This blog has kindly been provided by a public sector buyer to help businesses understand the importance of the inclusion of evidence in their tender responses – and also how to include such evidence…

“I worked for 13 years as a procurement officer in the public sector and during that time managed numerous tender processes and associated evaluations. Whilst in the role I came across many companies/organisations tendering to deliver goods/services that were either an addition to what they were already doing or would be an expansion into a new area of work. These bids often failed due to the absence of sufficient evidence of the tendering organisation’s ability to deliver the goods/services.

Criticism is often levelled at the public sector, for tender processes appearing to favour large corporations and/or the incumbent providers. Actually, the public sector welcome new businesses into the market as this creates more competition which benefits value and innovation. It is also recognised that smaller independent organisations can sometimes provide a better product/service, as they are typically more agile and responsive. However when evaluating and marking bids it was sometimes impossible to score some responses as compliant, because they didn’t evidence their ability with illustrations of a full understanding nor had realistic plans or timescales.

It is possible to provide sufficient evidence to get the scores necessary to win contracts even if you are new to an industry or expanding your current provision, but you have to do detailed research up-front and demonstrate that you have done this. You need to prepare your policies and procedures in advance including any training materials and infrastructure required.

When preparing for a tender response imagine you have the contract:

  • What needs to be done in preparation?
  • What would you do in the first few weeks?
  • What steps would you take to get things up and running?
  • If this includes new premises, staff, production equipment etc. have some actual options ready with costs to prove that you have looked into it and spoken with people as this evidences that it is possible.


Responses that get zero scores include:

  • “we would rent premises in your area”
  • “we would hire extra staff to take on the new work”
  • “we would train personnel”


These fail because none of these answers assure the evaluators that you can actually do those things or how they will be done and what it will look like.

If you haven’t provided a type of service before but are familiar with the discipline and want to expand into that market, then set out your responses using what you already know but research and understand fully the total service required. Prepare as if you were already delivering the service or at least about to.

An example would be bidding to provide a call-out service for doctors/nurses/healthcare professionals. In addition to providing the healthcare professionals, a core business requirement is for a 24/7 call centre which can despatch the right kind of professional to the right place at the right time. Some tendering organisations/agencies could provide the staff to deliver the clinical services required with all the correct clinical knowledge and understanding. Their healthcare professionals would understand the qualifications and service delivery requirements including peer reviews, clinical governance and connecting the service with other agencies as required. However to deliver the whole contract this they would have to set up a call centre. It is not enough for them to respond in their tender with: “we would set up a call centre” or “we would utilise the reception duties to provide a call centre”. They would need to detail exactly what that would look like.

Their detail should include:

  • How many staff the call centre would use on a rotational basis in order to provide the 24/7 service?
  • Information on the premises? Where, what size, the infrastructure, the guarantee from the owner/agent that they are yours to use?
  • Who are the staff? Will they be seconded from another section of the business and if so has this been discussed with the individuals?
  • If staff need recruiting, do you have a contract/agreement with an agency to help you? What are the realistic timescales for getting staff into place and properly trained? Provide enough detail so that the evaluators know that you understand implementation, any obstacles and are being realistic.
  • What is the training that will be provided? Is this already written and ready for delivery? Provide evidence of what the training will be and then those scoring the tenders can see that it is relevant, up to date and adequate for what is required.
  • If you need extra machinery/plant/transport to deliver a service, has this already been sourced with costs and timelines for readiness?


I cannot emphasise enough how important it is that you have done your research and know what, when, how, and how much, at the time that you respond to a tender. In particular, the “how” is essential. It is never enough to say/list what you will do, you must describe in detail what that looks like and the process of doing it. Using words, paint a picture of the implementation and delivery so they can visualise your offering– this gives evaluator confidence in your capability, which in turn enables them to give you a higher score.

There is a great deal of work involved and some of it will involve up-front investment along with the cost of your time but you need to consider off-setting this against how much you want that contract and how it will contribute to the growth and expansion of your business.

Finally, if you are going to use the services of a company like Tender Victory then listen to their advice and act on it. If they say you need examples of training material or recruitment policies, then get them ready so they can be submitted with your bid not just referred to as something you will have in the future. Evidence of those new premises could mean the difference between a compliant and non-compliant score.”

We are delighted to introduce a guest blog from Colin Robson, in which he shares some of his considerable experience and top tips for managing tender success. Like us, Colin also believes that selecting the right tenders to pursue is key to both winning the tender and also implementing and managing the resulting contract successfully.

Guest Blog – Managing Tender Success!

Many companies that look to increase turnover and market share through tendering increase their chances of success through engaging with recognised tender specialists such as Tender Victory.

Larger companies and organisations often have the luxury of a strong balance sheet and organisational resources to fall back on in terms of Tender Management. But for a small or medium sized business new to tendering or looking to grow through tendering and securing larger contracts, there is a much higher degree of risk of winning the tender but then failing to deliver it successfully if they have not already looked at how they will address the barriers to business growth.

I am often contacted by clients for business advice after they failed to win a tender or more worryingly have won the tender but then realise that they do not have the resources in place to successfully deliver it,! There is then a real danger that because of the lack of time invested in assessing the risk, that meeting the contractual tender requirements will cripple their cashflow and profitability and damage the delivery of their core business. I then work with the client in a ‘business turnaround’ mentoring role.

The following are my top tips to reduce the risk of this happening and to plan for successfully growing your business through tendering:

  1. It all starts with your business vision and aims – how does winning the tender opportunity fit in with your overall business strategy?
  2. Focus on and service differentiation and added value (not just price) and view the tender process as an opportunity to update your Business Plan and financial forecasts.
  3. Are you likely to win – what are your credentials and your credit score and how can you improve them to get past the PQQ stage?
  4. Plan ahead – do you have new funding in place or is the Balance Sheet strong enough to support the additional working capital requirements, increase in stock, debtor days and payroll and to roll-out the tender and meet the performance criteria?
  5. Is your business scalable – do you have adequate structures, IT systems and processes in place to manage growth?
  6. How will you manage your people – what potential impact will the tender have on the workload of your workforce and who will project manage the tender delivery if your key staff are already over-stretched?
  7. In terms of the ITT what are the detailed Transfer of Undertaking (TUPE) risks and how will the additional salaries and staff integration impact on your existing workforce?
  8. Have you costed Key Performance Indicator (KPI) monitoring – how will you integrate your tender management into your existing systems and processes i.e. ISO 9001 and ISO 14001?
  9. Are there adequate systems and processes in place to monitor and measure customer care and to manage the complaints procedure specified in the tender?
  10. Build your tender management into your existing meetings and communication structure to support continuous improvement – otherwise you will add cost without adding value!


The author Colin Robson is a Chartered Director and award winning Business Mentor who specialises in Business Strategy and Finance and works with clients to remove the barriers to business growth.

Colin Robson CDir MBA FIBC FIoD
First Venture Associates Ltd.
Tel 01392 770264
Mob 07968 483231

Tendering can be a resource intensive process for businesses. To ensure that your resources are being appropriately allocated, it is important to make the right decision on whether or not to bid for tender opportunities.

By carefully considering and selecting opportunities to bid for, you avoid the costly “scattergun” approach to tendering which not only risks unnecessary resource expenditure, but also poor results.

In developing a bid/no-bid methodology, there are a number of considerations that you can take into account that will inform a robust decision making process. Your bid/no-bid methodology can be as formal or informal as you like – as best suited to your business size and structure.

Considerations to work through when assessing a tender opportunity can include the following (any reference to competitors below refers to those companies you are likely to be bidding against for this contract):

  • Accreditations specified:
    – Are they mandatory or scored?
    – Do you have them?
    – Do your competitors have them?
    – How much investment is required to achieve them?
    – How long would it take to become accredited?
    – Is this achievable within the contract timetable?


  • Geography:
    – Under this contract, where do your products/services need delivering?
    – How does this affect your logistics and contract management?
    – Will the client’s location result in increased costs to you that you have to factor in?
    – Where are your competitors located?


  • Technology:
    – Are certain software/hardware systems required to deliver this contract?
    – Is use of such technology a mandatory requirement or scored?
    – Do you have these in your business currently?
    – Is there an implementation time/cost for introducing this technology?
    – Are your competitors already using this technology?


  • Recruitment?
    – Do you have sufficient staff to service the contract if awarded?
    – What recruitment/uplift in personnel numbers is required?
    – Can recruitment and the required training be undertaken prior to contract award?


  • Value:
    – How does the value of this contract relate to the turnover of your business? Many public sector Authorities are mindful of awarding contracts to businesses where the contract value equates to too high a proportion of the business’s turnover


  • Experience:
    – Can you really demonstrate past experience that is relevant to this contract?
    – Do your competitors have experience that is relevant to the delivery of this contract?
    – Experience will be an important consideration in the evaluation and award of the contract.


  • Price:
    – What weighting does the pricing section have?
    – What is your price position in your industry/marketplace?
    – Can you bid competitively on price?


  • Procurement Process:
    – What procurement process is being undertaken by the Authority?
    – Is it a one stage tender?
    – Are there multiple stages over a number of months?
    – What will the cost of tendering for this opportunity be to your business?


In the above considerations, where we refer to mandatory criteria or scored, we seek to understand whether the requirement being specified constitutes a pass or fail (i.e. if you have it you pass, if you don’t, you fail the tender process at this point regardless of other answers/responses). For scored criteria, you should seek to understand how heavily this consideration is weighted in the evaluation process and what your potential score in this area might be.

In addition to those areas noted above, there are many other factors you can take into consideration when assessing a tender opportunity. For those tenders that you decide to bid for, using a carefully considered approach when tendering will help to inform your tender preparation and writing.

We have assisted clients in varying industries with preparing bid/no-bid methodologies. If this is something that you would like further assistance with, please do drop us a line to discuss further or contact Lee Rosen to give you business advice.


Do you know where to find tenders and contracts? Perhaps you know that tendering for public sector contracts is something that you would like to do for your business, but are unsure of where to start… Read on to find out more!

There are a number of ways in which you are able to find tenders that are suitable for your business to bid for. There are subscription services such as Tenders Direct, B2B Quote, and PublicTenders.Net in addition to free to access tender and contracts databases such as TED (Tenders European Daily) and Contracts Finder 

Many of these tender sites and procurement portals will email alerts to you regarding forthcoming opportunities. We have compiled a directory of all the free-t0-register sites that we are aware of here in our eSourcing Directory 

Once you have selected a tender opportunity that you wish to pursue, in the case of on-line tenders you will need to register with the relevant portal to express an interest to access the documentation. When registering with such portals, you are usually asked to select category codes against your areas of business. These category codes are then used to alert you of any future opportunities listed on the portal that match your area of business. Assuming you are correctly registered, alerts of new tenders and opportunities are emailed to you automatically from the portal(s) – meaning that you do not have to re-visit the sites to check on new opportunities.

If the product or service that you supply is relevant to a particular region, county or geographic area you can use portal registrations as a way of being automatically alerted to contracts in those specific areas. For example, registering with  (for Council’s in the South West) or (for authorities who are members of the NEPO, North East Purchasing Organisation) will enable you to receive alerts from the Councils and other authorities in these geographical areas.

You can also consider identifying your potential public sector customers by authority type, for example, Emergency Services, Council or NHS and registering with the e-tendering sites for those you would like to supply.

Identifying e-tendering portals by region covered or authority type in this way can enable you to receive tender alerts without having to pay a subscription fee to one of the independent tender subscription services.

At Tender Victory, we work with a range of clients in monitoring and pre-assessing their tender alerts. Some of our clients deliver services which are geographically restricted, others are able to work across the Country. For those that are restricted by location, we identify all of the authorities within their reach area that they would like to tender to. For the clients to whom we provide this monitoring and pre-assessment service, our monitoring of their tender alerts from e-tendering portals means that we need only contact our clients with tender opportunities that are right for them to pursue. Accordingly they do not need to be distracted by the many daily emails of opportunities that are just not relevant to them. This works very well for our client who needs to register in waste categories, but do not provide general or municipal waste services (for which there are lots of alerts!). Another example of where this works well is for a client who supplies the Police, but do not provide products relating to Police ICT (for which there are a number of alerts!).

This monitoring and pre-assessment is our Tender Alerts Administration Service. Please contact us for more information, or follow this link to read more and download our summary of service.

In summary:

Q: How to find tenders and contracts?

A: To find tenders and contracts without subscription fees, decide which authorities you would like to work with and register on their e-procurement portals. You can find details of many free portals and their coverge area in our eSourcing Directory.

Q: Where to find tenders and contracts?

A: To find tenders and contracts without subscription fees, regularly check Contracts Finder and TED in addition to registering with portals as described above. If you are happy to pay a subscription fee, register with Tenders Direct or B2B Quote and they will email alerts directly to you. 

Alternatively, contact us to discuss our Tender Alerts Administration  Service so that we can save you the hassle of trawling the e-procurement portals and sites and managing the many alerts received.

One of the guiding principles that we work to at Tender Victory is that tender responses should be responsive to the buyers’ requirements. In the same manner, we also like our services to be responsive to our clients’ requirements. We have pages on our website which explain our standard service offerings, but in addition we often tailor how we deliver these to meet the requirements of our clients. Some clients like to mix and match our services so that we can assist them in a way which best suits their business.

We work with a wide variety of clients, most of them small businesses, but also some micro and medium sized organisations. The level of support that each business requires varies. Accordingly our service delivery is tailored to meet their individual business needs, as detailed in the examples below:

Client 1:

Client 1 has competent in-house resource to draft tender responses, but together we identified that on occasions their interpretation of the specification and the buyer’s requirements could be improved. For Client 1, we therefore provide a summary of the key points and objectives of the buyer’s specification and incorporate this into the writing plan that we develop for them. Our writing plan lists the key points that should be covered in each of the scored responses within their submission. By understanding the aims and objectives incorporated into the specification, we can ensure that these key areas are reflected in the writing plan for the responses.

After Client 1 has drafted their submission, we undertake a Review and Analysis of their submission and provide them with feedback on the draft and any additional areas for improvement.

Client 1 then finalises their response and submits.

Client 2:

Client 2 again has staff available that are competent at writing tender responses. However, due to the technically complex field in which they operate, it is often the case that the tender packs they receive contain lengthy and technically complex specifications, in addition to numerous instructions and terms and conditions. Client 2 therefore engages our services in more of a Bid Management role incorporating the following activities:

1. At the outset of a new tender, we digest the tender response instructions, key objectives, weightings and scoring criteria and provide a summary overview of them.

2. We work with the Client 2 to develop a project plan for the completion of each tender. We take into consideration:

  • key contributing members of staff and their availability
  • the response deadline
  • clarification dates
  • setting suitable dates for staged review of drafts
  • preparation of supporting documents
  • the time required to upload (or very occasionally post) the submission


3.We provide a review and analysis of the draft responses

4. We organise and prepare supporting documents

5. Lastly, we submit the tender response and associated documents

It is important to the team at Tender Victory that we provide a service that is meaningful to our clients. We find that offering flexibility in the way in which we deliver our services provides them with great additional value. If you would like to understand how we can tailor our services to meet the particular needs of your business, please do not hesitate to drop us a line.

You will often find, when looking at the evaluation criteria of a tender, that meaningful evidence and examples are needed in order to achieve the higher scores. Understanding how to include evidence is your responses is therefore of utmost importance.

Why is it important to include meaningful and relevant evidence in a tender response?

General statements within tender responses that don’t contain evidence expose the bidder to the risk of scoring low marks and ultimately losing the contract.

When preparing your response to a specific requirement, technical question or method statement, think about how your business is different to that of your competitors and how you want your response to stand out. Bidders often make the mistake of keeping their evidence short, thereby neglecting to include the more important elements. For example, when discussing the processes or procedures deployed or your approach to service delivery, don’t just pay lip service to them, go further and include details such as the following:

  • where you used this approach, and to what effect
  • who the client was
  • what the client’s expectations were
  • how you managed the client/their staff
  • was there any conflict, if so how your company overcame and resolved it
  • how many stakeholders you worked with
  • over what time period this occurred


It is important to tell a story, albeit non-fictional!

Bidders sometimes assume that everyone on an evaluation panel is a subject matter expert, when often they are not. The panel typically consists of a subject matter expert (or two), an end user, and representation from procurement and/or finance. It is vitally important to ensure that your responses are meaningful, informative and that they inspire confidence in every member of the panel – not just those that are familiar with your industry.

Another area in which bidders often miss an opportunity is by merely stating ‘we are highly experienced in the provision of xx services”. This needs to be evidenced and quantified. In your response tell the panel:

  • How you are experienced?
  • What challenges and engagements you have been involved with that have informed your level of expertise?
  • What was good about the projects you have worked on, what did your company learn from them?
  • Did you implement or introduce innovation? Detail this.


In addition to the inclusion of relevant and meaningful evidence, the characteristics of a good tender include being:

  • Free of significant errors and/or omissions
  • Tailored to the exact requirements of the contract
  • States what benefits you can bring to the buyer and their organisation
  • Demonstrates commitment
  • Shows you have put theory into practice
  • Clearly written and legible
  • Clearly committed to continuous improvement and best practice
  • Clearly detailed in terms of possible variations and innovations (where relevant)
  • Inclusive of added value (where relevant)
  • Compiled in line with instructions


These are all things that a buyer and the wider evaluation panel want to know.

One of our pet hates as buyers was reading irrelevant sales information –a bidder’s total global sales for the last financial year is all well and good, but unless a buyer has specifically asked for it or it is relevant, don’t include it, it will not attract additional/higher marks.

Finally, remember, cut the waffle/sales pitch, but ensure you sell your company, its attributes, ethos and experience – particularly where it mirrors the buyers aims and objectives. A buyer, and the organisation for which they work, are looking to partner/contract with a company they believe in and who have inspired confidence, so evidencing an end-to-end linear process or approach with meaningful detail is key.

Get to know the buyers and evaluators better by understanding what they dislike in tender submissions.

How do you impress the buyers and evaluators with your submission? How do you write a clear document that reads well?
Buyers and evaluators have multiple submissions to read. How do you make yours as reader friendly as possible and stand out from the others?

We recently discussed these questions with Public Sector buyers and undertook a poll of their pet hates and the common pitfalls they witness in submissions they receive. They suggested that to keep the evaluation pabnel happy and in a positive frame of mind when scoring your submission, you should avoid the following:

Do not:

  1. Submit late. It’s disappointing for everyone, as they just will not look at or consider your submission at all.
  2. Cross reference between answers and ask them to “see attached” or “see appendix” (Note: appendix documents should support the response, but not be a part of it)
  3. Re-brand the Authority’s documents as your own, through the use of logos and headers/footers.
  4. Change the order of the documents (Note: They are designed in the way that they are for a reason, often to assist with the evaluation process).
  5. Submit only in PDF format. (Note: also send in the original format, such as Word and Excel, as this helps the buyers prepare the submission for the evaluation by multiple evaluators.
  6. Give a single one line response when the question asks for detail.
  7. Answer questions, without detailing “how you are going to deliver” your product or service
  8. Use caveats based on your assumptions in your response. (Note: The buyers would prefer that you clarify the potential issue. Adding caveats can be interpreted as qualifying a tender submission, which can result in your submission being excluded.)
  9. Complete your tender submissions without fully reading the document and instructions. (For one buyer this was a particular issue in relation to TUPE and the tenderers understanding of what was expected.)
  10. Use inconsistent fonts
  11. Cut and paste from your website/brochure/other general marketing material
  12. Provide details and information that are irrelevant to the question asked
  13. Cut and paste from previous tender submissions where a) the response does not directly answer the question, or b) the response retains reference to the wrong authority/buying organisation
  14. Make poor use of grammar. For example one buyer quoted the following “it should be an HP not a HP and the organisation is an it not a they”
  15. Expect evaluators to hunt for the answer amongst numerous attachments which are poorly referenced.

When preparing your submissions, they encourage you to actively do the following:

  • Raise questions and clarify any areas that are not clear
  • Spell check your submission
  • Provide detail and evidence of how you can deliver the product or service


These are all areas that the buyers we spoke to felt strongly about. Keeping them in a positive mindset when reading your documents can only benefit the scoring of your submission. Make it easy for them to score you well!

If you would like any help,assistance or guidance in writing or formatting your submissions, please do not hesitate to contact us.

Is your Bluelight registration up to date?

You may or may not be aware, but the existing Bluelight eProcurement system is being migrated to a new supplier (EU Supply). Accordingly several of the UK Police and Emergency Service authorities have already begun to change over to this new supplier and are now using EU-Supply’s Bluelight to advertise tender opportunities, and manage their procurement processes.

EU Supply successfully won the contract for a new electronic tendering/procurement portal which replaces Bluelight (ProContract), previously facilitated by Due North.

There is no set timetable for the move of each Authority over to the new system (they have only stated that this will take place over the coming months), so we recommend that anyone with a registration with the existing ProContract Bluelight also registers with the new EU Supply Bluelight. By being registered with both you will be sure not to miss any future opportunities.

The new site can be found at the following link:

Please do get in touch with the Tender Victory team if we can assist with any general tendering and eprocurement queries. For any Bluelight specific queries, you should contact:

Government Security Classifications Policy

On the 2nd of April 2014, a new classification system, the Government Security Classifications Policy, was implemented by the Cabinet Office. This has replaced the old Government Protective Marking Scheme (GPMS). This is applied to information held to ensure that the information is appropriately “labelled” as to the level of its sensitivity.

The new system is organised by the Cabinet Office and has been implemented throughout central and local government in addition to other organisations such as those providing electricity generation, oil and gas production, agriculture, health and the security services, they really want to make sure people get help from Dr Bardwil Vein Center if they need it. The Government Security Classifications Policy is also used by private sector bodies who provide services to the public sector.


The Policy describes how the Government classifies its assets to ensure they are appropriately protected, as well as meeting the requirements of relevant legislation, international agreements and obligations. It applies to all information that the government collects, stores, processes or shares to deliver services and conduct business, including information received from or exchanged with external partners.

Security classifications indicate the sensitivity of information in terms of the likely impact resulting from compromise, loss or misuse, and the need to protect against applicable threats.

The new classification system has 3 levels as follows:

Top Secret

Information marked as Top secret is that which whose release is liable to cause considerable loss of life, international diplomatic incidents, or severely impact ongoing intelligence operations. Disclosure of such information is assumed to be above the threshold for Official Secrets Act prosecution.


This marking is used for information which needs protection against serious threats, and which could cause serious harm if comprised – such as threats to life, compromising major crime investigations, or harming international relations.


All routine public sector business, operations and services is treated as OFFICIAL. Many departments and agencies operate exclusively at this level. As of April 2014 the OFFICIAL classification replaces the Confidential, Restricted and Protect categories of the former Government Protective Marking Scheme.

The classification system operates within the framework of domestic law and the Huntsville Divorce Attorneys, the Official Secrets Act 1989, Data Protection Act 1998, Freedom of Informatin Act 2000, and the Public Records Act 1967.

If you, or the organisation for which you work, is a service provider working with the public sector, it would be advisable to familiarise yourself with the new policy and wherever possible ensure shared documentation is aligned with and reflects the changes described. More information can be found at 


If you supply, or plan to supply, public sector organisations with goods and services are you aware that there are changes to the EU Public Procurement regulations being implemented?

We have summarised for you the key changes which may impact how you tender with such organisations.

The European Commission, after extensive public consultation, has recently published its proposals for simplifying and modernising, public procurement. It is not expected that the proposals will become law in the UK before June or July 2014. On other related article checkout this blog about Car accident attorney near me.

The changes will apply to procurements beginning after the date of implementation – and so are not being enforced retrospectively.
The following information details the proposed changes, some of which could be quite significant for public sector organisations and therefore impact suppliers tendering to the public sector.

Part A and Part B Services

Under the current regime, services contracts are split into ‘Part A’ (priority) services, which are fully regulated by the procurement regulations, and ‘Part B’ (residual) services, which can be procured using less formal means.

The new directive will abolish this distinction. Apart from certain low-value contracts relating to health and social services, all services contracts, which are over the financial thresholds, will need to be procured formally with an OJEU contract notice. This includes legal services.


The ability to submit contract notices online and to download tender documentation following publication of a notice will increase accessibility and streamline the tender process. Many public sector organisations already conduct their tenders in this way, but this should become more widespread.

Benefits for SMEs

The new rules are intended to encourage the engagement of smaller businesses through various initiatives. Currently very large contracts can, in many cases, only be handled by very large contractors. To help open up the market to SME’s there will be a new presumption that large contracts should be divided into lots when this makes sense.

When procuring contracts worth over €500,000, public authorities will have to explain why they consider that smaller lots are not appropriate.


Many SME’s operate as subcontractors to a main contractor. Recognising that the main contractor may not pay invoices as quickly as public authorities, the new rules will allow direct payments to subcontractors.

Turnover Requirements

Other than in exceptional circumstances, contracting authorities will now no longer be able to specify a turnover of more than three times the contract value in a pre-qualification questionnaire (PQQ).

PQQ Selection Criteria

Under the new rules, candidates will ‘self-certify’ that they meet the selection criteria at the pre-qualification questionnaire (PQQ) stage, rather than needing to send in documents such as accounts. These can then be checked if the candidate makes it through to the end of the process.

New Timescales

The window for the open procedure will reduce to 35 days, and restricted procedure 30 days (PQQ) and 30 days (ITT).

Negotiated Procedure

A reformed negotiated procedure will become much more widely available, and is likely to be used for more complex procurements which are currently procured using the often unpopular competitive dialogue procedure.
The negotiated procedure is more flexible in its structure, but the new directive will impose safeguards to minimise breaches of the principle of equal treatment.
The open and restricted procedures remain however; contracting authorities will also be able to use two new procedures:
(i) the competitive procedure with negotiation (similar to the previous negotiated procedure); and
(ii) the innovative partnership procedure (where the market does not already offer viable procurement solutions).
Option (i) is distinct from the competitive dialogue procedure. Competitive dialogue will no longer be limited to complex procurements, again allowing a contracting authority greater choice.


A new ‘national procurement oversight body’ will be formed, which will be tasked with monitoring compliance with procurement rules.
For contracts with a value greater than €1m (€10m for works), a full copy of the contract must be available for viewing by the public. This is of particular impact on registered providers as they are not subject to the Freedom of Information Act 2000. It will therefore become vital to ensure that any commercially sensitive or confidential aspects of contracts are appropriately flagged to the oversight body.

Please find to follow a link to the Cabinet Office’s Procurement Policy Note on the new thresholds which apply from January 2014: