I recently had the opportunity to attend the annual Social Value UK Conference in Birmingham, now the newly launched Institute for Social Value.

The two-day event was an opportunity to network with colleagues, reflect on the sector’s evolution, and explore what lies ahead.

The launch of the Institute of Social Value aims to unify the sector’s voices and provide some directionality.

The conference provided a platform to listen to stakeholders, exchange ideas, and lay the foundation for a collaborative and inclusive institution for everyone passionate about social value and impact management.

The panel discussions were organised around two major themes:

1. Social value in procurement and the political landscape.
2. Unlocking social value through VCSE partnerships.

A unifying thread across these discussions was the measuring of impact.

Built-on VS. built-in approaches

The conference’s structure reminded me of the open letter from VCSE to the LGA, expressing concerns over how social impact is currently measured in public procurement services.

A key takeaway from the conference and this letter is the ongoing debate between those who interpret social impact as a bolt-on additionality and those who see it as a built-in mindset that fundamentally shifts how value is defined, measured and delivered.

While measurement toolkits dominate the market, some argue that social impact should become a system-wide lens, a foundational mindset that reshapes how we approach solutions to societal challenges.

The distinction between outputs and outcomes feels particularly relevant. While measuring outputs can provide a sense of progress, outcomes—long-term, meaningful changes in people’s lives— truly define impact.

Questions to ponder

I left the conference with more questions than answers, but I believe these are the types of questions that might prompt further discussion and guide the sector toward a shared foundation:

• How should we interpret social impact?
• What problems are we trying to solve, and are we measuring what truly matters?
• How durable are the solutions we envision, and who will steward them once we move on?

As Cllr Tumi Hawkins said, “Let’s start from the future we imagine and walk our way back to where we are now.”

The role of the built environment

We believe in the built environment as a force for good and a catalyst for change. The sector and development plays a pivotal role in creating opportunities for communities to thrive, leveraging existing strengths while building new ones.

The pebble-in-the-pond analogy that Meeting Place uses to exemplify this concept is a powerful way to visualise how impactful the built environment can be. Small, well-planned interventions can ripple outward, creating long-term benefits for communities.

However, this potential can only be realised if we engage meaningfully with local communities early in the process. Trust, built through genuine two-way conversations, is the foundation for creating solutions that are not only effective but also sustainable and long-lasting.

Here’s the reason why building partnerships with local organisations is key: they are the custodians of invaluable local knowledge and insights into the community’s needs and challenges.