Conclusion 3

The programme’s procurement approach allowed the Bank to access a breadth of technical expertise to refine the design for the new RTGS. Following market engagement, the Bank used a ‘competitive dialogue’ procurement process which allowed potential bidders to develop their proposed designs for the system in consultation with the Bank, prior to it awarding the contract to Accenture. The Bank felt its procurement approach helped it to develop as an ‘intelligent customer’. It was also able to draw on all the ideas proposed by bidders to set the design awarded in the contract. The process included a practical exercise—unusual for the 2 public sector—to design and build a simplified payment system, for which the two unsuccessful bidders were also paid. The Bank felt this reduced any risks that bidders would drop out of the procurement. The Bank did not feel that existing legislation had restricted its procurement approach. The programme had a dedicated procurement team which supported compliance and best practice. The up-front attention to requirements and design allowed the Bank to sign a fixed-price contract with Accenture, with the final system design closely matching the initial design.