Een terugtredende overheid, meer aan de markt laten. Een actuele trend. Is de markt daar klaar voor en wat is er nodig dit goed te organiseren met elkaar. Dat was onderwerp van de conferentie "Meer met Markt", georganiseerd door mij voor Amsterdam.
This document outlines information regarding a course on tender evaluation processes. It discusses the course objectives, which are to understand the tender evaluation process and criteria. It describes the typical evaluation process, which involves 6 stages from issuing the tender to acceptance of bids. It also outlines the criteria used, which differ based on project size. The document provides details on the typical information and documents required for bid submissions and evaluates the bidder. It describes the multi-stage evaluation process used to assess bids for compliance, completeness, financial capacity, and experience.
The document discusses various aspects of contract and tender management including:
1) Different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and incentive contracts that allocate risk differently between contractors and customers.
2) Key elements of the contract administration cycle including change management, quality control, and dispute resolution.
3) Reasons for contract termination like technological changes or contractor default.
4) Best practices for negotiations including defining objectives, evaluating opponents, and establishing strategies.
5) Components of a tender dossier such as technical specifications, eligibility criteria, and evaluation methods.
Estimating and Tendering methods for Construction WorkDaniel Ross
The document discusses different project procurement methods:
1. The traditional method involves the client hiring separate consultants like designers, quantity surveyors, and structural engineers to design the project before appointing a contractor.
2. Design-build arrangements allow the contractor to take responsibility for both design and construction. This provides single-point responsibility and prices that better reflect final costs.
3. Management contracting appoints a contractor to contribute construction expertise during design and later manage subcontractors on site to finish on time and budget. This allows construction to start before full design and improves coordination.
The document discusses the tender process for construction projects. It involves project definition, selecting tenderers, issuing tender documentation, criteria for selection, calling for tenders, tender meetings, amendments, submission and closing, tender analysis of work experience, price, company finances and personnel, ongoing projects, and conformity to conditions. Selection criteria include conformity, capability, innovation, price and construction period. Tenders can be rejected for noncompliance, incomplete details, too high or low prices, too much work in progress, insufficient finances, or unsatisfactory records.
Een terugtredende overheid, meer aan de markt laten. Een actuele trend. Is de markt daar klaar voor en wat is er nodig dit goed te organiseren met elkaar. Dat was onderwerp van de conferentie "Meer met Markt", georganiseerd door mij voor Amsterdam.
This document outlines information regarding a course on tender evaluation processes. It discusses the course objectives, which are to understand the tender evaluation process and criteria. It describes the typical evaluation process, which involves 6 stages from issuing the tender to acceptance of bids. It also outlines the criteria used, which differ based on project size. The document provides details on the typical information and documents required for bid submissions and evaluates the bidder. It describes the multi-stage evaluation process used to assess bids for compliance, completeness, financial capacity, and experience.
The document discusses various aspects of contract and tender management including:
1) Different types of contracts like firm-fixed-price, cost-plus-fixed-fee, and incentive contracts that allocate risk differently between contractors and customers.
2) Key elements of the contract administration cycle including change management, quality control, and dispute resolution.
3) Reasons for contract termination like technological changes or contractor default.
4) Best practices for negotiations including defining objectives, evaluating opponents, and establishing strategies.
5) Components of a tender dossier such as technical specifications, eligibility criteria, and evaluation methods.
Estimating and Tendering methods for Construction WorkDaniel Ross
The document discusses different project procurement methods:
1. The traditional method involves the client hiring separate consultants like designers, quantity surveyors, and structural engineers to design the project before appointing a contractor.
2. Design-build arrangements allow the contractor to take responsibility for both design and construction. This provides single-point responsibility and prices that better reflect final costs.
3. Management contracting appoints a contractor to contribute construction expertise during design and later manage subcontractors on site to finish on time and budget. This allows construction to start before full design and improves coordination.
The document discusses the tender process for construction projects. It involves project definition, selecting tenderers, issuing tender documentation, criteria for selection, calling for tenders, tender meetings, amendments, submission and closing, tender analysis of work experience, price, company finances and personnel, ongoing projects, and conformity to conditions. Selection criteria include conformity, capability, innovation, price and construction period. Tenders can be rejected for noncompliance, incomplete details, too high or low prices, too much work in progress, insufficient finances, or unsatisfactory records.
Subsidie voor eco-innovatie projecten, ter overbrugging van de innovatiekloof. PNO heeft een succesprecentage dat 25% hoger is dan het Europees gemiddelde!
Kick Off Fl E Invoicing 7 Okt 2008 V4 Deel2Friso de Jong
Aanpak open e-invoicing.
Naar een open netwerk voor e-invoicing - Speerpunt Financial Logistics HFC. Kick-off meeting
Met het afsprakenstelsel creëren de dienstverleners samen een e-invoicing netwerk waarmee ze hun klanten onbeperkt bereik kunnen bieden: de mogelijkheid om elektronische facturen te verzenden naar en ontvangen van elke partij waarmee zij dat willen, ongeacht met welke dienstverlener deze partij zaken zou doen.
Praktische inkijk hoe je je HR-, innovatie- en/of transformatieplannen een boost kan geven:
Hoe begin je eraan? Hoe een haalbaar voorstel formuleren? Hoe rapporteren?
Presentatie op 12/04/2018 gegeven bij IC Grote Beer (Beernem) met Together en VLAIO.
Je bent een innovatieve onderneming. Of je wilt inzetten op een eerste innovatieproject? De overheid subsidieert innovatieve projecten. Komt jouw project voor dergelijke subsidies in aanmerken? En zo ja, wat houden deze subsidies in?
Volgende topics worden behandeld:
- KMO portefeuille
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Op 2 november 2016 vond in Dutch Game Garden Utrecht de door CLICKNL|Games en DGA georganiseerde financieringsvoorlichting plaats. Bekijk hier de opties die besproken zijn.
Het werkplan voor het Innovatieprogramma “Diensteninnovatie in de Creatieve en Financiële sector”.
IIP Create, het Holland Financial Center en Novay zijn de initiatiefnemers. Het programma heeft een looptijd van 2,5 jaar en bij goed presteren nogmaals 2,5 jaar. Omvang eerste fase € 12,5 M en in fase 2 nogmaals dit bedrag. Zodra de minister haar akkoord geeft zal een tender worden geopend waarop consortia zich kunnen inschrijven. Deze procedure zal in Q1 2010 plaatsvinden.
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Op 2 november 2016 vond in Dutch Game Garden Utrecht de door CLICKNL|Games en DGA georganiseerde financieringsvoorlichting plaats. Bekijk hier de opties die besproken zijn.
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3. CONTENT
14:00 Opening
– Maya van der Steenhoven
14:15 EU subsidies: Kaders, doelstellingen, kansen en consortiumvorming
– Joost Holleman HUDSON FINANCIAL INCENTIVES
15:30 Praktijkcasus ELENA subsidie Stadsverwarmingsbedrijf Purmerend
– Marie se Tetteroo-Mathijsen
15:30 – 15:45 PAUZE
15.45 Parallelsessies ronde 1
– PDA, EFRO, EIB & HORIZON
– FINANCIERINGEN
16.15 Parallelsessies ronde 2 (2 sessies)
17:00 AFSLUITING
17.00 Borrel
4. Onderwerpen van vanmiddag
3
WAT KUNNEN
FINANCIELE
INSTRUMENTEN
BETEKENEN
VOOR DE
REALISATIE VAN
WARME
PROJECTEN IN
NEDERLAND
BINNEN WELKE
EUROPESE
STRUCTUUR
VALLEN DEZE
FINANCIELE
INSTRUMENTEN
HOE WERKEN
DEZE FINANCIELE
INSTRUMENTEN?
HOW TO MAKE A
WINNING BID?
16. TOPICS
ENERGY Efficiency
– EE CALLS
Competitive Low-Carbon energy
– LCE CALLS
Smart Cities
– SCC Calls
ACTIONS
– B CALLS
SCOPE / content
Technology development
Pilot / Demonstration
Financing solutions (PDA)
HORIZON 2020 call update
15
17. EE 13: Technology for district heating & Cooling
EE 14: Removing market barriers to uptake efficient heating & Cooling solutions
EE 18: New technologies for utilization of heat recovery
EE 21: Development and market roll-out of innovative energy services and financial
schemes for sutainable energy
LCE 2: Developing the next generation technologies of renewable electricity and
heating/cooling
LCE 3: Demonstration of renewable electricity and heating/cooling technologies
LCE 4: Market uptake of emerging renewable heating & Cooling technologies
SCC: Smart cities
B.1.2: Heating & Cooling
District Heating & cooling selection
16
19. MLEI PDA
– 1 A 2 AANVRAGEN NEDERLAND naar Nederland in eerste ronde
– DEADLINE 5 JUNI
– DEADLINE 2015
ELENA
– Meerdere projecten per land
– GEEN DEADLINE
HORIZON
– INNOVATIE (MEERDERE DEADLINES)
– PILOT & DEMONSTRATIE
– R&D / Industriële research, samenwerking over de grenzen
– Mathematische kans 1:10, 25% - > 75%
KANSEN VOOR WEST
– INNOVATIE
– PILOT & DEMONSTRATIE
– ENERGIE PROJECTEN
– Mathematische kans 1:8
Chance of succes?
Onderlinge concurrentie! Samenwerken?
18
21. How to make a winning bid!
Subsidie
selectie
Context &
feasability
Building
the
project
Writing the
proposal
Final
version
Evaluatie
• Elke subsidie
aanvraag is een
competitie
– Sales pitch
– Toon alles aan met
bewijs
– Robuuste organisatie
• Ver vooruit plannen
22. Subsidie selectie
Welke subsidies zijn er mogelijk?
Bezoek info dagen
Interne / externe hulp?
Maak een subsidie landschap voor je organisatie / projecten;
meerdere opties op meerdere tijdstippen
Lange termijnplanning
23. Context & Feasability
Wat zijn de contouren van het project, De noodzakelijke “one pager”
Voldoet het aan de toegangseisen van de subsidie “entrance criteria”
Hoe scoort het project op de Kwalitatieve criteria / Qualitative criteria
Waarom is dit project beter dan eerdere en vergelijkbare projecten
Wie zijn belangrijke partners in het project en waarom
Wat zijn de resultaten van het project (kwantificeerbaar)
Disseminatie effect? Lighthouse dimension?
Innovatie meestal een belangrijk onderdeel van het project, is het innovatief
genoeg?
Analyseer oude calls
Maak een grove inschatting hoe het project scoort t.o.v. je competitie
Samenwerken in de keten
GO / NOGO
24. Building the project
Detail onderzoek naar vergelijkbare bestaande betere projecten
Onderzoek “added value” van het project / Welke gaps zijn er?
Project kosten & planning
Consortium bouw (penvoerder)
Risico’s voor partners in kaart brengen
Wat is het effect van het subsidie bedrag (additionaliteit)
– Bigger, better, faster
Disseminatie verder uitwerken
Contacten markt: zijn er vergelijkbare initiatieven
Draft outline - > contact met subsidieverlener
Is het project “value for money”
Bezoek info dagen in Brussel / Nederland
Laatste kans om het niet te doen
25. Writing the proposal
Scherpe analyse aanvraagformulier + noodzakelijke documenten
Start met een draft management summary de structuur van de aanvraag “one
pager”
Verdeel het werk onder de consortium leden
Projectmatige aanpak
Welke tijdslijnen houden we aan voor het schrijven van de aanvraag (vakantie
periodes)
Vermijd eigen vakjargon "We talk a language the rest of the world doesn't
understand,”
Describe how it meets the criteria set out in the call
Demonstrate how it is aligned with the objectives of your college or institution
Vanuit welke entiteit wordt er aangeboden vanuit de partners?
26. Writing the proposal
Duidelijke taal: Niet te veel, niet te weinig een goede balans
Ga er niet van uit dat de subsidieverlener het begrijpt neem ze mee in het verhaal
Kom met voorbeelden, vergelijkbare uitkomsten
Heb je ervaring met vergelijkbare projecten? Krijgt de subsidieverlener vetrouwen
in realisatie van het project
Risico’s zijn geen sluitpost. Demonstrate that an initial assessment of project risks
has been undertaken
Een plaatje zegt meer dan een paar alineas tekst
Cijfers moeten kloppen, schreifvouten en het verhaal moet als een huis staan
Neem niet aan dat de subsidieverlener alles begrijpt “ You have to explain
yourself”
Maak een aanvraag vanuit het perspectief van de subsidieverlener
27. Moving towards a final version
Checklist voor indiening voor alle consortium leden
Stel niet tot het laatst alles uit
Hou alle kikkers in de kruiwagen; backup scenario
1st FULL draft; Feedback van alle consortium leden ver voor
deadline
Revise, rewrite, delete
2nd draft
Let op met last minute uploads
Ondertekening
28. Evaluatie
3 - 6 maanden evaluatie door subsidieverlener
Revisie van project
Wijzigingen? Open communicatie - > oplossingsgericht
Contractondertekening
Project start na indiening aanvraag of pas na contract ondertekening
Verloren? Feedback - > Herindiening?
Gewonnen? Klaar maken voor administratie!