Presentation of the “SIGMA workshop on tendering of PPP projects and contract signature”, held in Ankara on 11-12 April 2018. Presentation made by Mr. Mario Turkovic, SIGMA.
Guidebook Government Procurement Guide For SMEsMaverick Tan
A book for Government Procurement Guide for SMEs to help you better understand the rules so that you can take part and bid for business opportunities and projects required by Government departments.
This three (3) day training course is structured primarily for the oil and gas industry, offshore marine, civil and heavy engineering and water and energy utilities. It is applicable to those persons who manage or lead the procurement processes & manage tender stakeholder committees associated with preparing and issuing requests for quotes, tenders or proposals and who evaluate and assess bid documentation, and negotiate with contractors.
How to Improve your Chances for Success with Government TendersCelia Jordaan
The Department of Finance regularly holds information workshops on how to tender for government procurement. I recently attended a workshop in Perth WA on Western Australia Government tenders for goods and services procurement.
The presentation captures the notes and tips from the session on how to improve the quality of tenders and to have better opportunities for success in tendering.
It is certainly worthwhile attending one of these sessions. As an added bonus, the presenters also shared some handy tips as part of the process.
It certainly is worthwhile attending one of these sessions if you are tendering on providing Western Australian government goods and services or if you do not have success in your tenders or have not done one of the information sessions already.
The idea is certainly not to replace the session or to represent the WA Government or Dept of Finance but to note some of the pointers, tips and advice I took from the session.
Lotus Procure is a system that can automate all the tendering activities. One can refer to the system as an e-Tendering System, e-bidding system, e-procurement system or Electronic Tendering System. Automating the entire tendering process that involves procuring services and goods refer to activities starting from purchasing the requisition to when the contract is awarded. The tendering process involves authenticating important information before it is accessed and transferred from one user to another. Users of the system are the buyers and suppliers. Since the system ensures the necessary security measures are in place, the procurement process becomes transparent. Other advantages that such a system presents include ease in forecasting the demand and reducing the risks associated with security of supply and price fluctuations
Guidebook Government Procurement Guide For SMEsMaverick Tan
A book for Government Procurement Guide for SMEs to help you better understand the rules so that you can take part and bid for business opportunities and projects required by Government departments.
This three (3) day training course is structured primarily for the oil and gas industry, offshore marine, civil and heavy engineering and water and energy utilities. It is applicable to those persons who manage or lead the procurement processes & manage tender stakeholder committees associated with preparing and issuing requests for quotes, tenders or proposals and who evaluate and assess bid documentation, and negotiate with contractors.
How to Improve your Chances for Success with Government TendersCelia Jordaan
The Department of Finance regularly holds information workshops on how to tender for government procurement. I recently attended a workshop in Perth WA on Western Australia Government tenders for goods and services procurement.
The presentation captures the notes and tips from the session on how to improve the quality of tenders and to have better opportunities for success in tendering.
It is certainly worthwhile attending one of these sessions. As an added bonus, the presenters also shared some handy tips as part of the process.
It certainly is worthwhile attending one of these sessions if you are tendering on providing Western Australian government goods and services or if you do not have success in your tenders or have not done one of the information sessions already.
The idea is certainly not to replace the session or to represent the WA Government or Dept of Finance but to note some of the pointers, tips and advice I took from the session.
Lotus Procure is a system that can automate all the tendering activities. One can refer to the system as an e-Tendering System, e-bidding system, e-procurement system or Electronic Tendering System. Automating the entire tendering process that involves procuring services and goods refer to activities starting from purchasing the requisition to when the contract is awarded. The tendering process involves authenticating important information before it is accessed and transferred from one user to another. Users of the system are the buyers and suppliers. Since the system ensures the necessary security measures are in place, the procurement process becomes transparent. Other advantages that such a system presents include ease in forecasting the demand and reducing the risks associated with security of supply and price fluctuations
Workshop slides on winning tenders. How to find, analyse and perform bid/no bid on tenders.
How to find partners and tips and tricks on building tender libraries
Study of E-tendering and procurement management at Delhi tansco LtdAshwani Chaudhary
study of how e-tendering is done in government organisation. what all portals are available for procurement and whats the procedure of filing the e-tender
Tender Process | A Complete Procurement GuideTender Process
All about Tenders and its Process | Here you will get all the information regarding tenders (Procurement) like what is tender, what is its process, types of tender, how to search tenders, what to do and what not to do in tendering, how to search tenders and more.... you can check our website for more details which is : http://tenderprocess.weebly.com/
Tender Writing – Is Price the sole consideration in the Tender Writing processRed Tape Busters
At Red Tape Busters - We have Specialized Tender Writers assisting businesses and non-profit organizations in understanding the key concept involved in tender writing. We have experience in preparing WINNING tenders, assessing tender applications, selection process and awarding contracts to successful applicants.
How to prepare winning bids and tenders final version 01 november 2016Gbolagade Adebisi
SMEs requiring to grown their businesses rapidly must of necessity sell to governments and institutions. Bids and Tenders represent avenues to achieve this
An overview of the law of tendering and procurement and the preparation of tender documents (requests for tenders, bids, requests for proposals) along with a discussion about bid-shopping and bid-rigging.
Bid managers are the unsung heroes of the sales team and the organization. They are the one that drives the organization’s success by using their analytical skills to help the organization build its market place and move towards sustainable business development. As government sector projects lay the path for lucrative business opportunities and long-term growth it does come with a lot of hurdles and fierce competition. Here we have listed out few insights about e tendering business that can help you make the right bid.
As government bids follow a definite procurement process it is important for Bid Managers to meet all the deadlines and eligibility criteria of Government Procurement. Most government institutions have a Supplier Database and it is important to get yourself registered in the respective portals to secure a free and fair chance to bid.
For More information visit us at https://www.tendersinfo.com/
PPRA rules 2004, Rules relating to Procurement by procuring agencies i.e. Institutions coming under the Federal Government. Guidelines for procurement. Topic relating to commercial functions of Government's procurement agencies
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
Workshop slides on winning tenders. How to find, analyse and perform bid/no bid on tenders.
How to find partners and tips and tricks on building tender libraries
Study of E-tendering and procurement management at Delhi tansco LtdAshwani Chaudhary
study of how e-tendering is done in government organisation. what all portals are available for procurement and whats the procedure of filing the e-tender
Tender Process | A Complete Procurement GuideTender Process
All about Tenders and its Process | Here you will get all the information regarding tenders (Procurement) like what is tender, what is its process, types of tender, how to search tenders, what to do and what not to do in tendering, how to search tenders and more.... you can check our website for more details which is : http://tenderprocess.weebly.com/
Tender Writing – Is Price the sole consideration in the Tender Writing processRed Tape Busters
At Red Tape Busters - We have Specialized Tender Writers assisting businesses and non-profit organizations in understanding the key concept involved in tender writing. We have experience in preparing WINNING tenders, assessing tender applications, selection process and awarding contracts to successful applicants.
How to prepare winning bids and tenders final version 01 november 2016Gbolagade Adebisi
SMEs requiring to grown their businesses rapidly must of necessity sell to governments and institutions. Bids and Tenders represent avenues to achieve this
An overview of the law of tendering and procurement and the preparation of tender documents (requests for tenders, bids, requests for proposals) along with a discussion about bid-shopping and bid-rigging.
Bid managers are the unsung heroes of the sales team and the organization. They are the one that drives the organization’s success by using their analytical skills to help the organization build its market place and move towards sustainable business development. As government sector projects lay the path for lucrative business opportunities and long-term growth it does come with a lot of hurdles and fierce competition. Here we have listed out few insights about e tendering business that can help you make the right bid.
As government bids follow a definite procurement process it is important for Bid Managers to meet all the deadlines and eligibility criteria of Government Procurement. Most government institutions have a Supplier Database and it is important to get yourself registered in the respective portals to secure a free and fair chance to bid.
For More information visit us at https://www.tendersinfo.com/
PPRA rules 2004, Rules relating to Procurement by procuring agencies i.e. Institutions coming under the Federal Government. Guidelines for procurement. Topic relating to commercial functions of Government's procurement agencies
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
11. A concrete dam can be assumed to be trapezoidal in section having a top width of 2 m and bottom width of 10 m. Its height is 12 m and the upstream face has a batter of 1: 10. Give an analysis of the stability of the dam for the base section for overturning and sliding in the full reservoir condition assuming no free-board allowance but allowing for uplift pressures. Assume uplift intensity factor ast 100%. Also determine the compressive stresses at the toe and the heel, and major principal and shear stress developed at the toe. Assume weight of concrete to be 24 kN/m³, unit shear strength of concrete
to be 1400 KN/m³, and the coefficient of friction between concrete and foundation soil to be 0.7.
12. The following data refer to the non-overflow section of a gravity dam:
R.L. of top of the dam
315 m.
R.L. of bottom of the dam
260 m
Full reservoir level
= 312 m
Top width of the dam
= 12 m.
Unstream face is vertical. Downstream face is vertical upto R.L. 304 m; and thereafter, the
Presentation discussing the requirements of the EU rules on public sector procurement and other things to be considered when purchasing in the public sector.
SLIC Introduction to procurement event, NLS, Edinburgh 09/11/2009.
Understanding Pre Qualification QuestionnairesLloyd Sewell
Tendering for contracts training offers a comprehensive training programme provided by small enterprise support specialists and public sector support specialists for small firms who wish to develop new revenue streams by tendering for public sector contracts.
11. A concrete dam can be assumed to be trapezoidal in section having a top width of 2 m and bottom width of 10 m. Its height is 12 m and the upstream face has a batter of 1: 10. Give an analysis of the stability of the dam for the base section for overturning and sliding in the full reservoir condition assuming no free-board allowance but allowing for uplift pressures. Assume uplift intensity factor ast 100%. Also determine the compressive stresses at the toe and the heel, and major principal and shear stress developed at the toe. Assume weight of concrete to be 24 kN/m³, unit shear strength of concrete
to be 1400 KN/m³, and the coefficient of friction between concrete and foundation soil to be 0.7.
12. The following data refer to the non-overflow section of a gravity dam:
R.L. of top of the dam
315 m.
R.L. of bottom of the dam
260 m
Full reservoir level
= 312 m
Top width of the dam
= 12 m.
Unstream face is vertical. Downstream face is vertical upto R.L. 304 m; and thereafter, the
On the 14th March 2014 the House of Commons committee on public accounts report "Contracting out public services to the private sector" was published, and makes uncomfortable reading for those involved as suppliers or procurers. It might be tempting to say this is the reality of the difficulties of delivering public services, and it might instead be the case that procuring services through contracts performs with great variability across all sectors commercial and public.
A conference was hosted by the APM Value Management SIG that looked at those issues in the face, entertained the notion that the solution is in the hands of project teams, from either side, client or supplier/contractor, and sought to prove that case, with both theory and evidence!
The event included the following speakers:
John Heathcote, APM Value Management SIG Chair
Alan Munro (keynote speaker)
Paul Riley, Head of Capital Projects, Leeds Metropolitan University Estates & Contractor partners BAM
John Phillips, BAM Director
Professor Farzad Khosrowshahi, Head of the School of the Built Environment & Engineering
Making sense of the new procurement rules - Reading - 18 03 2015 - Afternoon ...Blake Morgan LLP
These new Regulations mark a complete overhaul of every aspect of procurement law and practice, from major strategic changes (new procurement methods, public to public collaboration, replacement of “Part B” with the light touch regime, social and community benefits, etc) to changes to everyday practice (shorter time limits, e-procurement and more flexible procedures).
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Moldova at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Armenia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Photo gallery from Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Georgia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of Slovenia Ministry of Higher Education at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by ReSPA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Bosnia and Herzegovina at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of North Macedonia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Serbia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Omnichannel management, presentation given by Willem Pieterson. SIGMA Webinar series on service design and delivery in the Western Balkan region in 2023. Topic 3: Omni and Multi-channel service design and delivery.
Electronic services in the healtg system of Montenegro, presentation given by Vladimir Raickovic. SIGMA Webinar series on service design and delivery in the Western Balkan region in 2023. Topic 3: Omni and Multi-channel service design and delivery.
More from Support for Improvement in Governance and Management SIGMA (20)
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
Highlights
Permanent Residents decrease along with percentage of TR2PR decline to 52 percent of all Permanent Residents.
March asylum claim data not issued as of May 27 (unusually late). Irregular arrivals remain very small.
Study permit applications experiencing sharp decrease as a result of announced caps over 50 percent compared to February.
Citizenship numbers remain stable.
Slide 3 has the overall numbers and change.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Up the Ratios Bylaws - a Comprehensive Process of Our Organizationuptheratios
Up the Ratios is a non-profit organization dedicated to bridging the gap in STEM education for underprivileged students by providing free, high-quality learning opportunities in robotics and other STEM fields. Our mission is to empower the next generation of innovators, thinkers, and problem-solvers by offering a range of educational programs that foster curiosity, creativity, and critical thinking.
At Up the Ratios, we believe that every student, regardless of their socio-economic background, should have access to the tools and knowledge needed to succeed in today's technology-driven world. To achieve this, we host a variety of free classes, workshops, summer camps, and live lectures tailored to students from underserved communities. Our programs are designed to be engaging and hands-on, allowing students to explore the exciting world of robotics and STEM through practical, real-world applications.
Our free classes cover fundamental concepts in robotics, coding, and engineering, providing students with a strong foundation in these critical areas. Through our interactive workshops, students can dive deeper into specific topics, working on projects that challenge them to apply what they've learned and think creatively. Our summer camps offer an immersive experience where students can collaborate on larger projects, develop their teamwork skills, and gain confidence in their abilities.
In addition to our local programs, Up the Ratios is committed to making a global impact. We take donations of new and gently used robotics parts, which we then distribute to students and educational institutions in other countries. These donations help ensure that young learners worldwide have the resources they need to explore and excel in STEM fields. By supporting education in this way, we aim to nurture a global community of future leaders and innovators.
Our live lectures feature guest speakers from various STEM disciplines, including engineers, scientists, and industry professionals who share their knowledge and experiences with our students. These lectures provide valuable insights into potential career paths and inspire students to pursue their passions in STEM.
Up the Ratios relies on the generosity of donors and volunteers to continue our work. Contributions of time, expertise, and financial support are crucial to sustaining our programs and expanding our reach. Whether you're an individual passionate about education, a professional in the STEM field, or a company looking to give back to the community, there are many ways to get involved and make a difference.
We are proud of the positive impact we've had on the lives of countless students, many of whom have gone on to pursue higher education and careers in STEM. By providing these young minds with the tools and opportunities they need to succeed, we are not only changing their futures but also contributing to the advancement of technology and innovation on a broader scale.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2. Before launching the tender
• Are the requirements and scope of the PPP project clear
and fixed?
• Have all material environmental and planning approvals
been identified and obtained?
• Are there any unresolved issues regarding site and land
acquisition?
• Does the Authority have the powers to award the PPP
contract and enter into a long-term contractual
arrangement?
• Has the value for money assessment of the proposed
PPP investment been updated?
• Is the scope of the PPP project affordable from the point
of view of the Authority’s periodic payments required
(availability-based PPPs) or are tariff levels realistic and
affordable for the users (revenue-based PPPs)?
3. Before launching the tender
• With availability-based PPPs, have budgets and
government or parliamentary approvals been obtained
for all the Authority’s payment obligations?
• Is there enough evidence of sufficient commercial
interest from contractors, operators, lenders and
investors to justify launching the tender?
• Have project risks been identified and has a potential
risk allocation been assessed?
• Have plans to publicise the launch of the PPP project
been agreed and finalised?
• Has a project information memorandum been prepared?
• Have the bidder qualification and bid evaluation criteria
been developed?
• Has the draft PPP contract been prepared, including the
project specifications, service standards, payment
mechanism and proposed risk allocation?
4. Awarding procedures in terms of
EU Directives
Directive 23/2014/EU on the award of
concession contracts
Directive 24/2014/EU on public procurement
Directive 25/2014/EU on procurement by
entities operating in the water, energy,
transport and postal services sectors
5. Awarding procedure
Concession Directive
Procedural guarantees - the contracting
authority or contracting entity shall have the
freedom to organize the procedure leading to
the choice of concessionaire subject to
compliance with different rules:
… application of principles, publication of notices,
time limits, organization of procedure, selection and
qualitative assessments of candidates, award
criteria…..
6. Awarding procedures
Public Procurement Directives
Selection procedures – public procurement
procedures as defined by Directive 2014/24
and 25/EU:
Open
Restricted
Competitive procedure with negotiations
(negotiated procedure with prior call for
competition)
Competitive dialogue
Innovation Partnership
Negotiated procedure without prior call for
competition
7. Directive 24/2014/EU
Open and restricted procedures: always
available, no justification for choice
Competitive procedure with negotiation &
competitive dialogue (justification):
• Need for adaption of readily solutions
• Include design or innovative solutions
• Need for negotiations because of specific
circumstances (nature, complexity,
legal/financial set-up; risks)
• Technical specifications cannot be set with
sufficient precision by reference to standards
etc. 6
Public Procurement procedures
8. Open Procedure
• No prequalification or pre-selection is
permitted. Any interested company
may submit a bid.
• The specifications may not be
changed during the bidding process
and no negotiations or dialogue may
take place with bidders. Clarification is
permitted.
• No scope for negotiations with a
bidder after bids are submitted.
9. Restricted Procedure
• The number of bidders may be limited
to no less than five in accordance with
criteria specified in contract notice
(prequalification and short listing
permitted).
• The specifications may not be changed
during the bidding process and no
negotiations or dialogue may take place
with bidders. Clarification is permitted.
• No scope for negotiations with a bidder
after bids are submitted.
10. Competitive procedure
with negotiations
• Competitive procedure with negotiations
replaces the negotiated procedure with
prior publication
• The number of bidders may be limited to no
less than three in accordance with criteria
specified in contract notice (prequalification and
short listing permitted).
• Negotiations are permitted throughout the
process. Successive stages can be used to
reduce the number of bidders (further short
listing).
• Negotiations can continue until the contract is
agreed.
11. • identification of “core” (minimum) non-
negotiable requirements; award criteria
also non-negotiable
• all other aspects may be negotiated (e. g.
quality, quantities, commercial clauses;
social, environmental, innovative aspects)
• if technical specifications change,
information & sufficient time to all non-
eliminated
• no transmission confidential information
unless specific consent
10
Competitive procedure
with negotiations
12. Competitive Dialogue
• The same reasons for competitive procedure
with negotiations (in practice for extra
complex projects)
• The number of bidders may be limited to no
less than three in accordance with criteria
specified in contract notice (prequalification
and short listing permitted).
• A dialogue with the participants on finding the
best solution satisfying CA’s needs (they can
discuss all aspects of the procurement).
13. • When the dialogue is concluded, final
tenders must be requested based on the
solution(s) presented during the dialogue
phase
• more flexibility for final tenders (clarified,
specified and optimized)
• more flexibility with winning tender
(negotiations on financial commitments and
other terms but not modifying essential
aspects of the tender)
• only the best price-quality ratio as award
criteria
12
Competitive Dialogue
14. New procedure
Need for innovative product, service or
works
cannot be satisfied by solutions available on
the market
nature and scope of required solution
Key decision: one or more development
partners
Basic procedural rules follow largely
competitive procedure with negotiation
Main selection criterion: capacity in R&D
and implementing innovative solutions 13
Innovation Partnership
15. • Depends of the project (previous experience,
technical complexity, type of sector).
• More flexible procedures (competitive
procedure with negotiations and Competitive
Dialogue) in principle more appropriate for
PPP schemes.
• Competitive Dialogue was introduced as a
“PPP procurement type of procedure”.
• Different national approaches (CD in UK,
France; Netherlands, negotiate in Germany,
open in Spain, restricted in Greece)
14
What selection procedure to use?
16. The keys to a successful
PPP procurement procedure
• Maturity of the project (land issues, specifications)
• Establishment of a competent procurement team
and feedback from the market
• A complete series of tender documents that provide
an adequate degree of information about the project
and the procedure
• A balanced & thoroughly drafted PPP contract
• Transparency and openness of the procedure
• Clear, precise and proportional selection / pre-
qualification criteria & short listing methodology
• Objective and quantifiable bid evaluation and
award criteria
17. Content of the PPP Contract
- main elements -
1. Conditions precedents
2. Payment Mechanism
3. Change in Law
4. Supervening Events
5. Early Termination
6. Dispute Resolution
7. Direct Agreement
18. Conditions precedents
After the signature of the contract
(commercial clause), usually there are
different activities to be conducted as for
PPP contract to enter into a force:
establishment of the SPV,
resolving of all land issues,
environmental studies,
access roads and similar obligations of
public partner
equity payment,
financial agreement(s) concluded, ect.
19. Payment mechanism
User charges
Concession model (service based)
Payments received by the Contractor directly
from End Users of the infrastructure or service
Private partner takes the construction, demand
risk and availability risk!
Private sector investors are willing to take the
demand risk:
• when the object can be used on the open
market or
• in cases of consistent demand for services
18
20. Payment Mechanism
Availability based payments
Availability based model (PFI)
Payments from the Public Authority to the Contractor
for making infrastructure or services available for
use at an acceptable standard
Private partner takes construction and availability
risk, demand risk is taken by the Public Authority!
Payment mechanism has two main characteristics:
1. Deductions for Service Performance Failure
(Performance based payments)
2. Deductions for Unavailability
21. Change in Law
Two types of Changes:
1. “Discriminatory” / Specific Changes
Changes in law which are related to:
the Project
the Contractor or
the type of Service provided
Costs (e.g. operating costs, lost revenue) arising from
specific/ discriminatory changes are paid for by
Authority.
2. “Non-discriminatory” /General Change
any change in law which is not Discriminatory or
Specific
basic principle is: costs generally paid for by
Contractor.
22. Supervening Events
• There are circumstances where the contractor should be
relieved from liability failure to commence or provide the
service
• Balance should be maintained between a) encouraging
the contractor to manage the risk and b) protecting the
Authority from non-performance
Compensation
Events
Relief
Events
Force Majeure
Events
Risk Managed
by
Authority Contractor -
Action
“time and
money” to the
Contractor
“only time” to the
Contractor
Relief from
liability
Triggers rights
of termination
No No Yes
23. Compensation Events
Compensation events are at the Authority’s risk and
result in a delay to Service Commencement and/or
increased costs to the Contractor
Authority changes in service (PPP Contract)
cases that are not caused by actions of Public
Authorities, but Authority takes responsibility for
them
“discriminatory” or specific changes in law
Consequences
The Planned Service Commencement Date may
have to be postponed, usually by the length of any
delay caused
The Contractor should be compensated for any
delay to Service Commencement or increased costs
resulting directly from a Compensation Event
24. Relief Events
Relief Events („temporary force majeure”) are events
which prevent performance by the Contractor of its
obligations, in respect of which the Contractor bears
the financial risk in terms of increased costs and
reduced revenue but for which it is given relief from
penalties for failure to provide the full and timely
Service (it is given extra time).
Contract termination should not follow a Relief
Event
Consequences are not expected to be severe
and will usually last for a finite period
Relief Events normally do not allow an extension of
time to which the PPP contract was awarded!
Financial effects are borne by the Contractor.
25. Force Majeure
“unforeseen events that are beyond the
control of the contracting parties which occur
and materially affect performance under the
contract”.
Circumstances usually explicitly specified in
the contract such as war, nuclear danger.
Usually, there should be extended effect of a
Force Majeure event (min 6 months).
27. Compensations in Early
Termination Cases
The same level of Compensation on termination for
Authority Default and on a Voluntary Termination
(both the lenders and the equity investors should be
fully compensated)
• In the event of Contractor default, the lenders
should be allowed to Step-in to rescue the PPP project
and protect their loan. In these cases the Investors
equity will be lost and no compensation will therefore
be payable
Compensation would, however, normally be owed to
the Project Company’s (SPV) lenders.
• In case of Force Majeure termination compensation
is based on principle that neither party is at fault and
financial consequences should be shared.
28. Dispute Resolution
Authority and Contractor consult with each other for a fixed time period
Parties come to agreement
Parties follow
the Experts
decision
Expert Consultation
Either party finds the Experts
decision unsatisfactory
Arbitration
Parties
cannot agree
Courts
OR
29. Direct Agreement
An agreement between the Public Authority and Senior
Lenders which defines the relationship between these
parties if there are some difficulties in project
implementation (threatened termination for Contractor
default).
Advantageous to the public sector, in that they give
senior lenders an opportunity to “revive” the Project and,
therefore, to avoid the disruption that follows termination.
In Direct Agreement can be set different possibilities of
Lenders actions:
1. Notification of Lenders
2. Rectification Period
3. Lenders Step-in
4. Replacement of Project Company (SPV)