporting sector-wide discussion through practical experience and knowledge sharing.

Further details on the VCSE Summit 2026, including opportunities to participate and contribute, can be found here: https://whatimpact.com/vcse-summit/

We’re pleased to welcome Jacob Hill as ISV’s Interim CEO.

Building Communities. Transforming Lives.

Since 1931, Keepmoat has grown from its Doncaster roots into one of the UK’s top ten national homebuilders—and the nation’s number one partnership homebuilder. With over 1,000 dedicated employees and 10 regions across the country, they’re more than builders of homes—they’re creators of communities.

At the heart of their work lies placemaking. By forging strong partnerships with local authorities, housing associations, community groups, and public bodies, Keepmoat ensures that every project is about more than bricks and mortar—it’s about transforming lives.

Innovation in Action:
Keepmoat is championing Investors in Community (IIC), a platform empowering charities and community organisations to showcase their impact and earn recognition for volunteering. From rewarding local heroes to co-developing new community-focused social values, their work is redefining how impact is measured and celebrated.

Member Connection:
As one of the first housing developers to join the Institute for Social Value, Keepmoat has been instrumental in embedding the Principles of Social Value across their work. With staff trained and accredited, their team continues to shape the future of meaningful social impact.

In Their Words:

“Working with the Institute for Social Value helps us to reach like-minded professionals. Helping IIC create a new ward-based structure that community groups, business partners and local authorities can use means we can support meaningful social impact in our neighbourhoods.”
— Mark Burley, Social Value and Partnership Manager

Be Part of the Change
Keepmoat and IIC are calling on fellow members, partners, and changemakers: help create a bank of community-based social values to empower schools, non-profits, and local groups to showcase their incredible work—and connect with more corporate partners.

Find out more about Keepmoat: keepmoat.com

Dear Members and Friends, 

From Isabelle Parasram OBE, Outgoing CEO

“As I step away from my role as CEO, I’m deeply grateful for the support of our staff, volunteers, and members who have journeyed with me as I steered the transformation of Social Value UK into the Institute for Social Value we know today. Leading ISV over the past five years has been a privilege, and I’m proud of what we’ve accomplished – from establishing ourselves as the recognised, independent voice of the sector to shaping a community that has grown into a powerful movement. I’m excited to see how ISV will continue to grow and evolve in the future and, more immediately, under Jacob's leadership. As a Board member, Jacob has a strong understanding of ISV’s work and will bring a steady hand to the Interim CEO role. I look forward to supporting both Jacob and the team in any way I can during this transition.” 

From Jacob Hill, Interim CEO

“It’s an absolute privilege to step into the role of interim CEO at such a pivotal moment for ISV. I am deeply grateful for the trust placed in me by the Board and for the solid foundation that Isabelle has so thoughtfully built over the past five years. My aim is to make sure our dedicated team and valued members continue to feel supported and empowered, and that everyone gets the very best from ISV whilst we look ahead to appointing our next CEO. I’m genuinely excited for what lies ahead and look forward to connecting personally with as many of our wonderful stakeholders as possible in the coming months.” 

From Penny & Fran, Co-Chairs of the Board  

“On behalf of the Board, we are pleased to share that, following a unanimous decision, Jacob Hill has been appointed as Interim CEO of the Institute for Social Value. This appointment reflects our commitment to stability and continuity as the organisation embarks on this important transition period.  We would like to take this opportunity to express our sincere gratitude to Isabelle Parasram OBE for her exceptional leadership, dedication, and unwavering service over the past five years. 

As we look ahead, we are confident that Jacob’s experience and steady guidance will help ISV continue to flourish and build upon the strong foundation already in place. We are truly excited for the next chapter in ISV’s journey and remain committed to supporting our valued members, staff, and the wider community throughout this period of change.” 

Looking Ahead 

The Planning and Infrastructure Bill has now completed its Parliamentary stages and is awaiting Royal Assent. As a keystone of the government’s ambition to “get Britain building again”, the Bill represents the most significant package of planning and infrastructure reform in over a decade. Given the strong presence of property, housing, infrastructure and planning professionals across ISV’s membership, this legislation will be of direct interest to many. 

What the Bill is trying to achieve 

The government’s stated aim is to deliver a faster, more predictable planning and consenting system, addressing what it sees as structural delays that constrain housing supply, infrastructure delivery and energy security.  

Key reforms include: 

• Streamlining Nationally Significant Infrastructure Project (NSIP) processes 
  and limiting opportunities for delay 
  
• Introducing strategic planning at a sub-regional scale through Spatial 
  Development Strategies 
  
• Reforming planning committees, including mandatory training and clearer 
  delegation to professional officers 
  
• Strengthening development corporations and compulsory purchase powers to 
  unlock land for housing and infrastructure 

From a social value perspective, these changes are framed by the government as enabling earlier certainty, better coordination and faster delivery of homes, transport, energy and public amenities.

Nature recovery: opportunity and concern 

One of the most significant changes is the introduction of the Nature Restoration Fund (NRF) and Environmental Delivery Plans (EDPs). These allow developers to meet environmental obligations through strategic, coordinated interventions rather than project-by-project mitigation, with the intention of reducing delay and achieving more meaningful nature recovery outcomes. Supporters argue that this could free up specialist ecological capacity, reduce administrative burdens for small and medium developments, and enable larger scale, longer-term environmental improvements However, this approach has also attracted substantial concern from environmental charities and campaign groups.  

Organisations including The Wildlife Trusts, Wildlife & Countryside Link, Wild Justice and the RSPB Youth Council have warned that replacing site-specific assessments with strategic plans risks weakening existing environmental protections, particularly for protected habitats and species. Critics argue that the reforms could allow environmental harm to occur before restoration benefits are delivered. 

Communities and infrastructure 

The Bill introduces a mandatory, centralised scheme to provide electricity bill discounts for households near new or upgraded electricity transmission infrastructure, responding to longstanding concerns that communities hosting nationally important infrastructure often experience disruption without clear local benefit. 

This measure has been welcomed by many as a tangible step towards sharing the benefits of the energy transition more fairly, and as a recognition that social value is critical to building public consent for major infrastructure. 

What this means for social value 

Overall, the Planning and Infrastructure Bill highlights an ongoing tension at the heart of planning reform: how to deliver growth, housing and infrastructure faster while maintaining environmental standards, community trust and long-term social value. 

For ISV members, the Bill reinforces the importance of: 

• Embedding social and environmental outcomes early in development and 
  infrastructure planning 
  
• Demonstrating how growth can deliver tangible benefits for communities and 
  nature 
  
• Engaging constructively with evolving policy frameworks as they move from 
  legislation into practice 

As the Bill receives Royal Assent and secondary legislation and guidance follow, ISV will continue to track its implementation and explore what these reforms mean for delivering genuine social value on the ground.

By Christopher Jones, Advocacy Officer

The think tank Re:State has recently published Procure and Simple, a report examining the current procurement landscape and proposing 22 recommendations aimed at modernisation, innovation, and increased commercial effectiveness within government contracting. The report focuses on simplifying processes, encouraging new forms of procurement, and reshaping the supplier market with an emphasis on startups and scaleups. At The Institute for Social Value (ISV), we welcome open debate on improving public procurement. A review of procurement practice is timely, particularly as government departments work to implement the Procurement Act 2024, update their commercial capability, and embed place-based, outcomes-focused approaches. There is broad agreement across our membership that procurement processes can be streamlined and made more accessible, and that a gap remains between policy ambition and practical delivery. However, following detailed review across ISV’s working groups, we have significant concerns about the treatment of social value within the report, and the potential implications of several recommendations if adopted without appropriate safeguards or expert consultation.

Protecting the Integrity of Social Value 

A core concern is that some recommendations appear to conflate social value with general economic activity. Social value is not simply “economic growth by another name.” It is a broader, outcomes-driven commitment to ensuring public contracts deliver tangible benefits for people and places.

 
Our position is clear: 

• Social value must remain a meaningful, mandatory component of 
  procurement.
• Any reform should strengthen—not dilute—outcome-based social value 
  commitments.
• Proposals such as automatic scoring for certain supplier types risk 
  undermining fairness and genuine delivery.
• Value for Money assessments must continue to reflect Most Advantageous 
  Tender principles, not simply lowest cost or short-term outputs.
• Social value outcomes often take time to develop. Where the report proposes new 
  break clauses, performance frameworks, or post-contract reviews, these must 
  explicitly include social value and avoid favouring short-term, financially driven 
  metrics.

Ensuring Social Value Expertise Shapes Reforms 

Many of the misconceptions around social value that feature in the report can be traced to the apparent absence of sufficient consultation with social value practitioners and organisations within the research process. Procurement reform must be informed by those with first-hand expertise in designing, delivering, and monitoring social value outcomes. 

ISV stands ready to support government and industry partners by: 

• defining what good social value delivery looks like; 
  
• contributing to standards, quality marks, or capability frameworks; 
  
• advising on proportionate, outcome-based evaluation criteria; 
  
• ensuring reforms remain coherent with the Social Value Model and wider 
  government missions. 

Any next steps stemming from the report must include proper engagement with the social value community. 

Championing an Inclusive, Diverse Supplier Base 

We recognise the intent behind improving access for startups and scaleups, and agree that innovation is a critical driver of public sector improvement. However, shifting procurement focus exclusively toward these groups risks excluding VCSEs, SMEs, and mission-led enterprises who have long been central to delivering social value in communities. 

We do not support proposals that: 

• replace SME/VCSE priorities with a startup-centric approach; 
  
• define social value through narrow economic or technological criteria; 
  
• marginalise organisations whose primary purpose is community or social 
  impact.

 
Government procurement thrives on diversity. A balanced supplier ecosystem, including VCSEs, SMEs, MSMEs, social enterprises, and new innovators, is essential for achieving social value outcomes that matter. 

Innovation and “Smart Awards” 

We also welcome the intention to make procurement more innovative and responsive and recognise the potential of ‘Smart awards’ to reduce barriers to entry and encourage new suppliers. However, this will only be beneficial if implemented with safeguards that protect social value. 

Any innovation mechanism must: 

• maintain transparency and competition; 
  
• include social value requirements from the outset; 
  
• avoid creating short-term or high-risk conditions that disadvantage smaller or 
  
• mission-driven organisations; 
  
• ensure social value outcomes are measured fairly over appropriate 
  timescales. 
  

Proportionality and Accessibility 

ISV supports proposals that: 

• streamline tender documents; 
  
• remove unnecessary administrative barriers; 
  
• allow suppliers without extensive public sector experience to compete. 

These are positive steps toward opening the market, provided they do not compromise standards or social value expectations. Where requirements such as prior experience are removed, clear and consistent criteria for demonstrating capability, including social value capability, must remain in place. 

Governance, Accountability, and Performance Management 

ISV supports enhanced accountability, including stronger SRO responsibilities, core KPI frameworks, and structured post-contract reviews. These measures can improve delivery and drive better outcomes, if social value is embedded within them. 

We emphasise the need for: 

• balanced KPIs that measure social as well as financial outcomes; 
  
• independent oversight to avoid conflicts of interest; 
  
• transparency that supports market confidence rather than deters participation. 

Performance data should highlight good practice as well as areas for improvement, supporting sector-wide learning. 

Contract Length, Red Lines, and Procurement Architecture 

Several recommendations propose strict limits on contract length or size. While well intentioned, such red lines are impractical for many sectors, particularly infrastructure, complex services, and any contract where impact (including social value impact) requires long-term investment. 

Overly restrictive contract architecture could: 

• undermine stability in key markets; 
  
• prevent the meaningful measurement of social value outcomes; 
  
• increase, rather than reduce, procurement burdens. 

Reforms in this area must be evidence-based and sensitive to sectoral differences.

Closing Thoughts 

The ‘Procure and Simple’ report raises valuable questions and includes several constructive ideas that could help modernise procurement. But substantial changes are needed to ensure that social value is preserved, understood, and strengthened, rather than diluted or misplaced. At ISV, our message is simple: Social value is not an add-on. It is central to public procurement and essential to ensuring that public money creates long-term, meaningful benefit for communities across the UK. 

We welcome continued dialogue with Re:State, government departments, suppliers, and the wider social value community. Together, we can ensure that the next phase of procurement reform delivers innovation and impact, without compromising the principles that matter most.

By Christopher Jones, Advocacy Officer

The Government’s Autumn Budget sets out a wide range of fiscal and social policy measures intended to ‘cut the cost of living, cut waiting lists, and support economic stability’. But what are the implications of the Chancellor’s Budget for communities, public services, SMEs, VCSEs, and large organisations engaged in purpose-led work? Here, we break down the major measures, the potential benefits, and the areas where uncertainty remains.

Ending the Two-Child Benefit Cap: A Significant Shift for Social 
Outcomes 

One of the most notable announcements was the removal of the two-child benefit cap. Many organisations across the social sector have long highlighted this policy’s impact on childhood poverty and household resilience. The change is likely to increase welfare spending over the coming years but also has the potential to significantly reduce child poverty levels. 

This shift will strengthen family wellbeing, improve children’s long-term life chances, and ultimately reduce pressure on local health, housing, education and Local Authority children’s services. Crucially, strained VCSE support and crisis services across all of these areas are likely to benefit from this policy and the resulting material increase in household income. 

Extended Freeze on Income Tax Thresholds: Pressures on Households, 
Staff, and Employers

The extended freeze on income tax thresholds to 2030/31, or ‘stealth tax’, represents a more complex policy to assess from a social value perspective. On the one hand, the measure will substantially raise revenue for the Government and has undoubtedly functioned as a mechanism to free up spending in other areas, allowing for policies such as the removal of the benefit cap and additional funding for devolved regions.

On the other hand, social value is fundamentally about impact on people, and, in spite of any potential for broader economic and social benefits in the longer-term, the most tangible and keenly felt impact of the freeze on people in the short-term will be one of additional financial strain.

Increased Funding for Mayors and Devolved Governments – 
Opportunities for Localised Social Value

The Budget commits an additional £13bn to regional and devolved administrations. This presents meaningful opportunities for place-based investment, local economic development, and integrated social value approaches that reflect community priorities. This increase may also expand the role that SMEs and VCSEs can play in delivering social, economic, and environmental outcomes at regional level, provided commissioning environments are designed to enable broad participation.

NHS Staffing and Technology Investment – Potential for System-Wide Impact

Additional investment in NHS staffing and £300m for technology modernisation could significantly improve service efficiency, patient experience, and the workplace wellbeing of overburdened NHS staff, at a time where improvement across all three areas is badly needed. For public-sector members and suppliers in our network, this may create opportunities for innovation, partnership, and improved outcomes across health and care systems. Of course, technology-led change does also require effective implementation, skills support, and long-term planning to fully realise its social value benefits.

Changes to Fuel Duty, EV Mileage Charges, and Decarbonisation Incentives 

The Budget includes future increases to fuel duty and the introduction of a mileage-based charge for electric and plug-in hybrid vehicles from 2028. While part of a wider transition to a sustainable fiscal model as transport decarbonises, these measures may raise operational costs for organisations relying on vehicle fleets, particularly SMEs and VCSEs. At the Institute for Social Value, we continue to advocate for supportive transition 
frameworks to ensure small organisations can decarbonise affordably and continue to deliver social value in their communities. 

Salary-Sacrifice Pension Reform

The introduction of National Insurance contributions on salary-sacrificed pensions above a threshold represents another area where the impact will vary across our membership. Larger employers may absorb administrative or financial implications more easily, while SMEs and VCSEs may face additional complexity. We will monitor how this policy evolves in practice and share guidance with members as more detail becomes available.

A Mixed Landscape for Social Value

The Autumn Budget contains several promising developments that have the potential to improve outcomes for families, communities, and public services, particularly the removal of the two-child benefit cap, increased welfare spending, and investment in the NHS. At the same time, some measures introduce new financial or administrative pressures, especially for SMEs and VCSEs already operating in challenging economic conditions. These organisations are essential to delivering social value across the UK; supporting their resilience must remain a national priority.

Our work in the coming months will continue to: 

• Analyse the real-world impact of these measures as they develop
• Support members — large and small — in responding effectively
• Advocating for policy environments that enable social value creation
• Ensuring SME and VCSE voices remain central to national discussions

By Christopher Jones, Advocacy Officer

In a previous blog and in our October Newsletter, we published our commentary on the procurement process led by Great British Nuclear (GBN) for a Small Modular Reactor (SMR) competition, where we argued that the characterisation and criticism of social value requirements as mere red tape distracts from the more important question of how social value can be embedded meaningfully in public spending. Today, in light of a fresh article in The Times further critiquing the role of social value in public spending, we return to the conversation.

On the 9th of November, The Times published an article titled 'Calls to end 'pantomime' social-value requirements in public contracts', which reports that some policymakers and commentators are calling for the social-value regime in public procurement to be scrapped, branding it a 'pointless pantomime'.

We believe this second article highlights three key problems: misunderstanding, misrepresentation, and mis-design. Each of these deserves a clear response.

Misunderstanding: Policy, not pantomime

The Times article quotes voices claiming that firms are burdened by social value requirements, branding them "a pointless pantomime that just prices start-ups out of working with government". Social value is represented as performance rather than policy.

At The Institute for Social Value, we disagree. Social Value is not a showpiece or a box-ticking exercise. It is, as we argued in our previous response, a strategic framework that ensures public spending delivers long-term benefits for people, places, and the planet. Social Value has the power to bring more inclusive employment, more resilient supply chains, and improved community wellbeing. It is not about theatre; it is about results.

The continued portrayal of social value as 'red tape' reveals a worrying trend in public debate that focuses on process at the expense of purpose. If we are serious about improving value for money, we should be continuing to ask how to design social value criteria as effectively as possible, not how to remove them entirely.

Misrepresentation: Getting proportion right

The Times piece also argues that large public sector organisations impose “miscellaneous requirements” that small companies cannot meet, while large firms hire teams to “tick boxes and game the process”.

We agree that if social value is applied poorly, it can become burdensome or exclusionary; this is something that we at the Institute have long highlighted as a challenge that must be addressed. But it is crucial to understand that this is a failure of design, not of principle.

Social value requirements must be proportionate, transparent, and genuinely connected to outcomes. They should support smaller firms and VCSEs, who are often best placed to deliver those outcomes, to compete, not lock them out. They should be measurable and linked to the purpose and crucially the Location of each contract.

In the SMR competition, for example, social value commitments focused on workplace diversity, inclusive employment, and support for disadvantaged groups. These were not decorative extras. They were designed to ensure that investment in major infrastructure also strengthened local opportunity.

Mis-design: Reform, not retreat

The Times article notes that public procurement is worth around £400 bn a year and cites critics that suggest current rules slow procurement timelines and make processes unnecessarily complex.

The answer is not to abandon social value. The answer, again, is to refine its implementation.

At ISV, we believe reform should focus on three things. First, integrating social value considerations that are proportionate and practical. Second, continuing to improve oversight and accountability so that commitments are delivered, not just promised. Third, supporting smaller suppliers with clearer guidance and examples of good practice.

Designed in this way, procurement has the potential to become a driver of quality and accountability, rather than a source of delay.

Pushing back against the narrative

In our previous blog we argued that inclusive employment, fair supply chains, and local economic resilience are not peripheral benefits but core components of responsible public spending.

The new article risks pushing the conversation in the opposite direction. Labelling social value a ‘pantomime’ trivialises genuine efforts to ensure tax payers-funded projects deliver benefits that extend beyond the balance sheet. If we allow that framing to take hold, we risk undermining years of progress in building procurement systems that reflect modern social priorities.

Last week’s conference in Birmingham was a defining moment for the Institute for Social Value - and for me personally, as my final conference as CEO. It was both a celebration of what we’ve achieved together and a glimpse into ISV’s next chapter. Here's a look at what that actually means 'on the ground'.

Building Something Lasting

Since establishing the Institute in 2024 as an independent, well-governed, and inclusive sector convenor, we’ve launched:

• CPD-accredited training
• In-person networking events
• The ISV Council and Working Groups
• A monthly Charity Sector Forum
• Practitioner-led webinars
• A new website with member and recruitment directories
• New membership packages

Before I step down, we’ll also launch:

• Maturity assessments
• A new Navigating the Social Value Landscape course
  
• A new software accreditation process
  
• An online learning platform
• A jobs board and volunteer directory

Post-nominals for individuals and a reinvented Social Value Management Certificate as an industry standard kitemark for organisations will follow shortly after.

Fairer Systems, Stronger Voices

So, what of this, our first conference after officially launching The Institute at last year's conference? Across two packed days, 160+ delegates and 50+ speakers shared ideas, challenged assumptions, and celebrated progress. Here’s what some of them had to say:

Abbie Brown: “The question at the start of every project shouldn’t be what we’re going to deliver, but what we’re going to change.”

See Abbie’s post: https://www.linkedin.com/posts/abbiembrown_fairersystems-strongervoices-activity-7382323936321019905-MOVZ/

Gemma Copp: “Social value isn’t just a policy shift - it’s a leadership shift. Architecture is not the work of one person, but of a people, reflecting their spirit and history.”

See Gemma’s post: https://www.linkedin.com/posts/gemmacopp_isvcon2025-isvcon2025-socialvalue-activity-7383842142571438080-q2Z1/

Andy Gawin Warby: “Deep, candid insight from my panel colleagues on social value in integrated care, and a huge thank you to the ISV team for a thought-provoking event.

See Andy’s post: https://www.linkedin.com/posts/andy-gawin-warby-frsa-a244015_carolinerogers-courtneydean-activity-7382407628821311488-x7g4/

A Collective Effort

Of course, this conference wouldn’t have been possible without:

• Our Sponsors: Mott MacDonald, BAM UK & Ireland, GetZero, and Connelly Ltd
• All our speakers, whose insight made the event inspiring and thought-provoking
• The Eventurous team and venue staff
• Our Board, for their entrepreneurial spirit and unwavering support
• Our volunteers, the ISV Council and Working Groups
• My deputy, Eimear Davis
• And of course, our incredible staff team, who pulled out all the stops to deliver our best conference ever!

As Selin Yigitbasi-Ducker said: “It takes a village to deliver a conference like this.”

And what a village it is!

Saying Goodbye (but not farewell)

This conference was my first “Goodbye,” but not my last.

On 18 October, I led a 10K Farewell Walk in Manchester in raising funds for Sport4Life UK and for CoppaFeel! in support of those impacted by cancer:

Donate via Sport4Life: https://sport4life.enthuse.com/pf/isabelle-parasram

Donate via CoppaFeel!: https://www.justgiving.com/page/penny-anderson-2

On 20 November, I’ll chair my final ISV event, Redefining Leadership, an online panel exploring career pivots and leading with purpose with:

Dr Mark Williamson, CEO, Action for Happiness: https://www.linkedin.com/in/markwilliamson/?originalSubdomain=uk

Emma Cherniavsky, CEO, UNHRC UK:

https://www.linkedin.com/in/emma-cherniavsky-7050b47/?originalSubdomain=uktest

Veronique Bourbeau, Founder & CEO, Run4Humanity:

https://www.linkedin.com/in/run4humanity/?originalSubdomain=au

See all upcoming ISV events here

Looking Ahead

As I hand over to my successor, I’m filled with pride and optimism. ISV has never been about one person; it was created by members, partners, and supporters who believed we could build something stronger, fairer, and lasting.

I hope to continue contributing in some capacity and look forward to seeing ISV grow, evolve, and flourish under our dedicated Board and new leadership team.

Never forget that we’ve created something extraordinary - together.

As I reflect on all the moments that have made this journey so special, I’ll start by enjoying these.

And I hope you enjoy them too.

Isabelle Parasram OBE

Chief Executive Officer, Institute for Social Value

October 2025

Member Spotlight - whatimpact

Survey Launch: Environment and Social Value 

What Does Social Value Mean in the Context of Political Action?

Spring Statement: Analysing the Implications for Social Value

Introducing the ISV Professional Pathways Forum