| • Identify service needs • Focus on outcomes and outputs • Consider broad needs, over time • Allow scope for innovation |
The first and most critical step in the lifecycle of any procurement project is the articulation of the service need in functional terms. The better this is done, the fewer problems will be experienced later in the process. The most common mistake is to jump to designs or solutions before the service need has been properly identified and clearly specified in output terms.
The service need must be defined by the client, users or stakeholders. It must be expressed in terms of needs, functions and operational performance requirements. It should reflect the desired outputs and outcomes and wherever possible avoid describing requirements in design or descriptive characteristics.
Example: Rather than defining the distance of a document storage facility from the place of document use, the service need should define the time within which the document needs to be available for use. Example: Rather than defining the pavement characteristics of a road, the service need should specify the tolerated pavement deflection when a load is applied to it. |
The document that sets out the service need must be written in the language of the customer and the user, and it is critical that it is comprehensive, readable and unambiguous. As well as setting out the applications or missions for which the service is intended, the document should set out the operational constraints that limit the design, the external systems that the service will interface with and the operational and support environment within which the service will be provided. In noting constraints, the public sector should be aware that adding constraints is likely to reduce the bidders' ability to both innovate and optimise their service delivery solution. Only those constraints that are absolutely necessary should be included.