Procurement support survey

Background

In March 2026, the Local Government Association (LGA) launched an online survey to identify, document, and prioritise the principal user needs of local government in England for the successful implementation and adoption of the Procurement Act 2023 and the Procurement Regulations 2024. The survey also sought to understand the current state of procurement practices and key challenges for local government. The survey was distributed to 434 procurement professionals working in the local government sector who are part of the LGA’s procurement ‘super user group’. While the majority of respondents were local council officers, some were employed by other organisations such as combined authorities, central purchasing bodies, etc. Of the 434 respondents who were sent a link to the online survey, 72 submitted a complete response. This equates to a response rate of 17 per cent.

Key findings

Define stage

• Respondents were most likely to have reported that the ‘Ability to share market intelligence between contracting authorities’ would be useful to a great or moderate extent (93 per cent). Respondents were also most likely to have stated that this resource would be the single most useful resource to enable it to build procurement capacity and capability in the define stage of procurement (28 per cent).
• Seventeen per cent of respondents stated that ‘Support with Specification writing’ would be the single most useful procurement resource, with 82 per cent having reported that it would be useful to a great or moderate extent.
• Eighty-two per cent of respondents also said that ‘Advanced risk allocation frameworks and standard clause templates’ would be useful to enable them to build procurement capacity and capability in the define stage, but only 8 per cent said it would be the single most useful resource.

Procure stage

• Respondents were most likely to have said that ‘Auto generated notices and compliance checks in CDP’ would be useful to a great or moderate extent to enable them to build procurement capacity and capability in the procure stage (85 per cent). Respondents were also most likely to have stated that this resource would be the single most useful resource (33 per cent).
• Eighty-two per cent of respondents stated that ‘Additional Scenario based training and webinars on new procedures’ would be useful to a great or moderate extent. Twenty-two per cent of respondents said that this would be the single most useful resource.

Manage stage

• Eighty-eight per cent of respondents said that a ‘LG specific KPI and performance library’ would be useful to a great or moderate extent to enable it to build procurement capacity and capability in the manage stage. Twenty-nine per cent stated that it was the single most useful procurement resource.
• The resource that respondents were second most likely to have reported would be useful to a great or moderate extent was ‘Contract modification tools with examples’ (83 per cent). Eleven percent of respondents stated that it was the single most useful procurement resource.
• Seventy-nine per cent of respondents reported to a great or moderate extent that ‘Standardised performance reporting templates’ would be a useful resource in the manage stage. Seventeen per cent stated that this resource would be the single most useful at the manage stage of procurement.

General procurement support

• Eighty-five per cent of respondents said to a great or moderate extent that ‘Links to resources and network opportunities ‘ask the network’ functions’ would be useful to enable them to build procurement capacity and capability more generally. Twenty-four per cent stated it would be the single most useful procurement resource.
• Seventy-nine per cent stated that ‘Basic procurement related skills training, negotiation, business case writing, cyber security, AI in the supply chain etc.’ would be useful to a great or moderate extent. Respondents were also most likely to have reported that this was the single most useful resource (35 per cent).
• The resource that respondents were third most likely to have said would be useful toa great or moderate extent was ‘Support for Heads of Service, such as leadership briefings, briefings for non-procurement people’ (72 per cent). Twenty-five per cent reported that this resource would be the single most useful to enable their organisation or authority to build procurement capacity and capability more generally.

In March and April 2026, a survey was conducted to identify, document, and prioritise the principal user needs of local government in England for the successful implementation and adoption of the Procurement Act 2023 and the Procurement Regulations 2024 (PA2023). The survey was distributed to procurement professionals working across local government organisations, with responses submitted on behalf of individual authorities and related bodies. While the majority of respondents were local council officers, some were employed by other organisations such as combined authorities, central purchasing bodies, fire authorities, national parks, etc. The survey was structured around the three stages of the procurement cycle: define, procure, and manage. A fourth section of the survey captured additional themes about the procurement process more generally. The resulting responses will provide evidence to inform the ongoing development of the Government’s Communities of Practice programme, supporting the design and prioritisation of targeted interventions beyond March 2026 and ensuring that implementation support is aligned with the needs of the local government sector.

The LGA’s Research and Information Team sent an online survey to members of the LGA procurement super user group. Members of this group are procurement professionals who work across the local government sector. The majority were officers in principle local councils. However, some respondents worked for other authorities and organisations. The link to the online survey was distributed by email on 16 March 2026. The survey remained open for responses until close of play on 8 April 2026.

Of the 434 people who were sent a link to the online survey, there were 72 complete responses. This represented a response rate of 17 per cent. This level of response means that these respondents should not necessarily be taken to be widely representative of the views of all local government procurement professionals.

Rather, they are a snapshot of the views of this particular group of respondents. Given that respondents were drawn from a range of organisations rather than local councils exclusively, there was no valid basis for weighting the data to achieve representativeness of all councils.
Table 1 and Table 2 present response rates using two different measures. The first column in each table shows responses as a proportion of all individuals who completed the survey, grouped by authority organisation type and region respectively. The second column shows responses as a proportion of the total number of local councils, again, grouped type and region. For this second measure, where more than one response was received from the same council, duplicate responses were excluded so that each council was counted just once.

The largest proportion of respondents were from district councils (38 per cent). However, this represents only 16 per cent of all districts. In contrast, 43 per cent of county councils are represented in the survey, despite accounting for just 13 per cent of total respondents.

In terms of region, the largest proportion of respondents were from authorities or organisations in the South East (17 per cent), likely reflecting the relatively high number of district councils in that region. However, this corresponds to only 19 per cent of South East councils overall. By comparison, Yorkshire and the Humber had the highest level of representation, with 53 per cent of local councils in the region responding to the survey.

Table 1: Authority or organisation type

Table 2: Region

In addition, the following should be considered when interpreting the findings of this survey:

• Throughout the report, percentages may not appear to add up to exactly 100 per cent due to rounding.
• Four ‘grid’ questions (the questions represented by tables 3, 5, 7, and 9) were included in the survey to assess the perceived usefulness of a range of procurement resources. Respondents were asked to indicate the extent to which each resource would be useful using a scale comprising ‘To a great extent’, ‘To a moderate extent’, ‘To a small extent’, ‘Not at all’, and ‘Don’t know’. After each grid question a conditional follow up question was used to identify the single most useful resource and was only presented where respondents indicated more than one resource at the same highest level of usefulness. Where a respondent selected only one resource at their highest rating, this was treated as their implicit preference and the follow up question was not shown. For example, this included cases where one resource was rated to a great extent and all others were rated lower, where one resource was rated to a moderate extent and all others were rated lower, and where one resource was rated to a small extent and all others were rated lower. For the purposes of analysis and reporting, where an implicit preference was identified this was treated as equivalent to a response to the follow up conditional question. The selected resource was therefore included in the overall totals for the single most useful resource presented in this report. If you wish to see the original data, it is available in Annex B.

This section contains analysis of the full results from the survey. As previously mentioned, the survey was split into four sections: the three stages of the procurement cycle (define, procure, and manage), as well as an additional section that focused on procurement support more generally. The report will follow the same structure as the survey.

Define stage

Respondents were asked to what extent a list of resources would be useful in order to build procurement capacity and capability in the define stage. Table 3 shows that 93 per cent of respondents stated, to a great or moderate extent, that the ‘Ability to share market intelligence between contracting authorities’ would be useful. According to respondents, the joint second most useful resources were ‘Support on future policy impacts and feedback’ and ‘Advanced risk allocation frameworks and standard clause templates’ (both 82 per cent). ‘Model outcome frameworks’ was the resource respondents were least likely to have reported was useful (58 per cent).

Thirteen per cent of respondents, having selected to a great or moderate extent in the ‘Other, please specify’ row, provided examples of additional procurement resources for the define stage. Responses included:

• early market engagement
• data readiness
• contract terms and conditions
• alternative approaches to dynamic purchasing system and collaboration/market intelligence
• drafting business cases and market research
• tender templates
• strategic leadership of procurement
• modelling/benchmarking
• resource modelling tools.

Table 3: To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability in the ‘define’ stage?

Base: all respondents (72). The respondents who did not provide an entry for the optional ‘Other, please specify’ row and were classified as ‘don’t know’. The original results are available in Annex B.

Respondents were asked to select the single procurement resource they thought would be most useful in the define stage. As shown in Table 4, 28 per cent stated the most useful resource would be the ‘Ability to share market intelligence between contracting authorities’. This was followed by the 17 per cent who said ‘Support with Specification writing’ and 15 per cent who said ‘Support with PA23 and PSR interaction especially notices’. No respondents stated that ‘Model outcome frameworks’ would be the most useful in the define stage of the process.

Table 4: From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability in the ‘define’ stage.

Base: all respondents (72). Respondents who indicated the single most useful resource in the previous question had their response added to the results of this question. Please see the Methodology section of the report for more information. The original results are available in Annex B.

After selecting the single resource they considered most useful for building procurement capacity and capability in the define stage, respondents were asked to explain their choice. In their responses they were encouraged to consider procurement priority areas including small and medium enterprise, social value implications, transparency, value for money, and any other priorities they identified.

The summary below presents these responses ordered by the percentage of respondents who agreed the relevant resource was the single most useful. ‘Model outcome frameworks’ is excluded as zero respondents selected it as the single most useful resource.

Ability to share market intelligence between contracting authorities.

The ability to share market intelligence was viewed by respondents as a resource that would provide stronger define stage decision-making. Responses highlighted benefits for shaping procurement routes, informing specifications, and improving understanding of supplier markets and risk. Respondents referred to benchmarking, including the ability to 'understand what other local authorities / organisations are paying' and develop better cost models. Wider benefits were also noted, with collaboration and reduced duplication described as ‘the sum of our intelligence is greater than the parts’, alongside reduced pressure on SMEs.

Support with Specification writing

Respondents reported that weaknesses in specification writing can result in delays and risk early in the procurement process. Some officers were described as not knowing ‘how to write a specification’, having led to issues when requirements were ‘missed’ or ‘unclear’. Guidance, templates, and examples were viewed as practical resources that would improve consistency, reduce reliance on consultants, and support better value for money.

Support with business cases for procurement team resourcing

Respondents stated that support with business cases would help make a clearer case for adequate procurement capacity. Several referred to reduced staffing alongside increasing transparency and compliance requirements. Being able to evidence ‘how key a strategic service procurement is to the organisation’ was seen as important in the define stage and avoid procurement being treated as an administrative step later in the process.

Practical outcome and proportionality tools

Practical outcome and proportionality tools were viewed as a resource that would help procurement officers. Respondents noted this resource would help ‘achieve the right balance of outcomes across the range of necessary considerations including the priority areas but also including local purchasing’.

Advanced risk allocation frameworks and standard clause templates

Respondents highlighted difficulties with risk assessment and commercial confidence at the define stage. Standard frameworks and clause templates would help teams ‘ensure commercial balance’ and reduce reliance on legal advice.

Define stage tools for LGR councils

Respondents stated that councils preparing for Local Government Reorganisation have faced uncertainty. Resources that would help councils ‘consider potential impact and implications would therefore be useful’.

Support with PA23 and PSR interaction, especially notices

Complexity arising from overlapping regulatory requirements were highlighted, especially in relation to notices. Respondents referred to the administrative burden created by the volume of requirements, and that support with PA23 and PSR interaction would help ‘free capacity for other tasks’.

Support on future policy impacts and feedback channels

Respondents highlighted uncertainty about ‘how to apply the Procurement Act 2023’. Helpful support would be ‘practical, risk‑based guidance that supports officers to make defensible, proportionate decisions without defaulting to over‑engineering low‑risk procurements’. Moreover, a feedback channel ‘for sharing ideas and mitigation’ would be useful.

Procure stage

Respondents were asked to what extent a list of resources would be useful in order to build procurement capacity and capability in the procure stage. Table 5 shows that 85 per cent of respondents agreed that ‘Auto generated notices and compliance checks in’ the central digital platform would be useful to a great or moderate extent. This was closely followed by the percentage of respondents who said that ‘Additional Scenario based training and webinars on new procedures’ would be useful (82 per cent).

Seven per cent of respondents, having selected to a great or moderate extent in the ‘Other, please specify’ row, provided examples of additional procurement resources for the procure stage. Responses included:

• practical implementation of procurement policy notices
• objective mechanisms and pricing models
• peer review of documentation and processes
• standard templates and guidance (including accessible bid packs for SMEs)
• supplier-facing tools and information
• support with Joint Contracts Tribunal and New Engineering Contract creation.

Table 5: To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability in the ‘procure’ stage?

Base: all respondents (72). The respondents who did not provide an entry for the optional ‘Other, please specify ‘row and were classified as ‘don’t know’. The original results are available in Annex B.

Respondents were asked to select the single procurement resource they thought would be most useful in the procure stage. A third (33 per cent) of respondents said that ‘Auto generated notices and compliance checks in CDP’ would be the single most useful resource. The resource which respondents were second most likely to state was the most useful was ‘Additional Scenario based training and webinars on new procedures’ (22 per cent), this was closely followed by ‘Support with evaluating AI generated bids’ (19 per cent). The results are shown in Table 6.

Table 6: From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability in the ‘procure’ stage.

Base: all respondents (72). Respondents who indicated the single most useful resource in the previous question had their response added to the results of this question. Please see the Methodology section of the report for more information. The original results are available in Annex B.

After selecting the single resource they considered most useful for building procurement capacity and capability in the procure stage, respondents were asked to explain why. In their responses, they were asked to consider the procurement priority areas including small and medium enterprise, social value implications, transparency, value for money, and any other priorities they identified.

The summary below presents these responses ordered by the percentage of respondents who agreed the relevant resource was the single most useful.

Auto generated notices and compliance checks in CDP

Respondents said that manual notice processes were ‘very time consuming’ and prone to error. Automation through auto‑generated notices and compliance checks was seen as having the potential to reduce admin, improve accuracy, and free up staff time for evaluation and engagement activity.

Additional scenario-based training and webinars on new procedures

Additional scenario-based training was viewed as a resource that would help translate procurement rules into practical application. Respondents noted that case studies and real-world examples would be useful while guidance and case law continue to develop.

Procedure selection decision tree with use cases

Respondents reported that procedure selection decision tree use cases would help officers apply procurement routes ‘proportionately’. Respondents also stated that simple reference tools and practical use cases would be resources that support defensible decisions and avoid unnecessary process.

Support with evaluating AI generated bids

The growing volume of AI-generated bids was reported as ‘causing a huge amount of additional work’. Responses highlighted difficulty assessing generic submissions and concerns about fairness, consistency, and value for money, with additional guidance seen as increasingly important.

Procure stage tools for LGR councils

Respondents highlighted that Local Government Reorganisation adds ‘complexity’ at the procure stage. Standard templates and structured guidance were seen as helping maintain consistency during reorganisation.

Manage stage

Respondents were asked to what extent a list of resources would be useful in order to build procurement capacity and capability in the manage stage. The data displayed in Table 7 shows that 88 per cent of respondents thought a ‘LG specific KPI and performance library’ would be useful to a great or moderate extent. Slightly fewer reported that ‘Contract modification tools with examples’ would be useful to build procurement capacity and capability (83 per cent). Respondents were least likely to state that ‘Manage stage tools for LGR councils’ would be a useful resource to a great or moderate extent (61 per cent). However, this may reflect the fact that only a limited number of local councils are expected to undergo reorganisation in the near future.

Eight per cent of respondents, having selected to a great or moderate extent in the ‘Other, please specify’ row, provided examples of additional procurement resources for the manage stage. Responses included:

• guidance on what proportionate (‘good enough’) contract management looks like across different risk profiles
• use of common KPIs
• contract management systems
• reducing administrative burden (for example, notices)
• contract tiering and handover from procurement to contract management
• promoting training and professional skills
• support for formalised contract management approaches
• clarity on contract variations versus modifications (for example, JCT/NEC)
• the need for a consistent toolkit and framework for performance monitoring across local government.

Table 7: To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability in the ‘manage’ stage?

Base: all respondents (72). The respondents who did not provide an entry for the optional ‘Other, please specify’ row and were classified as ‘don’t know’. The original results are available in Annex B.

The survey asked respondents to select the single procurement resource they thought would be most useful in the manage stage of the procurement process. Twenty-nine per cent of respondents stated that a ‘LG specific KPI and performance library’ would be the single most useful resource. ‘Standardised performance reporting templates’ (17 per cent) was the second most useful resource according to respondents, followed by ‘Cross council supplier performance benchmarking’ (13 per cent). The results are shown in Table 8.

Table 8: From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability in the 'manage’ stage.

Base: all respondents (72). Respondents who indicated the single most useful resource in the previous question had their response added to the results of this question. Please see the Methodology section of the report for more information. The original results are available in Annex B.

After selecting the resource respondents thought were most useful for building procurement capacity and capability in the manage stage, they were asked to explain their choice. In their responses, they were encouraged to consider procurement priority areas including small and medium enterprise, social value implications, transparency, value for money, and any others they identified.

The summary below presents these responses ordered by the percentage of respondents who agreed the relevant resource was the single most useful.

LG specific KPI and performance library

Respondents reported that KPIs were a ‘weak area’ for local authorities, including with leadership staff. One respondent mentioned that ‘any practical resources which can support procurement officers delivering operational procurement’ would be useful for them.

Standardised performance reporting templates

Respondents highlighted inconsistent performance reporting practices. Standard templates were seen as supporting contract managers and would help to ‘apply contract modification rules proportionately and consistently’.

Cross council supplier performance benchmarking

Respondents stated that cross council supplier performance benchmarking ‘would be really useful when reviewing supplier performance’. Respondents linked this to stronger understanding of supplier issues and improved assessments of value for money.

Contract modification tools with examples

Contract modification was described as a ‘grey area’ and ‘not straight forward’, particularly for non-procurement staff. Practical tools and examples that could make modification easier would be welcomed.

Manage stage tools for LGR councils

Respondents reported that reorganisation increases the risk of inconsistency in contract management. Common standards and tools were seen as helping embed consistent approaches and protect capacity during reorganisation.

Clarity on issuing performance notices

Respondents said ‘new performance notice requirements are used infrequently’ and not well understood. Clearer guidance was seen as necessary to reduce compliance risk and support proportionate application.

National supplier performance and risk dashboard

Respondents highlighted the value of greater supplier risk visibility at a national level. Early warning and transparency were seen as supporting proactive contract management.

General procurement support

Respondents were asked to what extent a list of additional procurement resources would be useful in enabling their authority or organisation to build procurement capacity and capability more generally. The results displayed in Table 9 show that 85 per cent of respondents reported that ‘Links to resources and network opportunities ‘ask the network’ functions’ would be useful to a great or moderate extent. Seventy-nine per cent of respondents stated that ‘Basic procurement related skills training, negotiation, business case writing, cyber security, AI in the supply chain etc’. would be useful. This was followed by 72 per cent having said that ‘Support for Heads of Service, such as leadership briefings, briefings for non-procurement people’ would be a useful additional procurement resource.

Four per cent of respondents, having selected to a great or moderate extent in the ‘Other, please specify’ row, provided examples of additional procurement resources which would be of use generally. Responses included:

• tried and tested social value approaches for smaller procurement teams
• use of tools (for example, Power BI) to monitor pipelines and manage procurement data
• requests for clearer guidance on the implementation maturity model
• additional contract management training and resources.

Table 9: To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability more generally?

Base: all respondents (72). The respondents who did not provide an entry for the optional ‘Other, please specify’ row and were classified as ‘don’t know’. The original results are available in Annex B.

Respondents were asked by the survey to select the single most useful additional resource they thought would enable their authority or organisation to build procurement capacity and capability more generally. Thirty-five per cent of respondents stated that ‘Basic procurement related skills training, negotiation, business case writing, cyber security, AI in the supply chain etc.’ would be the most useful. A similar percentage of respondents reported that ‘Support for Heads of Service, such as leadership briefings, briefings for non-procurement people’ (25 per cent) and ‘Links to resources and network opportunities ‘ask the network’ functions’ (24 per cent) would be the single most useful resource. Slightly fewer (15 per cent) reported that ‘Procurement Act implementation maturity model which identifies levels such as ‘Good’, ‘Better’ and ‘Even better if’ scenarios’ would be the single most useful resource for building procurement capacity and capability. The full results are shown in Table 10.

Table 10: From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability more generally.

Base: all respondents (72). Respondents who indicated the single most useful resource in the previous question had their response added to the results of this question. Please see the Methodology section of the report for more information. The original results are available in Annex B.

After selecting the resource respondents considered most useful for building procurement capacity and capability more generally, they were asked to explain why.

In their responses, they were encouraged to consider procurement priority areas including small and medium enterprise, social value implications, transparency, value for money, and any other priorities they identified.

The summary below presents these responses ordered by the percentage of respondents who agreed the relevant resource was the single most useful.

Basic procurement-related skills training

Respondents stated that ongoing gaps in core procurement skills, compounded by training budget constraints and reliance on non‑procurement staff. Basic procurement related skills training would help maintain capability.

Links to resources and network opportunities ‘ask the network’ functions

Respondents reported that peer networks support learning, confidence and shared problem‑solving. Respondents highlighted that this would be valuable small teams.

Support for Heads of Service, such as leadership briefings, briefings for non-procurement people

Gaps in leadership understanding of procurement responsibilities were highlighted across responses. Respondents said that support for Heads of Service, such as briefings and guidance, would help secure senior buy-in and reinforce procurement as a strategic function.

Procurement Act implementation maturity model

A Procurement Act implementation maturity model was viewed as a resource that would support benchmarking and improvement planning. Respondents emphasised that recognising organisational scale was important when setting realistic expectations.

The final question the survey asked respondents was to give their thoughts on how best to build procurement capacity and capability in the local government sector.

Below is a summary that presents these responses, grouped by theme and ordered by the number of comments associated with each theme.

Skills, training, and professional development

Training and development were consistently identified as important for building procurement capability. Responses highlighted the need for training that supports procurement activity carried out across services, including by non‑procurement staff. Several respondents emphasised the importance of training beyond procurement teams, particularly for Heads of Service, senior management and councillors, to improve understanding of procurement responsibilities. Some responses highlighted limitations in existing qualifications and that they often provide limited practical value for day‑to‑day public procurement work, pointing to the need for more local‑government‑specific learning pathways.

Resourcing and funding constraints

Limited resourcing was a dominant theme across responses. Respondents referred to savings targets, staff losses and difficulties replacing vacancies, often describing the situation as having ‘less resource yet more work’. Several linked these pressures to additional requirements under the Procurement Act 2023 being introduced without extra or ring‑fenced funding, raising concerns about sustainability, retention and capacity.

Collaboration, networks, and knowledge sharing

Collaboration and shared learning were widely highlighted as important for building capability. Respondents described the value of networks, user groups and communities of practice, including ‘LGA user groups’. Sharing templates, examples and experience across councils was seen as helping to reduce duplication, with suggestions including cross‑council training, shared resource libraries and ‘regional centres of excellence’.

Strategic positioning of procurement

Respondents stated that procurement was frequently described as lacking sufficient status within organisations. It was suggested procurement often not treated as a strategic function and is under‑resourced as a result. Several respondents called for procurement to have a ‘seat at the top table’, with stronger leadership recognition and external pressure needed to ensure it is taken seriously.

Tools, templates, and standardisation

Practical tools and templates were seen as supporting capacity by reducing duplication and improving consistency. Respondents highlighted the value of ‘simple, standardised templates’ and shared guidance, particularly for teams with limited resources. At the same time, several noted that a ‘one size fits all’ approach does not work across all types of procurement.

Policy, regulation, and administrative burden

Respondents noted the administrative burden associated with the Procurement Act 2023. Respondents highlighted duplicated transparency requirements, additional notices and bureaucracy, describing these as resource-intensive. Several noted that PA23 had been implemented without additional resources and called for greater proportionality and clearer national guidance, particularly for lower-risk activity.

Recruitment and retention

Recruitment and retention challenges were raised repeatedly. Respondents referred to difficulties attracting ‘college / graduate leavers’ and to procurement having low visibility as a career. Suggestions included stronger links with further and higher education providers, apprenticeships, national talent initiatives, and clearer pathways for progression.

Systems, data, and digital capability

Systems and digital tools were seen as having potential to reduce administrative burden and improve efficiency. Respondents referred to shared systems, better data and use of tools such as AI, while also noting that costs can limit adoption. Concerns were raised where systems or transparency requirements increase duplication rather than reduce it.

Culture and capability building approach

Responses suggested that procurement capability cannot be built through training alone. Respondents highlighted the need for a broader, system‑wide approach combining skills, resources, tools and leadership. Several emphasised the importance of recognising procurement as a ‘critical resource’, embedding it earlier in decision‑making and sustaining long‑term investment.

Thank you for taking the time to complete this survey.

The primary purpose of this survey is to identify, document, and prioritise the principal user needs of local government in England for the successful implementation and adoption of the Procurement Act 2023 and the Procurement Regulations 2024 (PA2023). We are looking to identify the current state of procurement practices and key challenges for local government. The resulting responses to this survey will inform the Government’s communities of practice programme by providing understanding of the specific challenges and requirements faced by local government in relation to embedding PA2023 - providing actionable, prioritised data to support the strategic planning and delivery of the Government’s Communities of Practice (CoP) post-March 2026.

The survey is set out in the define, procure, and manage stages of the procurement cycle with cross cutting themes identified at the end. We have made some suggestions based on what councils have already told us, but feel free to suggest other areas of support needed. (Resources already available in these areas will remain available on the Community of Practice and so are excluded from this ‘future requirements’ list).

You can navigate through the questions using the buttons at the bottom of each page. Use the 'previous’ button at the bottom of the page if you wish to amend your response to an earlier question.

If you stop before completing the return, you can come back to this page using the link supplied in the email and you will be able to continue where you left off. To ensure your answers have been saved, click on the 'next’ button at the bottom of the page that you were working on before exiting.

All responses will be treated confidentially. Information will be aggregated, and no individual or authority will be identified in any publications without your consent.

Identifiable information may be used internally within the LGA but will only be held and processed in accordance with our privacy statement. We are undertaking this survey to aid the legitimate interests of the LGA in supporting and representing authorities. By completing this survey, you are agreeing to us processing your personal data.

Contact information

Please amend the details we have on record, if necessary.

If you are responding on behalf of more than one council or organisation, please note this in the box below, but please check with us first whether a separate return is needed for each council or organisation.

• Name
• Authority / Organisation
• Email address

Define stage

Activities at this commercial stage would include:

• Allocating resources to ensure capacity and capability throughout all stages
• Defining requirements and success criteria that are relevant, specific and proportionate
• Assessing complexity, risk and impact of the procurement and contract delivery
• Producing 'Should Cost Model Estimates’ and conducting proportionate delivery model assessments

Q1a. To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability in the ‘define’ stage?

To continue the survey to the next question, please select a response in each row, except for the row labelled 'Other, please specify', which is optional.

Rows

• Support with Specification writing
• Ability to share market intelligence between contracting authorities
• Practical outcome and proportionality tools
• Model outcome frameworks
• Advanced risk allocation frameworks and standard clause templates
• Define stage tools for LGR councils
• Support with business cases for procurement team resourcing
• Support with PA23 and PSR interaction especially notices
• Support on future policy impacts and feedback channels
• Other, please specify (optional)

Columns

• To a great extent
• To moderate extent
• To a small extent
• Not at all
• Don't know

Q1b. In the previous question, you indicated that the following resources would be the most useful.

From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability in the 'define’ stage.

• Support with Specification writing
• Ability to share market intelligence between contracting authorities
• Practical outcome and proportionality tools
• Model outcome frameworks
• Advanced risk allocation frameworks and standard clause templates
• Define stage tools for LGR councils
• Support with business cases for procurement team resourcing
• Support with PA23 and PSR interaction especially notices
• Support on future policy impacts and feedback channels
• [Q1a = Other, please specify]

Q1c. In the previous question you stated that, '[Q1a or Q1b = most useful resource]’would be the most useful resource in the 'define’ stage, please use the space below to explain why.

When writing your response, please keep in mind the procurement priority areas of 'Small and Medium Enterprise (SME)', 'Social value implications', 'Transparency', 'Value for money', and any other areas you think are a priority.

• [Open text box]

Procure stage

Activities at this commercial stage could include:

• Constructing the procurement pack in a clear, logical format that provides accessible and sufficient information
• Including relevant Terms and Conditions, utilising model forms where appropriate, and relevant and proportionate selection questions
• Publishing the procurement pack and relevant notices, in compliance with transparency requirements

Q2a. To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability in the ‘procure’ stage?

To continue the survey to the next question, please select a response in each row, except for the row labelled 'Other, please specify', which is optional.

Rows

• Auto generated notices and compliance checks in CDP
• Support with evaluating AI generated bids
• Procedure selection decision tree with use studies
• Additional Scenario based training and webinars on new procedures
• Procure stage tools for LGR councils
• Other, please specify (optional).

Columns

• To a great extent
• To moderate extent
• To a small extent
• Not at all
• Don’t know
   

Q2b. In the previous question, you indicated that the following resources would be the most useful.

From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability in the ‘procure’ stage.

•  Auto generated notices and compliance checks in CDP
• Support with evaluating AI generated bids
• Procedure selection decision tree with use studies
• Additional Scenario based training and webinars on new procedures
• Procure stage tools for LGR councils
• [Q2a = Other, please specify]

Q2c. In the previous question you stated that, ‘[Q2a or Q2b = most useful resource]’would be the most useful resource in the 'procure’ stage, please use the space below to explain why.

When writing your response, please keep in mind the procurement priority areas of ‘Small and Medium Enterprise (SME)’, ‘Social value implications’, 'Transparency’, ‘Value for money’, and any other areas you think are a priority.

• [Open text box]

Manage stage

Activities at this commercial stage could include:

• Building and maintaining successful relationships and / or supply chain management
• Working with suppliers to achieve contractual outcomes, including reviewing and managing performance
• Managing disputes and resolutions effectively, using appropriate contractual and non-contractual levers

Q3a. Manage stage

To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability in the ‘manage’ stage?

To continue the survey to the next question, please select a response in each row, except for the row labelled ‘Other, please specify’, which is optional.

Rows

• LG specific KPI and performance library
• Standardised performance reporting templates
• Clarity on issuing performance notices
• Cross council supplier performance benchmarking
• Contract modification tools with examples
• National supplier performance and risk dashboard
• Manage stage tools for LGR councils
• Other, please specify (optional)

Columns

• To a great extent
• To moderate extent
• To a small extent
• Not at all
• Don’t know

Q3b. In the previous question, you indicated that the following resources would be the most useful. From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability in the ‘manage’ stage.

• LG specific KPI and performance library
• Standardised performance reporting templates
• Clarity on issuing performance notices
• Cross council supplier performance benchmarking
• Contract modification tools with examples
• National supplier performance and risk dashboard
• Manage stage tools for LGR councils
• [Q3a = Other, please specify]

Q3c. In the previous question you stated that, ‘[Q3a and Q3b = most useful resource]’would be the most useful resource in the ‘manage’ stage, please use the space below to explain why. 

When writing your response, please keep in mind the procurement priority areas of ‘Small and Medium Enterprise (SME)’, 'Social value implications’, 'Transparency’, ‘Value for money’, and any other areas you think are a priority.

• [Open text box]

Q4a. To what extent, if at all, would your authority or organisation find the following resources useful to enable it to build procurement capacity and capability more generally?

To continue the survey to the next question, please select a response in each row, except for the row labelled ‘Other, please specify’, which is optional.

Rows

• Procurement Act implementation maturity model which identifies levels such as ‘Good’, ‘Better’ and ‘Even better if’ scenarios
• Support for Heads of Service, such as leadership briefings, briefings for non-procurement people
• Links to resources and network opportunities ‘ask the network’ functions
• Basic procurement related skills training, negotiation, business case writing, cyber security, AI in the supply chain etc.
• Other, please specify (optional)

Columns

• To a great extent
• To moderate extent
• To a small extent
• Not at all
• Don’t know

Q4b. In the previous question, you indicated that the following resources would be the most useful.

From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability more generally.

• Procurement Act implementation maturity model which identifies levels such as ‘Good’, ‘Better’ and ‘Even better if’ scenarios
• Support for Heads of Service, such as leadership briefings, briefings for non-procurement people
• Links to resources and network opportunities ‘ask the network’ functions
• Basic procurement related skills training, negotiation, business case writing, cyber security, AI in the supply chain etc.
• [Q4a = Other, please specify]

Q4c. In the previous question you stated that, ‘[Q4a and Q4b = most useful resource]’would be the most useful resource generally, please use the space below to explain why.

When writing your response, please keep in mind the procurement priority areas of ‘Small and Medium Enterprise (SME)’, ‘Social value implications’, ‘Transparency’, ‘Value for money’, and any other areas you think are a priority.

• [Open text box] 

Q5. Please use the space below to give your thoughts on how best to build procurement capacity and capability in the local government sector.

• [Open text box]

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Table 18: From the list below, please select the single resource you think would be the most useful for your authority or organisation to enable it to build procurement capacity and capability more generally.

Base: respondents who did not indicate their single most useful resource in the previous question (53). Please see the Methodology section of the report for more information.