By: Lori Friesen, CPPB
Manager, Legal & Support Services – Haldimand County
Public services are increasingly expected to operate with maximum efficiency – rightfully so, as they are funded by a single taxpayer base. In a time when managers face growing pressures to over-deliver and under-promise, procurement needs are becoming increasingly complex. Legislative changes, trade agreements, volatile market conditions, socio-economic factors, and shifting political dynamics all contribute to a rapidly evolving environment. Despite these challenges, we remain accountable for mitigating risk, safeguarding public trust, and delivering value for money.
As a manager, I recognize that adding staff is not always the solution. Often, efficiencies can be found in refining processes, leveraging technology, and optimizing existing resources. However, there are moments when the scale, complexity, and strategic importance of procurement functions demand the addition of qualified technical professionals. Bringing forward a request for a new position only occurs after the completion of a rigorous due diligence review to ensure that all reasonable alternatives have been explored and existing resources have been assessed. These roles are not about increasing headcount – they are about building capability, introduced responsibly and strategically following this assessment.
For most public sector organization’s, proposing a new position is no small feat. It typically involves a rigorous review process, which may include a formal business case, scrutiny by senior leadership, and ultimately, approval by Council or a governing board. To navigate this process successfully, managers must present a compelling, evidence-based justification that aligns with organizational priorities and demonstrates clear return on investment, recognizing that many other departments may also be seeking to expand their staffing complement. To build a compelling business case, managers must begin by clearly defining the operational need.
Operational Need: So, how can you make your business case stand out from the rest? Start by developing a compelling narrative that begins with a clear articulation of the operational need. This means identifying specific gaps in capacity, capability, or performance that are limiting your organization’s ability to meet its objectives, focusing on corporate, departmental, and divisional priorities.
In the context of procurement, possible areas of focus include current procurement limitations that are affecting service delivery, compliance, increased risk exposures, and strategic execution. Where practical, include examples to support your business case, demonstrating real, recurring impacts rather than isolated or anecdotal issues.
For instance, there may be a growing trend of repeated delays in launching competitive bids for professional services due to limited internal capacity. As a result, planned infrastructure projects are continually pushed into the next fiscal year, causing budget carryovers and missed seasonal construction windows. This not only affects service delivery timelines but also increases costs and frustrates stakeholders (including the public) who expect timely execution. In this case, the lack of procurement support directly contributes to operational inefficiencies, possible negative fiscal impacts, and reputational risk.
Another example could be that vendor performance issues continually go unaddressed due to the absence of a formal monitoring and escalation process. Missed service levels, delayed deliverables, and inconsistent reporting are common themes. Without a dedicated role to track, assess, and intervene, these issues persist. Internal stakeholders express ongoing frustration, and complaints to Council members increase as the public feels the impact of poor vendor performance – such as delays in a road construction projects. The lack of structured oversight prevents timely corrective action. This pattern of unmanaged vendor performance leads to cumulative service degradation, increased operational risk, and reputational concerns, highlighting the need for a technical role focused on contract management and supplier accountability.
Strategic & Corporate Alignment: Each organization should have a strategic plan and likely annual corporate goals that help secure deliverables to support that plan. Although procurement may not be specifically outlined in the strategic plan, it is certainly a strategic partner in achieving objectives and completing goals.
The business case should demonstrate how the position will help meet current objectives and provide ongoing support. Focus on the areas specific to your organization, which may include financial stewardship, service delivery excellence, risk management, sustainability, and social value. By clearly mapping the role to strategic outcomes, you can demonstrate that the position is not only operationally necessary but also strategically valuable.
Organizational Risk: Organizational risk refers to the potential threats that can impact an organization’s ability to operate effectively, comply with legal obligations, and maintain public trust. In the procurement context, these risks extend beyond financial exposure to include legislative compliance, health and safety concerns, labour relations, legal liability, and reputational harm.
Managers should consider how insufficient procurement capacity may compromise the organization’s ability to meet trade agreement obligations, adhere to internal policies, and respond to audit scrutiny. For example, failure to consistently apply competitive bidding thresholds or maintain proper documentation can result in formal complaints, investigations, or audit findings.
Procurement decisions also influence health and safety outcomes. Consider the R. v. Greater Sudbury (City), 2023 SCC 28 case. While many question the court’s interpretation of the Ontario Occupational Health and Safety Act, the importance of RFX terms and conditions, contractual roles and responsibilities, and vendor performance management cannot be overstated. These elements are critical for supporting a due diligence defence if necessary. Procurement staff play a key role in supporting project managers and the organization to avoid similar situations.
Cost Effectiveness: Cost effectiveness is not solely about minimizing expenses, it is about maximizing value. A well-justified procurement role can reduce long-term costs by improving contract outcomes, enhancing compliance, and preventing costly delays or legal issues. Consider quantifying potential savings or avoided costs where possible. For example: Demonstrate how delays in procurement processes have led to budget carryovers or missed opportunities for bulk purchasing. Show how a dedicated role could reduce cycle times for competitive bids, freeing up other staff to focus on strategic initiatives. Highlight how proactive contract management can prevent penalties, litigation, or reputational damage. By framing the position as an investment rather than an expense, you strengthen the case for approval.
Building a business case for a new procurement position is both an art and a science. It requires a thoughtful balance of operational insight, strategic alignment, risk awareness, and financial prudence. By clearly articulating the need, demonstrating how the role supports organizational goals, and quantifying the value it brings, managers can shift the conversation from cost to capability. In today’s complex and high-stakes procurement environment, investing in technical talent is not a nice-to-have – it is a strategic necessity. With a well-crafted, evidence-based business case, managers can advocate confidently for the resources needed to meet public expectations and organizational commitments.