4.3 Our discussions and survey responses suggest the introduction of Competitive Dialogue has improved procurement outcomes by enabling the public and private sectors to develop and deliver more appropriate, bespoke, value for money outcomes. 78% of respondents to our general survey agree bidders have an increased or significantly increased ability to deliver improved solutions when compared to the Negotiated Procedure.
4.4 However it is important for contracting authorities to be aware of what key stakeholders will consider acceptable. Early stakeholder engagement will allow contracting authorities to set boundaries within which solutions can be developed. Input from planning authorities and the general public, where such views are appropriate, can give vital upfront indications particularly on unacceptable solutions. This will save time and resources for both the public and private sectors, including avoiding nugatory development costs to the bidders.
4.5 Responsibility for stakeholder engagement does not however rest solely with the public sector; the private sector must maintain dialogue within their bid consortium when developing new ideas. In particular, bidders need to ensure their proposals are financeable.
4.6 The traditional approach to leaving substantive due diligence to the Preferred Bidder phase is somewhat inconsistent with Competitive Dialogue and can be particularly challenging for innovative solutions. As such, bidders must engage appropriately with their financiers so as not to delay the procurement process and the public sector evaluation criteria should reflect this accordingly.