In April 2025, I had the privilege of hosting a webinar titled “Unlocking Opportunities: How Council Procurement Can Support Local Businesses”. The session, which drew enthusiastic participation from councils across New South Wales, highlighted the important yet underutilised function of procurement – to drive inclusive economic development.
Why local procurement matters.
Beyond the transactional delivery of goods and services, council spending decisions can profoundly shape the very fabric of local communities. By prioritising local suppliers—particularly Small to Medium Enterprises (SMEs), Indigenous-owned businesses, and social enterprises—councils can keep money circulating within communities, create jobs, foster innovation, and advance their sustainability objectives.
The current local procurement landscape across NSW councils.
While most councils have adopted some form of local procurement policy, the depth and maturity of these practices vary widely. While some metropolitan councils have advanced strategies and supplier engagement programs, regional and rural councils often face challenges such as smaller supplier pools and limited internal capacity. Encouragingly, there has been a growing emphasis on social and Indigenous procurement, as evidenced by the NSW Government’s 3% spend commitment with Indigenous enterprises.
Addressing Barriers Faced by Local Suppliers
A key focus of the webinar was identifying the common challenges faced by local suppliers in engaging with council procurement:
- Lack of awareness as to where opportunities are advertised, often fragmented across a number of platforms (Eg. VendorPanel, Tenderlink, eProcure or council websites which often go unnoticed).
- Difficulty navigating complex procurement processes, particularly for smaller businesses without dedicated tender-writing staff.
- Limited resources – be it financial, administrative, or technical, which make responding to formal Requests for Tender (RFTs) or Quotations (RFQs) overwhelming.
- Perceived or real barriers to entry, such as the assumption that councils favour larger, incumbent suppliers.
Practical Strategies for Greater Inclusion
Recognising these challenges, we explored a range of actionable strategies councils can implement to enhance engagement with local businesses:
- Clear procurement pathways: Simplify policies and documentation to increase accessibility.
- Pre-market engagement: Use expressions of interest (EOIs) or informal conversations to prepare suppliers ahead of major tenders.
- Supplier relationship-building: Host “Meet the Buyer” events or local briefings that create familiarity and trust.
- Targeted inclusion: Incorporate social procurement frameworks that encourage participation by Indigenous suppliers and social enterprise suppliers
- Tools and resources: Provide user-friendly templates, supplier directories, and capability development programs to support readiness.
We also discussed the importance of measurement and accountability, such as setting KPIs on spend (e.g., 30% of procurement awarded to local suppliers), monitoring supplier success rates, collecting feedback, and routinely reviewing procurement frameworks to ensure they achieve real outcomes.
Our conversation was enriched by guest speaker Todd Payne, Head of Procurement and Contracts at Georges River Council, who shared practical insights from his council’s efforts to strengthen local supplier engagement. His experience underscored how well-designed strategies can translate into impactful, community-oriented procurement outcomes.
In closing, I emphasised that procurement should not just be a transactional process, it should instead be viewed as a platform for community opportunity, equity, and growth.
A Personal Reflection: Farewell to the LGP Community
Delivering this webinar marked a full-circle moment, coinciding with my departure from Local Government Procurement (LGP) after eight rewarding years.
I joined LGP in mid-2017 as a Tenders Administrator on a 12-month contract. What began as a short-term assignment evolved into a deeply fulfilling professional journey. Within a year, I transitioned into the Business Manager role within the Consulting team—now known as Strategic Procurement Services (SPS)—where I had the privilege to lead high-impact projects and support councils across NSW in driving procurement transformation.
LGP became more than just a workplace—it was a professional community that offered purpose and stability during periods of global disruption, particularly throughout the COVID-19 pandemic. The organisation also provided personal support during times of significant change in my life, including the emotional challenge of being separated from my son, who had relocated to Los Angeles on a basketball scholarship just prior to the pandemic. I remain grateful for the compassion and understanding shown to me during those times.
Over the years, I have witnessed LGP’s continued evolution—embracing technology, expanding service offerings, and strengthening a culture of collaboration and excellence. I leave proud of the contributions I’ve made and encouraged by the organisation’s forward trajectory.
To the leadership team, thank you for fostering an environment that prioritises professional growth and excellence. I would like to especially acknowledge Margret Szanto, Director of Strategic Procurement Services, whose mentorship, steady leadership, and commitment to the development of her team have made a lasting impact on me and many others.
My sincere thanks also go to Luke Kenny, CEO of Local Government Procurement, whose strategic vision and people-first leadership have made this organisation a dynamic and impactful organisation. His clarity and direction have been instrumental in shaping LGP into the success it is today.
To my colleagues, thank you for the shared purpose, camaraderie, and professionalism. I will miss our daily collaboration, but I am confident our paths will cross again.
Lastly, I extend my heartfelt gratitude to the many SPS customers across NSW councils. It has been a privilege to work alongside you on a broad range of initiatives – from tenders and strategic reviews to capacity building and policy development. These partnerships have been among the most fulfilling aspects of my career, and I remain inspired by the dedication and passion of the public servants who serve their communities with integrity and excellence.
As I step into a new chapter with iCare NSW as Senior Category Specialist, I carry with me not only the technical skills gained over the past eight years but also the values, relationships, and lessons that have shaped me.
Thank you, LGP, for eight transformative years.