Procurement Planning Under the IP&R Framework — The Missing Link: Why integrating procurement into council planning cycles is critical for transparency, efficiency and value

Introduction: The Hidden Disconnect in Local Government Planning

In New South Wales, every council operates under the Integrated Planning and Reporting (IP&R) Framework — a model designed to connect community aspirations with on-the-ground delivery.

Yet, despite this framework’s intent to link strategy, resourcing and outcomes, procurement planning is often left out of the picture.

The result? Councils struggle with fragmented purchasing, reactive tendering, and missed opportunities to leverage scale and innovation.

To truly deliver on the promise of the IP&R Framework, procurement must move from being a back-end process to a front-end planning function — one that is aligned, transparent and strategic.

1. Where Procurement Fits Within the IP&R Framework

The IP&R Framework links six key documents:

• Community Strategic Plan (CSP) – the long-term vision (10+ years)
• Resourcing Strategy – including the Long-Term Financial Plan, Workforce Strategy, and Asset Management Strategy
• Delivery Program – the 4-year plan to implement the CSP
• Operational Plan – the annual plan with actions and budgets
• Annual Report – tracking progress against commitments

Procurement is a critical enabler within this framework, yet it’s rarely treated as such.

By embedding procurement planning into the Resourcing Strategy and Operational Plan, councils can ensure that purchasing decisions are driven by long-term priorities — not short-term deadlines.

2. The Cost of Reactive Procurement

When procurement planning is disconnected from the IP&R cycle, common issues emerge:

• Rushed tenders due to misaligned project timelines
• Inefficient spending as departments duplicate purchases or miss bundling opportunities
• Limited supplier competition because the market is not given enough lead time
• Weakened governance from ad hoc or last-minute decision-making

These problems don’t stem from poor compliance — they stem from a lack of strategic coordination.

3. The Benefits of Integrated Procurement Planning

When procurement is embedded in the IP&R framework, councils can:

Achieve alignment between budgets, priorities and contracts
Procurement strategies can be linked to Delivery Program actions and capital works schedules, ensuring every dollar supports strategic goals.

Improve transparency and auditability
Documented procurement pipelines show how spending connects to approved plans — strengthening confidence among councillors, the community and auditors.

Engage the market early
Forward planning allows councils to publish upcoming opportunities, enabling suppliers (especially local SMEs) to prepare, partner, and innovate.

Drive collaboration and efficiency
Forecasting across departments or even neighbouring councils reveals shared needs and potential for joint procurement — a key theme in regional NSW.

4. Practical Steps to Bridge the Gap

To integrate procurement planning into the IP&R Framework, councils can take several practical steps:

• Develop a Procurement Pipeline
  Align major tenders and contracts with the Delivery Program and capital works schedule, updated annually with the Operational Plan.
• Link Procurement to the Resourcing Strategy
  Treat procurement as a resourcing function — alongside finance, workforce and asset management — that enables delivery of strategic outcomes.
• Engage Procurement Teams Early
  Require service units to involve procurement in business case development and project scoping, not just at the tender stage.
• Establish Governance Touchpoints
  Include procurement planning as part of budget reviews and IP&R reporting cycles, ensuring oversight by executive and audit committees.
• Report Outcomes, Not Just Processes
  Include procurement performance indicators in the Annual Report — such as savings, local spend, and ESG outcomes.

5. The Role of Leadership and Culture

Embedding procurement into IP&R is as much a cultural shift as a structural one.
It requires executives and councillors to view procurement not as a gatekeeping function, but as a strategic partner in service delivery.

Leadership teams that champion procurement planning send a clear signal: compliance matters, but strategy and foresight matter just as much.

Conclusion: The Missing Link is Now Clear

The IP&R Framework was built to create line of sight from community vision to operational delivery. But without procurement planning embedded within it, that connection breaks down.

By aligning procurement strategies, budgets, and projects under the IP&R structure, councils can:

• improve efficiency and governance
• strengthen market engagement and competition
• deliver better value and community outcomes

The message is simple: planning without procurement is planning without delivery.

How Muscat Tanzer Helps Councils Embed Procurement into the IP&R Framework

Musat Tanzer works with NSW councils to close the gap between planning and procurement.

Our firm helps embed procurement planning into the Integrated Planning and Reporting (IP&R) Framework to improve alignment, compliance and efficiency.

Our services include:

• developing procurement planning and pipeline tools linked to IP&R documentation
• aligning procurement policies with Resourcing Strategies and Delivery Programs
• Advising on governance and probity frameworks to support transparent planning
• Providing training and executive briefings on procurement integration and reporting

We help councils turn procurement from a last-minute process into a strategic enabler of planned delivery and community value.