Introducing Mark Johnson
With more than two decades of public sector procurement leadership under his belt, Mark Johnson brings unmatched expertise in strategic sourcing, social value, and sustainable procurement. As a Technical Partner at ICS Projects, Mark leads our Social Value service offering—helping clients embed meaningful, measurable impact into major infrastructure and capital programmes.
Mark has held leadership roles on some of the UK’s most high-profile public programmes, including as Head of Social Value for the New Hospital Programme (NHS England), and Procurement Lead on the £650m Whipps Cross Redevelopment. His work has shaped social value strategy across 40+ schemes, driven procurement transformation across multiple London boroughs, and delivered tangible benefits to communities and local economies.
In this blog, Mark explores why policy alone isn’t enough—and what real, collaborative delivery of social value should look like.
Social Value Needs Government Collaboration – Not More Procurement Policy
Since the introduction of PPN 06/20 and the Social Value Model (PPN 02/21), public sector procurement has taken significant steps toward embedding social value into commercial decision-making. But despite this progress, policy alone can’t deliver impact.
Too often, we expect suppliers to solve social challenges—whether that’s creating jobs, improving skills, or supporting disadvantaged communities—without giving them the wider infrastructure needed to succeed.
What Is Social Value — Really?
Social value isn’t simply about doing procurement ethically. Fair pay and good employment practices are minimum expectations, not added value.
True social value means getting more from public spend — creating new economic, environmental, and social benefits that wouldn’t happen otherwise:
- Jobs and skills for disadvantaged groups
- Opportunities for SMEs and social enterprises
- Environmental action towards net zero
- Stronger, more resilient communities
But procurement is just one part of the equation. Without investment, coordination, and support, we risk policy compliance without real change.
PPN 002: More Policy, Same Problems
The recent PPN 002 had the potential to solve long-standing challenges — but instead, it reinforced existing policy without fixing structural problems. Among them:
- Fragmented implementation across departments
- Lack of funding to support real delivery
- No joined-up approach to align social value with broader government objectives
The Limits of Supplier-Led Delivery
Suppliers are being asked to deliver ambitious social value outcomes — but often without:
- A pipeline of job-ready candidates
- Connection to VCSEs, educators or employment services
- Support beyond the contract term
Without this ecosystem, social value becomes a box-ticking exercise rather than a meaningful intervention.
What We Need Instead: Collaboration, Not Compliance
Here’s what would truly shift the dial:
1. A Coordinated Social Value Ecosystem
Government, suppliers, VCSEs, education providers and local communities should share responsibility for delivery — not just suppliers.
2. Investment in Infrastructure
Dedicated funding is essential for training, job readiness, and local capacity-building. Pre-contract investment helps turn intent into impact.
3. A Cross-Government Centre of Excellence
We need a hub that provides guidance, tools, and joined-up funding across departments — so that, for example, a healthcare project can also deliver skills, SME growth and social mobility.
4. Shared Accountability and Long-Term Impact
Social value should be embedded before, during and after procurement — measured not by contract compliance alone, but by lasting outcomes.
From Policy to Progress
We don’t need more procurement policy. We need:
- Funded, long-term initiatives
- Local partnerships and joined-up support
- Practical guidance and capability-building
- A collaborative, cross-sector approach to delivery
Social value isn’t just a procurement challenge — it’s a shared national opportunity.
Join the Conversation
“Don’t get me wrong, policy is needed. But without investment, collaboration, and realistic delivery models, we risk repeating the same mistakes. If we’re serious about creating impact, we need more than words—we need action.” — Mark Johnson
If you’re a changemaker working to shape better outcomes through public procurement, Mark would love to hear from you.