Why Policies and Procedures Alone Won't Solve Your Procurement Compliance Issues - A Case for Change Management and User Experience

In local government, procurement and contracts are some of the most scrutinised areas of operations. Policies and procedures are designed to ensure transparency, accountability, and the proper use of public funds. However, the simple existence of these policies is not enough to guarantee compliance. In fact, many councils continue to face challenges related to non-compliance, not because of a lack of integrity among staff, but due to issues rooted in change management and the overall user experience of the procurement process.

Council staff are, by and large, dedicated professionals who want to do the right thing by their organisations and their communities. But when faced with procurement processes that are convoluted, unclear, or difficult to navigate, the natural human response is to take the “path of least resistance.” This often leads to unintentional non-compliance, as staff prioritise getting the job done on time and within budget over strictly adhering to procedures that feel cumbersome or disconnected from their day-to-day work.

To address this issue effectively, councils need to rethink how they approach procurement compliance. This requires more than simply enforcing policies; it demands a focus on change management that makes compliance easy and intuitive, backed by user-friendly systems, training, and support that enable staff to understand and follow procurement rules in a way that aligns with their project goals. Let’s explore why this holistic approach is critical, and how councils can make meaningful changes that go beyond paperwork and into practice.

The Honest Intentions of Council Staff

Council staff are not deliberately ignoring procurement rules. In fact, most employees are fully aware of the importance of complying with policies and procedures. They understand that following proper procurement protocols protects the council from financial risk, ensures fairness in supplier selection, and upholds the council's commitment to public trust. Yet, despite their good intentions, many find themselves in situations where strict compliance becomes secondary to the more immediate pressures of completing a project.

One key factor here is time pressure. Procurement processes are often perceived as lengthy, bureaucratic, and difficult to navigate. When a project manager is balancing competing deadlines and the expectations of both internal stakeholders and the community, it’s easy to see why they might cut corners to get a project over the line. For many, this isn’t about ignoring the rules; it’s about managing an overwhelming workload in the most efficient way possible.

Similarly, budget constraints are a driving factor. Council projects are typically funded by ratepayers, and staying within budget is a top priority. The procurement process, while essential for ensuring value for money, can sometimes feel like an obstacle rather than a support mechanism. When policies and procedures don’t align with the practical realities of project management, staff can become frustrated and may seek to circumvent processes that they perceive as inefficient or unnecessary.

Clarity and Simplicity: The Missing Link in Compliance

One of the most common reasons staff inadvertently fail to comply with procurement policies is that the guidance provided is often unclear or overly complex. In many cases, the policies themselves are sound, but the way they are communicated to staff lacks the simplicity and clarity needed to be applied effectively in real-world situations.

For example, procurement policies may contain detailed legal or financial jargon that is difficult for non-specialists to interpret. This can lead to confusion about what steps need to be taken at different stages of the procurement process, or how to handle exceptions and unique cases that don’t fit neatly into the policy framework.

Moreover, procurement procedures are sometimes too rigid, leaving little room for professional judgment. Staff may feel that the processes are more focused on ticking boxes than achieving the best outcome for the council and the community. As a result, the procurement function can become seen as an administrative burden rather than a strategic partner in delivering successful projects.

This lack of clarity and flexibility is a major contributor to the disillusionment many council staff feel toward procurement processes. Without straightforward, practical guidance that is easy to understand and apply, the door is left open for non-compliance—not because staff don’t care, but because they’re not entirely sure what is required of them. When this happens repeatedly, it leads to disengagement from the procurement process altogether, perpetuating a cycle of frustration and unintentional non-compliance.

The Role of Change Management in Driving Compliance

To address these challenges, councils must recognise that policies and procedures alone cannot drive compliance. What is needed is a comprehensive change management approach that ensures staff understand, engage with, and feel supported by the procurement process. This starts with a well-thought-out procurement function strategy, one that is grounded in the realities of council work and focused on enabling staff to achieve compliance in a way that supports their broader goals.

A change management approach to procurement must include several key elements:

1. Senior Management Support: Change must start at the top. Senior leaders within the council need to champion the procurement function, not just as a compliance tool but as a strategic enabler. When leadership is visibly committed to improving procurement processes, it signals to staff that this is an area of high priority and worth their time and attention. Leadership buy-in is also essential for securing the resources needed to improve procurement systems, training, and support.
2. User-Centric Design of Policies and Procedures: Policies and procedures should be designed with the end user in mind. This means simplifying language, breaking down processes into clear, actionable steps, and providing templates, checklists, and other tools that make it easier for staff to follow the rules. Crucially, policies should also allow for a degree of flexibility so that staff can exercise professional judgment without feeling like they are being forced to choose between compliance and getting the job done.
3. User-Friendly Interfaces: The systems and platforms used to manage procurement should be intuitive and easy to navigate. This is where technology can play a major role in improving compliance. By investing in user-friendly procurement software such as Cotiss that guides staff through the process in a logical and streamlined way, councils can make it easier for staff to comply with policies without adding unnecessary complexity or administrative burden.
4. Training and Ongoing Support: Training is another critical element of change management. However, it’s important that training is not treated as a one-off event. Instead, councils should provide ongoing training and support, ensuring that staff have the opportunity to refresh their knowledge and ask questions as they navigate the procurement process. Additionally, procurement teams should be available to offer real-time support to staff who encounter challenges or are unsure how to proceed in a particular situation.
5. Feedback Loops and Continuous Improvement: Finally, effective change management requires ongoing evaluation and adjustment. Councils should establish feedback loops that allow staff to provide input on the procurement process and identify areas where policies, procedures, or systems could be improved. This not only helps to ensure that the process remains relevant and effective, but it also fosters a sense of ownership among staff, making them more likely to engage with and adhere to procurement requirements.

A New Vision for Procurement Compliance

Policies and procedures are an essential foundation for procurement compliance, but they are not enough on their own. To truly achieve compliance, councils must adopt a change management approach that focuses on simplifying the user experience and providing staff with the tools, training, and support they need to succeed. By doing so, councils can transform procurement from a frustrating bureaucratic exercise into a strategic enabler that supports staff in delivering successful projects on time, within budget, and in full compliance with the rules.

When procurement is seen through the lens of change management and user experience, compliance becomes not just a requirement but a natural outcome of a well-functioning, user-friendly process. If you’d like to discuss how your council can take its procurement processes to the next level by focusing on these principles, feel free to reach out. Together, we can ensure that compliance isn’t just a goal, but a reality that works for everyone.

What have I missed? If there are any crucial aspects I have missed, please let me know!