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1. Public Procurement Review Service (PPRS) Highlights

PPRS sits within the Cabinet Office and allows public sector suppliers and potential government suppliers to raise concerns, with the option to remain anonymous, where they believe that there has been poor public sector procurement practice. PPRS also accepts cases raised by suppliers concerning the late payment (i.e. not paid within 30 calendar days or as stated in the contract terms) of valid and undisputed invoices on a public sector contract.

The Progress Report highlights the main trends the service has seen from 6 April 2023 to 5 April 2024. It includes a comparison of procurement issues within the different sectors. It also addresses the outcome of feedback provided from user surveys and has a forward look for the financial year 2024/25.

PPRS received 119 cases in this financial year (plus 12 cases carried forward from the previous year) which represented a 30.8% increase from 91 cases in 2022/23. Over half (57.3%) of the cases were received from new service users. There were 16,850 contract opportunities posted to Contracts Finder during this period.

The top 5 reported issues to PPRS this year were:

• 鈥楶补测尘别苍迟鈥�
• 鈥楨惫补濒耻补迟颈辞苍鈥�
• 鈥楿se of framework鈥�
• 鈥楩别别诲产补肠办鈥�
• 鈥楥辞尘尘耻苍颈肠补迟颈辞苍鈥�

PPRS unblocked 拢3,469,265.75 in late payments in 2023/24 on behalf of suppliers and we continue to maintain a 100% success rate in releasing valid overdue and undisputed invoices. There was a year on year increase in the number of payment cases of 13.6% and a large increase in the value of unblocked payments from 拢230,000.00 in the previous year. The total amount PPRS has unblocked since the service began is 拢13.2m.

88.5% of cases were resolved within 2 months of receipt for issues relating to a central government body, or within 3 months of receipt for issues relating to the wider public sector (for example in local government).

2. Background

PPRS is one of a range of measures designed to make government easier to work with, helping suppliers (particularly Small and Medium-sized Enterprises (SMEs) and Voluntary, Community and Social Enterprises (VCSEs), and levelling the playing field for those who want to supply to the Government.

We welcome enquiries from all suppliers who have concerns about the conduct of a procurement process that they have been part of, or which they wish to participate in. An enquiry must relate to a specific procurement. The issue must have taken place in the last two years and concern a procurement process run by an in-scope contracting authority as defined by the Public Contract Regulations 2015 (PCR 2015). We also handle cases concerning the late payment (i.e. not paid within 30 calendar days or as stated in the contract terms) of valid and undisputed invoices on a public sector contract. If the supplier has not followed the correct action, or understood the process, our work would involve providing advice and guidance rather than a recommendation to the contracting authority.

We work with central government departments (CG) and wider public sector (WPS) to help them understand concerns raised and to highlight best practice. Serious or persistent issues are escalated within contracting authorities and can be raised with the Small Business Crown Representative in addition to our investigations.

In some cases, our work leads to live procurements being adjusted. In other cases, we ensure that lessons are learned, leading to improvements in the way government sources future goods and services and ensuring suppliers are paid in accordance with Prompt Payment Policy. The majority of our cases are summarised and published^{[footnote 1]} naming the contracting authorities whilst businesses that reported the cases remain anonymous.

It should be noted that trends are based on the type of complaint that has been investigated at the closure stage and does not always indicate that an incorrect procurement process has been identified.

Our scope and remit can be viewed on 伊人直播^{[footnote 2]}.

3. Promoting PPRS

It is our aim that all suppliers and potential suppliers are aware of the service we offer and how we will operate within the new Procurement Review Unit.

In terms of existing communications, PPRS is advertised online on Contracts Finder^{[footnote 3]} which allows suppliers to search for information about public sector opportunities. Contracts Finder published 60,584 award notices in 2023/24. PPRS is also advertised on Find a Tender^{[footnote 4]} service that allows organisations to search and apply for high value contracts (usually above 拢118,000) in the UK鈥檚 public and utilities sectors. Find a Tender service published 20,589 award notices in 2023/24. PPRS is also promoted on the SME Hub^{[footnote 5]} on 伊人直播 and the Service is referenced within the commercial playbooks.

We have a promotional video on the GCF YouTube channel that has been shared with key stakeholders, along with a brochure that outlines our processes and trends. We continue to promote our marketing material through the Cabinet Office鈥檚 SME Panel and Crown Representatives.

We also continue to work with the Small Business Commissioner, similar services in the Devolved Administrations^{[footnote 6]} and the VSCE Crown Representative to identify trends and share experience of best practices. Additionally, we have engaged with the new SME Crown Representative.

We are working closely with colleagues across the new Procurement Review Unit, to raise awareness of the new and existing services, and to ensure our services are accessible.

4. Cases Received and Sectors Involved

In the reporting year ended 5 April 2024, 119 new cases were received and a further 12 cases were carried forward from the previous year. This report focuses on the trends for the 87 cases handled through to closure; the remaining cases were either collapsed or rejected once further information was received. Cases are rejected if new evidence is identified that the complaint raised falls outside our scope and remit, we collapse cases if we lose contact with a supplier, they request to withdraw from the service, or they request to work directly with the contracting authority. 21 cases were carried forward to 2024/25.

Chart 1: Sectors we have received concerns about since the service started (closed only):

Year 听	Central Government	Wider Public Sector
2010/11	3听 听 听 听 听 听 听	10
2011/12	56听 听 听 听 听 听 听	98
2012/13	44 听 听 听 听 听 听	113
2013/14	59 听 听 听 听 听 听	112
2014/15	57听 听 听 听 听 听	98
2015/16	34听 听 听 听 听 听	83
2016/17	32听 听 听 听 听 听 听	97
2017/18	48听 听 听 听 听 听 听	89
2018/19	52 听 听 听 听 听 听	152
2019/20	26 听 听 听 听 听 听	85
2020/21	26听 听 听 听 听 听	62
2021/22	20听 听 听 听 听 听	47
2022/23	19听 听 听 听 听 听	51
2023/24	28听 听 听 听 听 听	59

The number of complaints received for CG has increased from 19 cases in 2022/23 to 28 cases in 2023/24. There has been an increase in the number of cases received for WPS, from 51 cases in 2022/23 to 59 in 2023/24.

Although there has been an increase this year compared with recent years, case numbers continue at a historically low rate. The generally low rate is most likely due to the public sector buyers鈥� familiarity with the current regulations.

Non-case Enquiries

PPRS continually reviews its processes and identifies areas for improvement. We track enquiries received to understand the volume that does not transpire to a full case. Often these are of a general nature seeking further information, or enquiries that could be handled directly by contracting authorities without the need to establish a case. We handled 156 enquiries to 5 April 2024, compared to 139 enquiries handled by the same point the previous year. We have also classified the nature of the enquiry to see if there are any further trends to support our ongoing spot check programme. 93 enquiries were not related to procurement processes and were signposted appropriately. 15 enquiries were outside our scope and remit, 43 did not respond to our requests for further information needed to establish a case, and 5 were referred to the Devolved Administrations. The remainder were answered by PPRS.

5. Main Issues Raised

High Level Classification

We classify enquiries by the overarching nature of the issue. The types of concerns we investigate are categorised at the closure stage of the investigation. These fall under 7 categories:

• Procurement Strategy (the approach to achieving what the contracting authority requires from the procurement)
• Procurement Process (issues relating to the submission or evaluation of tenders),
• Late Payment,
• Transparency (where the process was not clear)
• Technology/Systems (e.g. broken links or issues with eTendering Portals)
• Contract Management (problems at any stage of the contract management process)
• Bureaucracy of the Process (procurement red tape)

This high level classification enables us to produce and analyse trends around the main issues received.

Chart 2: Types of Issues raised - High Level - 2023/24 comparison against previous year:

Category 听	2022/23	2023/24
Payment	22听 听 听 听 听 听 听	25
Procurement Process	35听 听 听 听 听 听 听	45
Procurement Strategy	7 听 听 听 听 听 听	9
Transparency	3 听 听 听 听 听 听	2
Contract Management	3听 听 听 听 听 听	4
Technology / Systems	0听 听 听 听 听 听	2

In 2023/24 there was an increase in 鈥楶补测尘别苍迟鈥� cases to 25 cases (28.7% of all cases) compared to 2022/23 where 鈥楶补测尘别苍迟鈥� cases accounted for 22 cases (31.4%).

PPRS routinely reminds contracting authorities of their obligations under the Prompt Payment Policy and the PCR 2015 regulation 113^{[footnote 7]}.

鈥楶rocurement Process鈥�- still represents half of cases this year after an increase in cases from 35 in 2022/23 (50%) to 45 in 2023/24 (51.7%).

鈥楶rocurement Strategy鈥� - there has been a slight increase in cases from seven cases in 2022/23 (10%) to 9 cases in 2023/24 (10.3%).

鈥楾ransparency鈥� - there was a slight decrease in cases from three (4.3%) in 2022/23 to two in 2023/24 (2.3%).

鈥楥ontract Management鈥� - there was a slight increase in cases from three cases (4.3%) in 2022/23 to four cases (4.6%) in 2023/24.

鈥楾echnology/Systems鈥� - there were two cases (2.3%) in 2023/24 where there were zero in 2022/23. There were zero cases classified as 鈥楤ureaucracy of the Process鈥�.

Sub Level Classification

Closed cases are further classified to provide a more granular level of detail to enable us to identify and analyse trends. Within this report we have grouped issues where a single case has been received as 鈥極ther鈥�.

Chart 3: Types of Issues raised - Sub Level 2023/24

Category 听	Total 听	Percentage
Payment	25	28.7%
Evaluation	15	17.2%
Use of framework	8	8.2%
Feedback	5	5.7%
Communication	5	5.7%
Transparency	3	3.4%
Tender withdrawn	3	3.4%
Tender requirement	3	3.4%
Tender process	2	2.3%
SME exclusion - Framework strategy	2	2.3%
Procurement procedure used	2	2.3%
Cancellation	2	2.3%
Other	12	13.8%

Late payment accounted for more than a quarter (28.7%) of all issues reported to PPRS this year with 25 cases, compared to just under a third, 22 cases (31.4%), of all cases the previous year. Two payment cases were not upheld.

The next highest sub-issues are classified as follows:

• 鈥楨惫补濒耻补迟颈辞苍鈥� 15 cases, 17.2%, with three complaints upheld.
• 鈥楿se of framework鈥� eight cases, 9.2%, with two complaints upheld.
• 鈥楩别别诲产补肠办鈥� five cases, 5.7%, with four complaints upheld.
• 鈥楥辞尘尘耻苍颈肠补迟颈辞苍鈥� five cases, 5.7%, with two complaints upheld.

The concerns recorded under 鈥極ther鈥� include: 鈥楾echnical issue with e-portal鈥�, SME exclusion - Financial requirement鈥�, SME exclusion鈥�, Pricing Mechanism鈥�, Out of scope extension鈥�, Flowdown of terms鈥�, Conflict of Interest鈥�, Competition鈥�, Competition鈥�, Change of scope鈥�, Award鈥�, Advertisement鈥�, and 鈥楢bnormally low bid鈥�.

6. Top Issues and Action

The main areas of complaints received against contracting authorities are outlined in the table below. 鈥楿pheld鈥� represents cases where we have made recommendations for change in the contracting authority鈥檚 process and provided signposting to published guidance. 鈥楴ot upheld鈥� refers to cases where the contracting authority has followed the correct procedure and we were able to educate suppliers. There was an increase in the number of complaints acknowledged by contracting authorities where they acknowledged improvements could be made in the future.

Main Trends

Issue	Context	Action
鈥楶补测尘别苍迟鈥� 25 cases raised CG two cases (all upheld); WPS - 23 cases (all upheld) (payment complaints are closed at the point where the supplier receives payment)	All of the cases concerned non-payment of valid and undisputed invoices. Where public sector invoices are not paid within 30 days and are not disputed, interest becomes liable as set out in the Late Payment of Commercial Debts (Interest) Act 1998. In addition, under the PCR 2015, public sector buyers must publish the amount of interest paid to suppliers due to late payment. Payment policy PCR 2015 regulation 113. Prompt Payment Policy	We unblocked 拢3,469,265.75 in late payments on behalf of suppliers. We remind contracting authorities of their obligations under the PCR 2015[footnote 8], including PPN 02/20[footnote 9] and PPN 04/20[footnote 10] that sets out information and guidance for public bodies on payment of their suppliers to ensure service continuity during the coronavirus outbreak.
鈥楨惫补濒耻补迟颈辞苍鈥� 15 cases raised CG - three cases (one upheld) WPS - 12 cases (two upheld)	Concerns were raised on how the evaluation process was run, including the evaluation criteria and potential conflicts of interest within the evaluation panel.	For the majority of cases, where complaints were not upheld, PPRS was able to confirm a fair and transparent process had been followed that aligned with the advertised opportunity. Where complaints were upheld, PPRS recommended that contracting authorities provide clear guidance on the way in which answers will be evaluated, to ensure all opportunities meet the PCR 2015 regulation18, Principles of Procurement11. Where improvements could me made in the future PPRS recommended that the Authority should consider the Sourcing Playbook12 when planning future evaluations to achieve maximum effectiveness when calculating the most economically advantageous tender and delivering the best price to quality ratio and test before implementation. PPRS also followed-up with the Authority as appropriate to review the implementation of this recommendation.
鈥楿se of framework鈥� Eight cases: CG - seven case (two upheld) WPS - one case (not upheld)	Suppliers were concerned that frameworks were being used for procurements that were out of the scope of that framework or lot.	Where the complaint was not upheld we were able to assure the supplier that the procurement was in scope. Where complaints were upheld, we advised the customer to consult with the framework authority to ensure framework procurements would be in scope going forward.
鈥楩别别诲产补肠办鈥�	听	听
Five cases: CG - three cases (all upheld) WPS - two cases (one upheld)	Suppliers were concerned with either a lack of feedback after submitting a tender, or that the feedback was low quality.	High quality feedback is essential to maintaining transparency, and ensuring that unsuccessful suppliers remain engaged with the public sector market. It also ensures suppliers can improve their tenders over time. In the majority of cases, these complaints were upheld, and best practice guidance was given to customer authorities.
鈥楥辞尘尘耻苍颈肠补迟颈辞苍鈥� Five cases: CG - four cases (two upheld) WPS - one case (not upheld)	Suppliers were concerned about a lack of transparency in public sector procurements, and that communication was either late or not clear enough.	In most cases, customers had met their transparency requirements and we helped the supplier to understand the obligations of customer authorities. In the upheld cases, we were able to encourage customer authorities to improve their supplier communications.

7. Case Outcomes

We make recommendations to the contracting authority on how to remedy the specific issue raised. If we consider that the issues raised might have wider applicability to general public procurement practice, we work with policy colleagues in the Cabinet Office to issue general guidance to all public bodies, for example through a PPN. This year, the majority of cases have seen us direct people to existing guidance rather than driving new policy.

Serious or persistent issues are escalated within contracting authorities and can be raised with the SME Crown Representative in addition to our investigations.

Working at pace resulted in changes being made to three live procurements. We handled 44 cases where the correct procedure had been followed by the contracting authority and were able to offer advice to the supplier to help them understand what had happened and why. This represented an increase from 21 cases the previous year.

Chart 4: Outcome of closed cases - 2023/24 comparison against previous year

Category 听	2022/23	2023/24
Accepted recommendations	24听 听 听 听 听 听 听	35
Complaint not upheld	21听 听 听 听 听 听 听	44
Future procurements adjusted	14 听 听 听 听 听 听	5
Live procurement adjusted	11 听 听 听 听 听 听	3

Collapsed and rejected cases

Out of 110 cases managed, eight cases were rejected and 15 cases were collapsed. This compared to 17 cases (seven rejected, 10 collapsed) in the previous year. Cases are rejected if new evidence is identified that the complaint raised falls outside our scope and remit. We collapse cases if we lose contact with a supplier, they request to withdraw from the service, or they request to work directly with the contracting authority.

8. Service Satisfaction Surveys

We aim to handle CG cases within 60 days and WPS cases within 90 days. In 2023/24 88.5% of cases were managed through to conclusion within this service level agreement (SLA).

Feedback surveys are sent directly to suppliers and contracting authorities following case closure. Feedback from suppliers has shown that we have a positive impact on public sector procurement by recommending changes in contracting authorities鈥� procurement activities.

Supplier Feedback

A total of 72 surveys have been sent to suppliers. We had 34 responses, giving a 47.2% response rate, up from 45.1% the previous year.

• 97.1% agreed it was easy to find information on PPRS, which has increased from 78.3% the previous year,
• 94.1% agreed the process and outcome was explained, which has increased from 91.3% the previous year,
• 90.9% were satisfied with the service provided, which has remained the same as the previous year,
• 97.1% would use the service again, which has increased from 91.2% the previous year, and
• 91.2% would recommend the PPRS to others, which has increased from 79.3% the previous year.

Contracting Authority Feedback

A total of 60 surveys have been sent to contracting authorities that have been contacted by PPRS and we have received 20 responses giving a response rate of 33.3%, a slight increase from 31.3% the previous year.

• 100% agreed the process and case outcome was explained, which has remained the same as the previous year,
• 90% agreed that the advice received and recommendations were useful, which has increased from 80% the previous year, and
• 95% agreed that PPRS is a helpful route to question procurement practice, which has decreased from 100% the previous year.

Actions in response to Feedback

We rely on the surveys to give us information to help improve the service we provide going forward. We received a lot of positive feedback from both suppliers and contracting authorities, some of the comments include:

• 鈥淭he service was extremely professional, prompt and thorough. It was also hugely appreciated - as a freelancer it is almost impossible to hold local authorities accountable for payment issues!.鈥�
• 鈥淕ood communication and updates. Achieved the best outcome. Thank you.鈥�
• 鈥淰ery quick to step in to help us with a challenge within a live procurement.鈥�
• 鈥淲hat you did well: Your intervention successfully resulted in a change to the Local Authority鈥檚 method of structuring their tender evaluation method statements across two Lots, resulting in a fairer process for all bidders.鈥�
• 鈥淭he advice was clear and concise and explained the outcome fully.鈥�

In terms of making improvements to the service we have taken on the constructive feedback received below:

You Said	Our response
鈥淎rea for Improvement: The information provided online for the service gives a telephone number, but this goes through to colleagues in a different department.鈥�	We will review our existing web site and look to correct any out of date contact information.
鈥淭he only thing I wasn鈥檛 impressed with is that鈥� a link with regards to SMEs pointed here: Shouldn鈥檛 the fact that we鈥檝e left the EU be reflected in your working practices?鈥�	In the future, we will direct suppliers to UK Government definitions of SMEs, such as that found in the SME Action Plan:
鈥淵ou addressed the specific case, but not the recurring problem鈥�	The new Procurement Review Unit will have the scope to address recurring procurement issues.
鈥淲e submitted a very detailed critique of the procurement process and were a little disappointed that all the issues were not interrogated by the service and findings made on each point as we think it is in the detail where authorities will learn from their mistakes. We could not immediately find a published report in relation to the finding and we think it is really important that findings are published so that authorities can be challenged by the findings by their publics.鈥�	PPRS has started holding kick-off meetings with suppliers where the scope of the review is agreed explicitly. This should ensure suppliers are satisfied with the scope of our review, and will understand if any of the elements they have raised fall outside of PPRS鈥檚 powers.

9. Forward Look for 2024/25

The service is continually evolving to reflect Government policy aims in procurement. Cases vary and can range from the structure of the procurement to the tender process and late payment of suppliers. We will adapt the service outputs in line with policy, feedback, trends and issues.

The new Procurement Review Unit (PRU) will go live in February 2025 to support implementation of the Procurement Act 2023. The existing functions of the PPRS are to continue, with the PPRS being included into the new PRU.

During Q4 2024/25 PPRS will align with the new PRU, and support its launch and operation. Our priorities for 2024/25 include:

• Ensure our staff are fully familiar with the new Procurement Act through training and development
• Support suppliers to understand the new Procurement Review Unit and its services.
• Providing an active feedback loop to suppliers and customer authorities to accelerate the adoption of the new Procurement Act once it goes live:
  • Continue to work with suppliers through the transition to ensure that their concerns are heard and responded to.
  • Continue to work with contracting authorities through the transition to ensure that recommendations are taken forward in future procurements.
  • Continue to work with teams across the GCF to feedback on the issues that are raised to improve commercial capability.
  • Share the lessons learned from our reviews more widely in order to increase the quality of public sector procurements.

Annex A - Main Trends for Central Government

Chart 5: Issues investigated with CG - High Level - 2023/24 comparison against previous year

Category 听	2022/23	2023/24
Payment (not upheld)	0	0
Payment	1	2
Payment Process (not upheld)	3	11
Payment Process	12	7
Procurement Strategy (not upheld)	1	4
Procurement Strategy	0	1
Transparency (not upheld)	0	0
Transparency	1	1
Contract Management (not upheld)	1	1
Contract Management	0	0

We investigated 28 cases classified as CG in 2023/24, an increase from 19 the previous year. Cases classified as 鈥楶rocurement Process鈥� had the highest number of complaints with 18 cases, an increase from 15 the previous year, 7 complaints were upheld, which is a decrease from 12 cases upheld in 2022/23. Cases categorised under 鈥楶rocurement Strategy鈥� significantly increased in this sector this year, accounting for five cases, where one was upheld, compared to a single case that was not upheld in the previous year.

The Sourcing Playbook^{[footnote 13]} was designed to improve how the government works with industry and deliver better public services; the latest version includes a chapter specifically focussing on building and maintaining successful relationships with suppliers. They have worked closely with CG departments to upskill and share best practice throughout the commercial life cycle.

Chart 6: Issues investigated with CG - Sub Level - 2023/24

Category 听	Total 听	Percentage
Use of framework	7	25.0%
Communication	4	14.3%
Feedback	3	10.7%
Evaluation	3	10.7%
Tender withdrawn	2	7.1%
SME exclusion - Framework strategy	2	7.1%
Payment	2	7.1%
Other	5	17.9%

鈥楿se of framework鈥� and 鈥楥辞尘尘耻苍颈肠补迟颈辞苍鈥� were the highest reported issues for CG. Two 鈥楿se of framework鈥� complaints were upheld, one where the authority agreed to change their strategy in the future and one case where the department refused to accept the recommendations.Two 鈥楥辞尘尘耻苍颈肠补迟颈辞苍鈥� cases were upheld, both where the authority agreed to change their strategy in the future. 鈥楩别别诲产补肠办鈥� and 鈥楨惫补濒耻补迟颈辞苍鈥� both received three complaints, and 鈥楾ender withdrawn鈥�, 鈥楽ME exclusion - Framework strategy鈥� and 鈥楶补测尘别苍迟鈥� received two complaints.

In the previous year the highest reported issues were regarding 鈥楨惫补濒耻补迟颈辞苍鈥� with five cases, and 鈥楩别别诲产补肠办鈥� with two cases.

Individual complaints were received regarding Transparency, Tender requirements, Competition, Change of scope and an Abnormally low bid.

Chart 7: CG department split of cases not upheld and upheld 2023/24

Category 听	Upheld	Not upheld
CCS	2	4
MoD	2	2
狈辞苍-尘颈苍颈蝉迟别谤颈补濒鈥�	1	2
DHSC	2	1
CO	1	2
DfE	2	0
HMT	0	1
HMRC	0	1
DSIT	0	1
DfT	0	1
DEFRA	0	1
DCMS	1	0
DBT	0	1

42.9% (12 cases) of the complaints made on CG cases were upheld in 2023/24 a large decrease from 73.7% (14 cases) of complaints that were upheld in 2023/24. A detailed breakdown of complaints upheld can be seen in Section 6: Top Issues and Action above (page 10).

Annex B - Main Trends for Wider Public Sector

Chart 8: Issues investigated with the WPS - High Level - 2023/24 comparison against previous year

Category 听	2022/23	2023/24
Payment (not upheld)	1	2
Payment	20	21
Payment Process (not upheld)	12	19
Payment Process	8	8
Procurement Strategy (not upheld)	2	4
Procurement Strategy	4	0
Transparency (not upheld)	1	0
Transparency	1	1
Contract Management (not upheld)	0	2
Contract Management	2	1

The WPS continued to account for just over two thirds of cases, the number of complaints closed increased from 51 in 2022/23 to 59 this year. In 2023/24 鈥楶rocurement Process鈥� received the highest number of complaints, 27 cases, an increase from the 20 cases closed the previous year. 鈥楶补测尘别苍迟鈥� cases continued to be prevalent with 23 cases, an increase from 21 cases the previous year.

Chart 9: Issues investigated with the WPS - Sub Level 2023/24

Category 听	Total 听	Percentage
Payment	23	39.0%
Evaluation	12	20.3%
Transparency	2	3.4%
Tender requirement	2	3.4%
Tender process	2	3.4%
Procurement process used	2	3.4%
Feedback	2	3.4%
Cancellation	2	3.4%
Other	12	20.3%

Late payment accounted for 39.0% (23 cases) of all WPS issues reported to PPRS in 2023/24. This is similar to the previous year where 鈥楶补测尘别苍迟鈥� represented 41.2% (21 cases) of WPS complaints. 鈥楨惫补濒耻补迟颈辞苍鈥� at 20.3% is also similar to the previous year at 19.6%, representing the second highest number of WPS complaints in both years. 鈥楾ransparency鈥�, 鈥楾ender requirement鈥�, 鈥楾ender process鈥�, 鈥楶rocurement procedure used鈥�, 鈥楩别别诲产补肠办鈥� and 鈥楥ancellation鈥� received two complaints.

In the previous year the highest reported issues were regarding 鈥楶补测尘别苍迟鈥� with 21 cases, 鈥楨惫补濒耻补迟颈辞苍鈥� with 10 cases, 鈥楿se of framework鈥� and 鈥楾ender process鈥� with three cases, and 鈥楾ransparency鈥� with two cases.

The concerns recorded under 鈥極ther鈥� include issues raised with; 鈥楿se of framework鈥�, Tender withdrawn鈥�, 鈥楾echnical issue with e-portal鈥�, 鈥楽ME exclusion - Financial requirement鈥�, 鈥楽ME exclusion鈥�, 鈥楶ricing mechanism鈥�, 鈥極ut of scope extension鈥�, 鈥楩lowdown of terms鈥�, Conflict of Interest鈥�, Communication鈥�, 鈥楢ward鈥� and 鈥楢dvertisement鈥�.

Chart 10: WPS - sector split of cases not upheld and upheld 2023/24

Category 听	Upheld	Not upheld
Council	15	17
NHS	15	5
Education	0	3
Housing Association	0	2
Police	1	0
Fire	0	1

The majority of WPS complaints were upheld. As a large portion of cases relate to late payments, the complaint is always upheld once payment has been made. Overall 31 out of 59 WPS cases (52.5%) were upheld in 2023/24 representing a decrease in complaints upheld compared to 2022/23 where 35 cases (68.6%) were upheld.

In the previous year the NHS was the subject of 13 cases, where nine were upheld. Councils were the subject of 32 cases where 23 were upheld.