Procurement should be judged by outcomes, not process

Like anything that costs the public sector time and money, it's necessary that public procurement is scrutinised and challenged in order for it to evolve. And as anyone who works in this sector knows, there are few topics guaranteed to spark debate quite like framework models and award mechanisms - as demonstrated by Laurie Nicol's recent piece in this very publication.But while the conversation often focuses on how frameworks are structured, there is arguably a much more important question that can get sidelined in the debate: do frameworks support councils in delivering on their ambitions?Across the country, local authorities are being asked to achieve more than ever with less. They are expected to deliver housing, regeneration and infrastructure projects at pace, support economic growth, strengthen local economies and respond to changing national priorities. At the same time, many are navigating uncertainty over their future – be that as a local or a combined authority – as well as evolving policy requirements and ongoing pressures on capacity and resources.Against that backdrop, ensuring councils have confidence in the routes available to them has never been more important. As such, procurement should be understood as much as a tool for delivery as a commercial exercise.At their best, frameworks provide far more than a compliant route to market. They offer certainty at a time when many public sector organisations are experiencing considerable upheaval. Through access to established supply chains, a breadth of experienced delivery partners, technical expertise and tried-and-tested processes, they help clients progress projects efficiently while reducing duplication, administrative burden and unnecessary risk.Too often, the success of a framework is measured by process rather than outcomes. Process is important, but the most effective procurement models are those that help public sector organisations move projects forward efficiently, compliantly and with the confidence that projects can be delivered successfully. Time and time again, when we consult with the market this is what clients tell us they are looking for.Earlier this year, research carried out by SCAPE and the Local Government Information Unit (LGIU) highlighted the scale of the challenge facing councils. While ambition remains high, many senior local authority officers expressed concerns about maintaining delivery momentum amid continuing political, economic and organisational change. The introduction of the Procurement Act 2023 has also changed the landscape considerably. The new regulatory environment means new requirements, new expectations and new ways of creating value for clients. In particular, procurement specialists have had to change how they design frameworks and award projects that are not only compliant but support successful outcomes for clients. As that transition takes place, guidance such as the Government Commercial Agency Framework Practice Guide can provide an important reference point for public bodies, setting out how frameworks can be established, managed and used effectively to support better delivery outcomes.At their best, frameworks provide far more than a compliant route to market. They offer certainty at a time when many public sector organisations are experiencing considerable upheaval. Through access to established supply chains, a breadth of experienced delivery partners, technical expertise and tried-and-tested processes, they help clients progress projects efficiently while reducing duplication, administrative burden and unnecessary risk.In practice, that means helping local authorities spend less time navigating procurement complexity and more time focusing on delivering homes, regenerating town centres, improving public buildings and investing in the infrastructure their communities need to thrive.Of course, there will always be differing views about the ideal framework structure. Some clients value being able to award a public contract without competition because it enables faster mobilisation. Others welcome greater choice and flexibility. Some projects require specialist expertise, while others benefit from a broader range of delivery options. There is no single model that is right for every organisation or every circumstance. What is important is that procurement evolves alongside the needs of the public sector, and that there are enough routes available to support across the board.Innovation in framework design should therefore be welcomed, provided it remains focused on the needs of clients. Listening to the market is essential. Public sector organisations consistently tell us they want procurement routes that provide flexibility and access to expertise, helping them navigate an increasingly complex delivery environment.Ultimately, this is where the debate should begin and end. Taking a step back, local authorities are procuring frameworks so that they can build the homes, schools, community facilities and vital infrastructure that will support their communities.With that in mind, the success of any procurement model should be judged not just by how work might be allocated, but by whether it helps public bodies deliver more effectively. Competition has an important role to play in public procurement, but when communities are waiting for new homes, schools and infrastructure, the real measure of success is much simpler: does this tool help turn ambition into outcomes? If the answer is yes, then regardless of the process, it has done its job.John Simons is group procurement director, SCAPE Group

Title

PROCUREMENT

Procurement should be judged by outcomes, not process

By John Simons | 28 September 2026

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