| ACHIEVABILITY Significant transaction costs are involved in an investment programme. In particular, the procurement process can be complex and significant resources, including senior management time, may be required for programme and individual project development and ongoing monitoring. Client capability will have direct consequences for procurement time. Perceptions of this capability will also affect the level and quality of market interest. NPD and other contract-based approaches should maximise the benefits of a competitive process - but the structure of proposals and the choice of procurement route should be informed by an assessment of the likely market appetite. | ||
| Issue | Question | Response |
| Transaction costs and client capacity | Is there sufficient central support to the roll out and monitoring of the programme? Is there sufficient client-side capability to manage the procurement process on projects and appraise the ongoing performance against agreed outputs? | |
| Can appropriately skilled procurement teams be assembled in good time? | ||
| Will the programme and projects be feasible within the required timescale? Is there sufficient time for resolution of key procuring authority issues? Does the size of the Programme and typical projects justify transaction costs? | ||
| Competition / Market Interest | Is there evidence that the private sector is capable of delivering the required outcomes, including across all geographic areas covered by the programme? | |
| Is there likely to be sufficient market appetite for the projects in the programme? Has this been tested robustly? Is there any evidence of market failure for similar Programmes / Projects? | ||
| Have any similar programmes been tendered to market? Has the procuring authority's commitment to a NPD solution for projects of the type covered in this programme been demonstrated? | ||
| Do the nature of the investment and/or the strategic importance of the work and/or the prospect for further business suggest that it will be seen by the market as a potentially profitable programme? | ||
| OVERALL ACHIEVABILITY | Overall is the relevant Accountable Officer satisfied that the procurement programme is achievable, given client side capability and the attractiveness of the proposals to the market? | |