Clear and concise requirements make sure suppliers understand what you need – making it easier for them to respond, and more likely you'll get the right results.
Use the high-level statement of needs to develop the detailed scope and requirements.
Your requirements can't be structured to avoid the Government Procurement Rules or your agency's procurement requirements.
Requirements documents come in several formats. The one you choose will depend on your sourcing approach, the level of detail to be specified, and the rules at your agency.
Your requirements document should be as detailed as possible, but ideally describe the required outcomes, rather than specifying any particular solutions. If you define a solution at this stage, you could miss out on better, more innovative options.
Your agency should have a requirements document template that you can use.
The requirements document should answer:
Your requirements should be:
Identify whether there are any mandatory requirements that suppliers or providers must be able to meet.
Mandatory requirements could include:
Specifying the requirements will lead to the identification of a deliverable or set of deliverables. A deliverable is a tangible output – something that must be provided under the contract.
Contract deliverables can be tied to milestones. A milestone is a measurement of progress toward an outcome, eg the delivery of a report, or for a social sector project, the implementation of a new training programme, completion of a certain number of courses and follow up with participants at a later date.
If you adopt a milestone approach, payment to the supplier can be tied to the successful completion of each milestone. This allows for implementation to be tracked and monitored against budget.
Technical specifications should:
Technical specifications must not be prepared using advice from someone who may have an interest in the procurement.
Specify any sustainability requirements or preferences, including strategies to:
Government procurement can be used to:
Consider how you could secure secondary or wider benefits as part of your procurement.
Wider benefits don't need to cost more – it's not about requiring additional services, but providing services in a way that produces other social, environmental and economic benefits. For example:
You must follow the Principles of Procurement and avoid creating barriers for international suppliers.
Formal risk analysis and risk management can help you to assess potential risks and plan what actions to take to minimise disruptions.
Your agency should have its own risk analysis tool.
Understanding and analysing health and safety risks in your procurement informs what to include in RFx documents, how you will evaluate responses, what you will document in any resulting contract, and how you will manage the resulting contract.
In the planning phase, you should: