View Current

Procurement Policy

This is the current version of this document. To view historic versions, click the link in the document's navigation bar.

Section 1 - Purpose and Context

(1) This policy ensures that procurement is conducted with integrity and transparency and is aligned to the University's compliance and legislative obligations, sustainable procurement objectives, and ethical standards. It applies to all staff procuring goods and services on behalf of the University and its controlled or associated entities. Non-compliance with this policy may expose the University to reputational damage, financial risk, and potential loss of funding.

(2) All procurement activities must comply with this Policy and the associated Procurement Procedure, which sets out the operational requirements, including quotation thresholds, documentation, and sourcing processes.

Top of Page

Section 2 - Definitions

(3) For the purposes of this policy, the following definitions apply:

  1. Authorised Delegate: A staff member who has the delegated authority to authorise expenditure and risks associated with the procurement of goods or services and endorse the transaction in alignment with the University's Delegations of Authority Policy.
  2. Contractor (Independent): An individual or entity engaged directly by the University under contract to deliver a defined service, task, or outcome. Independent contractors operate as a genuine business, holding appropriate business registrations (e.g., ABN/ACN), insurances, and tax compliance. They work autonomously, are responsible for their own tools and methods, and are paid upon fulfilling contractual deliverables. Independent contractors are a type of contingent labour.
  3. Consultant (Consultancy): An external party engaged to provide independent expert advice, recommendations, analysis, or strategic guidance to support management decision-making or produce intellectual output. Consultants focus on advising and informing decisions rather than delivering operational work and are typically engaged on a short-term basis.
  4. Contingent Labour: Non-permanent workers engaged by the University to meet temporary, project-based, or specialised resourcing needs. Contingent labour includes individuals or entities not employed directly by the University, such as independent contractors, consultants, labour-hire (agency) staff, or other externally sourced personnel. These arrangements are for a defined period or scope of work and are governed by contracts or agreements rather than employment relationships.
  5. Contract: A written agreement (including purchase orders where applicable) between the University and a third party, outlining each party’s responsibilities for the supply of goods and/or services. Contracts must use templates approved by the Office of General Counsel (OGC) or standard terms provided under authorised government schemes. The Contract includes any agreed variations, and the Contract Owner is responsible for ensuring the University receives the agreed deliverables before approving payment.
  6. Contract owner: A staff member who needs to engage the third party and who will be accountable for the engagement, ensuring all due diligence is completed, including baseline controls and mitigation plans where appropriate, as well as managing the third party once a contract has commenced.
  7. Due Diligence: The process of systematically assessing and verifying the suitability, capability, risks, and compliance of a supplier, contractor, or third party before engagement. Due diligence involves gathering and evaluating information to ensure that the goods, services, or works being procured meet the University's standards, legal and regulatory obligations, and strategic objectives, including ethical, financial, environmental, and social considerations.
  8. Emergency Procurement: Refers to the acquisition of goods, services or works required to respond to an immediate and unforeseen situation that poses a risk to the safety, health, property, environment, or operations of the University, and where normal procurement processes cannot be followed due to the urgency of the circumstances. Such situations require prompt action to mitigate harm or operational disruption and may include incidents or crises as defined under the University's Business Resilience Policy, Business Continuity and Crisis Management Framework, and related procedures.
  9. Enterprise Supplier: An enterprise supplier is a strategically sourced, pre-approved supplier established by Procurement Services, in collaboration with relevant operational areas, to deliver goods or services used across multiple parts of the University. These suppliers must be used where available to ensure compliance, value for money, and support for business-critical needs such as sustainability, regulatory obligations, digital security, data protection, operational efficiency, and continuity of supply. Enterprise suppliers are typically high-value or high-risk vendors engaged under negotiated contracts that require enhanced governance, performance management, and risk oversight due to their critical impact on the University's operations and reputation.
  10. GIPA: the Government Information (Public Access) Act 2009 (NSW) as amended from time to time.
  11. Modern Slavery: as defined in section 4 of the Modern Slavery Act 2018 (Cth) and includes human trafficking, forced labour, child labour, debt bondage, situations where workers' freedom is deprived, restricted or undermined or where workers are otherwise exploited, and similar unethical conduct.
  12. Panel Supplier: A supplier that has been appointed to a pre-approved panel through a competitive procurement process, authorised to provide specified goods or services to the University under agreed terms and conditions for a defined period.
  13. Preferred Supplier: A supplier that has been identified by the University as the preferred source for specific goods or services, based on alignment with University standards, approved specifications, or technical requirements. The designation of a Preferred Supplier does not remove the requirement to comply with the University's standard procurement processes, approval requirements, or applicable financial thresholds. Preferred Supplier status is subject to periodic review and re-approval to ensure continued suitability, performance, and value for the University.
  14. Professional Services: An external party engaged to deliver specialised professional, technical, or project services requiring professional expertise to achieve a defined operational or project outcome.
  15. Regulated Categories: Goods and/or services where the University requires review and/or endorsement from the specific Subject Matter Expert/s prior to commencing the procurement activity, regardless of value, due to elevated operational, legal, safety, security, financial, or compliance risks.
  16. Sole Supplier: A sole supplier arrangement occurs when goods or services are sourced from a single supplier due to limited or no alternative options being available. Sole supplier arrangements are permitted only in defined circumstances and must be appropriately justified, approved and documented.
  17. Supplier Relationship Management (SRM): is a structured approach for managing an organisation’s interactions with its suppliers to maximise value, reduce risk, and support strategic objectives. It focuses on building collaborative, long-term relationships with key suppliers, improving performance, fostering innovation, ensuring ethical and sustainable practices, and strengthening supply-chain resilience.
  18. Sustainable Procurement: Procurement aligned with the University's Sustainable Procurement Framework, embedding environmental, social, and economic sustainability, supplier diversity, and positive impact.
  19. Valid Quote: A formal quotation or proposal that is non-verbal and within its stated validity period. This may include formal quote documents or email confirmations from the supplier. Screenshots of online shopping baskets may be accepted only for low-value consumables under $50,000 (excl. GST).
  20. Variation: A formal change to an existing contract or purchase order that alters its original scope, value, duration, or terms and conditions. Variations may include extensions of time, increases or decreases in contract value, changes to deliverables or milestones, or adjustments to contractual clauses. All variations must follow the University's procurement and governance requirements, including appropriate approvals and documentation.
Top of Page

Section 3 - Policy Statement

Procurement Policy Principles

(4) Core Principles – All procurement activities must be undertaken in accordance with the University's statutory and regulatory requirements and responsibilities, its policies and procedures, and will align with the underlying principles of the University as stated in its mission, vision, values and Strategic Plan. This encompasses the following core principles:

  1. Fairness and Integrity: Conduct all procurement activities with fairness, transparency, and consistency, upholding the highest standards of ethical behaviour and accountability.
  2. Value for Money: Achieve optimal outcomes by balancing cost, quality, risk, and performance, while ensuring the responsible, ethical, and efficient use of University funds.
  3. Sustainability: Drive positive environmental, social, and economic outcomes through procurement decisions and supplier engagement that support the University's long-term sustainability goals.
  4. Inclusion: Champion diversity, equity, and inclusion by engaging a wide range of suppliers, supporting Indigenous participation, and creating opportunities for underrepresented and diverse businesses.

Role of Procurement

(5) The Procurement Services Team work in partnership with business units to support the achievement of the University's strategic, operational, teaching, and research objectives. Procurement Services provides commercial insight, promotes value for money, and ensures procurement activities are conducted in a manner that is ethical, transparent, and aligned with the University's governance and compliance requirements.

(6) The Procurement Services Team are responsible for:

  1. Working collaboratively with staff to ensure procurement activities support business outcomes, and comply with this policy as well as broader legislative, commercial, and ethical obligations.
  2. The direct management of all supplier engagements with a total contract value of $150,000 Ex GST or greater. Where engagements fall below this threshold, the Procurement Services Team may assume responsibility where it deems the activity to be high-risk, sensitive, complex, or otherwise requiring central oversight to support appropriate outcomes.
  3. Maintaining guidance on quotation processes and procurement pathways.
  4. Supporting staff in embedding sustainable procurement practices, including social and environmental considerations, consistent with the University's commitments.
  5. Advising on probity requirements and, where appropriate, requiring the involvement of Independent Probity Advisor or Auditor for high-value, high-risk, or complex procurement activities, as outlined in section 35.
  6. Supporting effective contract management across the University by providing oversight and guidance to ensure contracts are executed in accordance with the University's Delegations of Authority, securely stored, and monitored for compliance. This includes providing heightened oversight and support for engagements with Tier One suppliers, while maintaining shared accountability with stakeholders to ensure that contractual arrangements meet the University's governance and legislative obligations.

Utilisation of Internal Expertise and/or Existing Arrangements

(7) Before engaging a new external supplier, staff must first consider whether the required expertise or service is already available:

  1. Within the University (internal skills, capability or resources), or
  2. Through an existing supplier engagement, contract or approved Supplier Panel. Procurement Services can assist in identifying existing arrangements.

Purchase Orders

(8) All purchases must be initiated through an approved Purchase Order (PO) issued via the University's procurement system, except where noted in the Procurement Exemption List or where a corporate credit card is used for purchases up to $10K Inc GST, provided that invoices or transactions are not split to avoid thresholds or procurement requirements.

(9) Purchase Orders represent the formal commitment of University funds and are required for all procurement activities to ensure financial control, compliance, and transparency.

Approvals

(10) All procurement activities require approval from the relevant financial delegate in accordance with the University's Delegations of Authority. High value procurement activities, as well as substantial contract variations, may also require approval from the Chief Financial Officer and/or the Procurement Committee.

Procurement Thresholds

(11) Procurement activities <$150,000 Ex GST are permitted through self-service, provided staff adhere to this policy and the associated Procurement Procedure, and seek advice from Procurement Services where required.

(12) A risk assessment should be performed for all procurement activities utilising the procurement risk matrix tool. An activity deemed high risk should be referred to the Procurement Services Team.

(13) Procurement Services must be directly engaged for:

  1. All activities ≥$150,000 Ex GST, including cumulative, multi-year, or staged procurements.
  2. Procurement activities that are high risk, complex, sensitive, or require specialist input (e.g. pilots, proofs of concept).
  3. Changes to existing procurement activities, including scope amendments, contract extensions, and purchase order uplifts.
  4. Sole Supplier Engagements ≥150,000 Ex GST.
  5. Contingent Labour (Temporary Contractors), any value.

Exemption List and Regulated Categories

(14) Some goods/services and works are exempt from requiring a competitive procurement process. Any procurement activity on the Exemption List remains subject to GIPA requirements where applicable.

(15) Certain categories of goods/services and works, as outlined in the Procurement Regulated Categories, are regulated and require review/endorsement from the specific Subject Matter Experts/s prior to commencing the procurement activity, regardless of value, due to elevated operational, legal, safety, security, financial, or compliance risks.

(16) Stakeholders must ensure they are aware of these requirements and, in conjunction with Procurement Services, seek advice and oversight from the relevant Subject Matter Expert/s to confirm compliance, manage risk, and maintain quality standards.

International Procurement

(17) Where the University has established a specific international procurement policy and/or procedure for an overseas entity or operation, that policy and/or procedure must be followed. In the absence of a dedicated international procurement policy and/or procedure , this Policy applies.

(18) Where the procurement value exceeds the threshold set in the relevant international procurement policy and/or procedure, the activity is to defer to the University's central Procurement Services Team to lead the procurement activity in collaboration with relevant international stakeholders.

Sanctions

(19) Some countries are subject to Government sanctions. Stakeholders should not procure goods or services from suppliers that may be linked to these countries. If you are unsure about a supplier’s location or ownership, please contact Procurement Services for guidance before proceeding.

Government Schemes

(20) NSW Government Procurement Schemes may be used where applicable. These contracts offer pre-approved suppliers with standard terms and negotiated pricing to reduce risk and improve value.

(21) Some Government schemes include regulated categories. In these cases, the relevant regulated category process must be followed. For Stakeholder-led procurement activities (<$150,000), the stakeholder must ensure that the appropriate process/Subject Matter Expert/s are engaged for review and/or endorsement prior to commencing the procurement activity.

Procurement Led Supplier Engagements

(22) Enterprise Suppliers

  1. Enterprise suppliers are centrally managed, strategically selected suppliers that provide goods or services used across multiple areas of the University.
  2. They are established by Procurement Services, in collaboration with relevant operational areas, through a strategic sourcing process and formalised under negotiated contracts with pre-approved terms.
  3. These arrangements deliver efficiency, cost savings, and consistency across the University by consolidating purchasing activity and leveraging collective value.
  4. Where an enterprise supplier exists for a category, it must be used in preference to sourcing a new supplier.
  5. Enterprise suppliers are monitored under the Supplier Relationship Management Framework to ensure performance, compliance, and alignment with University objectives.

(23) Panel Suppliers

  1. A panel supplier arrangement is established by Procurement Services following a formal procurement process.
  2. Panels consist of pre-qualified suppliers who have met defined criteria and are approved to provide these specified goods or services for a set period under agreed terms and conditions.
  3. Panel arrangements streamline procurement processes and enable faster, more efficient access to goods and services.
  4. When establishing a panel, supplier diversity and sustainable procurement objectives must be considered to ensure broad and inclusive representation aligned with the University's values and commitments.

Sustainable Procurement

(24) In accordance with the Sustainable Procurement Framework, all procurement activities must incorporate environmental, social, and economic sustainability considerations.

(25) Indigenous Procurement:

  1. For procurements valued <$150,000 Ex GST, staff are encouraged to engage legitimate Indigenous businesses where practical. The University may directly engage a legitimate Indigenous business without a competitive process, in alignment with the Sustainable Procurement Framework and the University's commitment to supporting Indigenous participation.

Contract and Supplier Relationship Management

(26) The central Procurement Services Team manages Tier One supplier relationships and contracts through its Supplier Relationship Management (SRM) function.

(27) The SRM function provides governance and strategic oversight of high-value or high-risk suppliers to ensure performance, compliance, and value for money. Procurement Services works collaboratively with stakeholders to:

  1. Monitor supplier performance and contractual compliance
  2. Facilitate issue resolution and contract reviews
  3. Identify opportunities for value creation, sustainability, and continuous improvement
  4. Ensure alignment with the University's strategic, social, and risk management objectives

(28) Procurement Services also works collaboratively with suppliers to drive sustainable procurement outcomes, social value, and innovation that support the University's long-term objectives and commitments.

(29) Contract owners are responsible for day-to-day contract management, including monitoring deliverables, maintaining contract records, and seeking approval for any variations or extensions in accordance with the Delegations of Authority Policy.

(30) The Procurement Services Team maintains the University's Contract Register in accordance with the Government Information (Public Access) Act 2009 (NSW) ensuring key contract details are published to meet transparency and accountability requirements. All contracts managed by Procurement Services are saved in TRIM in accordance with the University's Records and Archives Management Policy.

Contract Templates

(31) Where a contract is required to be established, standard contract templates approved by OGC or those provided under authorised government schemes must be used. These templates ensure that contracts are consistent, legally sound, and aligned with applicable procurement standards.

(32) Any variation to the standard template Terms and Conditions must be reviewed and approved by OGC. Additionally, contract templates provided under government schemes are fixed and cannot be amended.

(33) All contracts must be executed by an appropriate authorised delegate in line with the University's Delegations of Authority Policy.

Probity and Conflict of Interest

(34) Procurement decisions must uphold probity principles: fairness, transparency, accountability, and management of conflicts of interest.

(35) Independent probity oversight must be engaged for procurement activities that meet one or more of the mandatory thresholds set out in the table below. These requirements apply to all procurement activities, including those exempt from the Procurement Process (refer Exemption List).

Procurement Characteristics Independent Probity Adviser Independent Probity Auditor
Procurement below $1 million Not required Not required
Procurement $1 million to <$5 million Recommended Not required
Procurement $5 million to <$20 million Mandatory By exception
Procurement $20 million to <$50 million Mandatory Recommended
Procurement $50 million and above Mandatory Mandatory
High Risk procurement (regardless of value), as determined using the Procurement Risk Matrix Mandatory Recommended

(36) Any perceived, potential, or actual conflict of interest in the procurement of goods or services must be disclosed and managed in accordance with the Integrity Compliance and Reporting Policy (Conflicts of Interest, Gifts, Benefits).

(37) Staff must not solicit or accept gifts, hospitality, or benefits from suppliers during procurement processes. Soliciting or accepting such items during a procurement process may compromise, or be perceived to compromise, the impartiality and integrity of the process.

(38) Concerns about unethical or non-compliant procurement must be reported to your line manager and escalated to the Director of Procurement.

Non-Compliant Procurement

(39) All supplier engagements, including contracts, work orders, and variations, must be undertaken in line with the Procurement Policy, associated procedures, and the University's Delegations of Authority Policy.

(40) Non-compliant procurement practices can pose risks to the University's fairness, transparency, and accountability obligations. Procurement activities should reflect the ethical and probity standards expected under the Independent Commission Against Corruption Act 1988 No 35 and broader public sector integrity principles. Where potential integrity concerns arise, these may be referred to the University's Office of Audit and Risk Assessment for review, consistent with internal procedures and established governance frameworks.

Compliance Framework

(41) This Policy is guided by the principles of the Independent Commission Against Corruption Act 1988 No 35, NSW Government Probity and Fairness Framework and the NSW Public Sector Code of Ethics and Conduct, which promote fairness, transparency, and accountability in public sector procurement. It is also informed by the NSW Government Guidelines on Procurement, which outline best-practice processes and governance expectations for managing procurement activities. It should be read in conjunction with the accompanying Procurement Procedure and the following University policies and procedures:

  1. Corporate Credit Card Policy
  2. Delegations of Authority Policy
  3. Integrity Compliance and Reporting Policy (Conflicts of Interest, Gifts, Benefits)
  4. Modern Slavery Prevention Policy
Top of Page

Section 4 - Procedures

(42) Refer to the Procurement Procedures.

Top of Page

Section 5 - Guidelines

(43) Refer to the Procurement Process Flow.