Before You Procure: A Local Government Officer’s Guide to Preparing for Consultancy Support
- truthaboutlocalgov
- Jun 1
- 4 min read
When local government officers set out to procure consultancy support, the success of the project often hinges not on the tender itself, but on the groundwork laid before the procurement process even begins. Whether the goal is to deliver a complex transformation programme, develop a new strategy, or bring in specialist expertise, the steps taken in the early stages are critical.
This post explores what officers need to do before going to market, how to engage effectively with suppliers, and how to ensure that the consultancy partnership delivers value for money, political alignment, and real outcomes.
1. Be Clear on What You Want to Achieve
Before anything else, officers must have a clear understanding of the problem they are trying to solve or the outcome they want to achieve. This doesn’t mean having all the answers or a fully defined solution — in fact, it’s better if you don’t.
“Start with the end in mind, but don’t script the journey. Consultants bring value when they can challenge your assumptions and offer new ways of thinking.”
Define the objectives, not the methods. For example, if your goal is to improve digital access to services, focus on the outcomes — faster response times, increased user satisfaction, reduced costs — rather than prescribing a specific platform or technology.
2. Keep an Open Mind on the ‘How’
One of the most common pitfalls is going to market with a rigid specification that leaves no room for innovation. The private sector often has a broader view of what’s possible, having worked across multiple councils and sectors.
“We’ve seen councils ask for a very specific solution that doesn’t actually solve the root problem. The best engagements are those where the client is open to being challenged.”
This doesn’t mean being vague — clarity is still essential — but it does mean being open to different approaches. Use the procurement process to learn, not just to buy.
3. Engage Early with Suppliers
Before issuing a tender, speak informally with a range of suppliers. This is not only allowed under procurement rules — it’s encouraged. Early market engagement helps you understand what’s available, what’s worked elsewhere, and what pitfalls to avoid.
“We call it ‘listening to learn’. It’s about understanding the art of the possible before you lock yourself into a procurement route.”
Hold soft market testing sessions, attend supplier briefings, or simply pick up the phone.
Ask suppliers:
What similar work have you done?
What would you recommend for a council in our position?
What are the common risks and how can we mitigate them?
This intelligence will help you shape a more effective and realistic brief.
4. Secure Internal Buy-In and Approvals
No matter how compelling the business case, a consultancy project will only succeed if it has the backing of the right people. That means securing approvals from senior officers, finance, legal, and — crucially — elected members.
“You need to be sure this is what the members want. Otherwise, you risk spending time and money on something that gets pulled later.”
Ensure that the project aligns with political priorities and that members understand the rationale. If it’s a large or high-profile piece of work, consider briefing all party groups to build cross-party support.
5. De-Risk Political Reversal
Projects can be derailed by political shifts, especially if they are expensive or controversial. To reduce this risk:
Engage early with members across the political spectrum.
Frame the project in terms of shared outcomes, such as better services or financial sustainability.
Avoid partisan language in your business case or brief.
“Cross-party support isn’t always possible, but it’s worth striving for. It gives the project resilience.”
6. Understand What Success Looks Like
Before you go to market, define what success will look like — not just in terms of deliverables, but in terms of impact. What will be different if the consultancy is successful? How will you measure that?
This helps you:
Write a better brief
Evaluate bids more effectively
Hold the consultancy to account
It also helps the consultancy understand what matters most to you.
7. Prepare to Be a Good Client
Consultancies can only be as effective as the environment they’re working in. Officers need to be ready to support the partnership, provide access to data and people, and make timely decisions.
“We often say, ‘help us help you. The best outcomes come when the client is engaged, responsive, and clear about roles.”
Assign a dedicated project lead, set up governance structures, and agree on ways of working. Make sure internal teams understand the consultancy’s role and are ready to collaborate.
8. Budget Realistically
Be honest about what you can afford — and what you can’t. Good consultancies will tailor their approach to your budget, but they need to know the parameters.
Also consider the total cost, not just the day rate. A cheaper bid that takes twice as long may end up costing more.
“Value for money isn’t about the lowest price. It’s about the best outcome for the money you have.”
9. Think Beyond the Contract
Finally, think about what happens after the consultancy leaves. Will you have the skills and capacity to sustain the change? Will the knowledge be transferred?
Build this into your brief. Ask bidders how they will ensure sustainability and capability building.
Conclusion: Laying the Groundwork for Success
Effective consultancy support starts long before the tender goes out. It begins with clarity of purpose, openness to ideas, and a commitment to partnership. By engaging early, securing political backing, and preparing your organisation to be a good client, you set the stage for a successful project that delivers real value.
“It’s not just about buying a service, it’s about building a relationship that helps you achieve your goals.”
So before you write that specification or publish that PIN notice, take a step back. Ask yourself: are we ready? Have we done the thinking, the talking, and the listening that will make this a success?
Because when you get the preparation right, the rest is much more likely to follow.
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