Standard Bidding Documents (SBDs)
Used for projects governed by the Guidelines and concept notes prior to July 1 2016 and
Works related SBDs only updated to include Environmental, Social, Health and Safety enhancements.
Standard Procurement Documents (SPDs)
Used for projects where the new Procurement Framework applies
Mandatory for projects with concept notes after July 1, 2016
28 SPDs launched as of March 2018
SBDs and SPDs
Mandatory for international competitive procurements
May be used (with amendments) for national competitive procurements, with the Bank’s agreement
The document provides an overview of a webinar on the World Bank's new Standard Procurement Documents (SPDs). The webinar will last 2.5 hours and cover topics such as the development of the SPDs, key regulatory changes reflected in the SPDs for goods, works and non-consulting services, and specific changes to the request for bids and request for proposals documents. Participants are encouraged to submit questions through the chat function and etiquette guidelines are provided.
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
The document outlines the tendering procedure and requirements for an R&D project seeking innovative cloud computing and data archiving solutions. It describes the criteria that will be used to evaluate tenders, including exclusion, selection, and compliance criteria assessed on a pass/fail basis, as well as award criteria used to determine a quality score. The evaluation process involves administrative, technical, and financial assessments to identify the compliant tenders with the highest quality scores based on factors like technical design, data privacy protections, and cost effectiveness. Draft tender documents are provided for feedback to help scope the requirements.
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
This document provides an overview of the Plan Procurement Management process. It describes the inputs, tools and techniques, and outputs of the process. The key inputs include the project charter, business documents, project management plan, and project documents. Tools include expert judgment, data gathering/analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, and make-or-buy decisions.
The document summarizes the Quality- and Cost-Based Selection (QCBS) process for selecting consultants by World Bank borrowers. It outlines the key steps: 1) developing terms of reference and a cost estimate, 2) advertising the project, 3) creating a shortlist of 6 qualified firms, and 4) issuing a Request for Proposals (RFP) to the shortlisted firms. The RFP includes the letter of invitation, instructions to consultants, terms of reference, and draft contract. The process aims to select consultants based on both quality of proposal and cost in a competitive and transparent manner.
The guidance note discusses price adjustment provisions in contracts financed by ADB loans or grants. Price adjustment modifies contract prices to account for legitimate changes in input costs during long-term contracts. It protects buyers and sellers from unforeseen price fluctuations. Price adjustment provisions are planned during procurement and used during contract implementation as needed. They aim to balance risks between contractors and borrowers (grant recipients) and encourage competitive bidding.
How to Perfectly Construct an RFP in 8 StepsThe RFP (request for.docxpooleavelina
How to Perfectly Construct an RFP in 8 Steps
The RFP (request for proposal) is a document that describes project specific requirements and expectations to suppliers with the aim of getting proposed solutions from qualified companies or vendors. The document is helpful for suppliers to establish joint understanding of requirements for a project. The details of RFP depend on scope of the project (Wilkinson & Thorson, 1998). It might involve specific services, products, or outline the expected use of technology and the requirements for project implementation. This means that RFP should be well-conceived, concise, and well-written to attract good vendors. A poorly written RFP attract unsuitable vendors for the project. Ambiguous requirements prevent the qualified candidates from bidding properly. The RFP detail aspects of proposed requirement and what is expected of vendor in meeting the requirement. The final proposal and RFP when agreed become statement of work for contract (Wilkinson & Thorson, 1998). Let’s begin exploring how an RFP is constructed.
Calonico. S (2018) Kumulos.
1. Define company overview
This section of RFP helps managers contextualize decisions made in the project by considering whether they will be able to provide your company’s specific field with the appropriate material and/or services. It captures information about the organization, what it does and what it is currently doing. Further, the section should culture the uniqueness of the company. The company overview should tell reader about the company values. By describing the value, you are likely to get an organization which has value fit for processes and goals. It defines the reason for writing the RFP. When writing the RFP you are required to introduce the product, the requirements for the product, and the summary of the main points of your request. When defining the company overview, you must also consider including important details to support your request such as customers, clients, and revenue which will be used to raise capital, understand the competitors, and customers’ segments.
Mypcot. Company Overview
2. Define the project scope
The introduction section includes explanation of response evaluated. The section tells vendors what is expected, what the company wants, giving timetable for implementation, showing where the company wants to improve, changes predicated in the project, and specify deliverables.
Pmlinks. Project Management 101 – Project Scope
This section reminds the reader of the reason behind your company writing out the RFP. For instance, reason for introduction of new product or brand re-design. The scope shows what the project will solve and how the problem will be solved and the goals o ...
The document provides an overview of a webinar on the World Bank's new Standard Procurement Documents (SPDs). The webinar will last 2.5 hours and cover topics such as the development of the SPDs, key regulatory changes reflected in the SPDs for goods, works and non-consulting services, and specific changes to the request for bids and request for proposals documents. Participants are encouraged to submit questions through the chat function and etiquette guidelines are provided.
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
The document outlines the tendering procedure and requirements for an R&D project seeking innovative cloud computing and data archiving solutions. It describes the criteria that will be used to evaluate tenders, including exclusion, selection, and compliance criteria assessed on a pass/fail basis, as well as award criteria used to determine a quality score. The evaluation process involves administrative, technical, and financial assessments to identify the compliant tenders with the highest quality scores based on factors like technical design, data privacy protections, and cost effectiveness. Draft tender documents are provided for feedback to help scope the requirements.
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
This document provides an overview of the Plan Procurement Management process. It describes the inputs, tools and techniques, and outputs of the process. The key inputs include the project charter, business documents, project management plan, and project documents. Tools include expert judgment, data gathering/analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, and make-or-buy decisions.
The document summarizes the Quality- and Cost-Based Selection (QCBS) process for selecting consultants by World Bank borrowers. It outlines the key steps: 1) developing terms of reference and a cost estimate, 2) advertising the project, 3) creating a shortlist of 6 qualified firms, and 4) issuing a Request for Proposals (RFP) to the shortlisted firms. The RFP includes the letter of invitation, instructions to consultants, terms of reference, and draft contract. The process aims to select consultants based on both quality of proposal and cost in a competitive and transparent manner.
The guidance note discusses price adjustment provisions in contracts financed by ADB loans or grants. Price adjustment modifies contract prices to account for legitimate changes in input costs during long-term contracts. It protects buyers and sellers from unforeseen price fluctuations. Price adjustment provisions are planned during procurement and used during contract implementation as needed. They aim to balance risks between contractors and borrowers (grant recipients) and encourage competitive bidding.
How to Perfectly Construct an RFP in 8 StepsThe RFP (request for.docxpooleavelina
How to Perfectly Construct an RFP in 8 Steps
The RFP (request for proposal) is a document that describes project specific requirements and expectations to suppliers with the aim of getting proposed solutions from qualified companies or vendors. The document is helpful for suppliers to establish joint understanding of requirements for a project. The details of RFP depend on scope of the project (Wilkinson & Thorson, 1998). It might involve specific services, products, or outline the expected use of technology and the requirements for project implementation. This means that RFP should be well-conceived, concise, and well-written to attract good vendors. A poorly written RFP attract unsuitable vendors for the project. Ambiguous requirements prevent the qualified candidates from bidding properly. The RFP detail aspects of proposed requirement and what is expected of vendor in meeting the requirement. The final proposal and RFP when agreed become statement of work for contract (Wilkinson & Thorson, 1998). Let’s begin exploring how an RFP is constructed.
Calonico. S (2018) Kumulos.
1. Define company overview
This section of RFP helps managers contextualize decisions made in the project by considering whether they will be able to provide your company’s specific field with the appropriate material and/or services. It captures information about the organization, what it does and what it is currently doing. Further, the section should culture the uniqueness of the company. The company overview should tell reader about the company values. By describing the value, you are likely to get an organization which has value fit for processes and goals. It defines the reason for writing the RFP. When writing the RFP you are required to introduce the product, the requirements for the product, and the summary of the main points of your request. When defining the company overview, you must also consider including important details to support your request such as customers, clients, and revenue which will be used to raise capital, understand the competitors, and customers’ segments.
Mypcot. Company Overview
2. Define the project scope
The introduction section includes explanation of response evaluated. The section tells vendors what is expected, what the company wants, giving timetable for implementation, showing where the company wants to improve, changes predicated in the project, and specify deliverables.
Pmlinks. Project Management 101 – Project Scope
This section reminds the reader of the reason behind your company writing out the RFP. For instance, reason for introduction of new product or brand re-design. The scope shows what the project will solve and how the problem will be solved and the goals o ...
Considerations for Financial Advisor Compensation and Value Add to ClientsJohn Ludes
The landscape is shifting and the rules of engagement have changed for advisor commissions and compensation. The ability to demonstrate both prudency and transparency are rapidly becoming a minimum requirement for clients as well as regulators. Firms now face a wide array of options for addressing these changes.
Regardless of strategy however, increased reliance will be placed on automated tools and workflows to build compliance and transparency into every client transaction, simplify management of third-party payments, and provide a full audit trail.
Process approach and automation will be key, and this webinar will explore both the options as well as provide real-world insight to help you move forward with confidence.
Join John Ludes from Broadridge and Chris Zabik of PNC Bank, as they discuss the various challenges and industry approaches to commission and compensation management.
Report on standard-setting activities - Mary Tokar, IASBOECD Governance
This presentation was made by Mary Tokar, IASB, at the 17th Annual Meeting of OECD Senior Management Officials held at the OECD, Paris, on 2-3 March 2017
sbo-accruals-march-2017
This document provides an overview of public procurement regulations and processes in Pakistan. It defines government procurement and outlines the objectives of procurement reforms, including economy, efficiency, transparency and accountability. It describes the past and present regulatory frameworks, including the enabling Public Procurement Regulatory Authority (PPRA) Ordinance of 2002 and subsidiary Public Procurement Rules of 2004. It also details the composition and functions of PPRA, the standard procurement cycle, various bidding procedures such as open competitive bidding and two envelope bidding, and other aspects of the procurement process.
[WSO2Con EU 2018] WSO2 Open Banking, So Good I Bought it TwiceWSO2
This document summarizes Richard Smith's presentation about his experience implementing WSO2 Open Banking solutions for two financial organizations. He discovered WSO2 at a meetup in 2016 and was impressed by their proposals and solutions, which aligned well with the requirements and target architectures of both organizations. The first implementation focused on PSD2 compliance as part of a larger digital transformation strategy. The second focused more on commercials and compliance given different priorities and timelines. Both implementations used the Open Banking UK standard due to its maturity and fit with requirements at the time. Richard emphasized that organizations need to start their Open Banking projects now to meet upcoming deadlines and regulations.
Comp Selec Concession Bsb Pp Pwkshp C Queiroz Jun2010 V5cesarqueiroz
The document discusses suggested steps for competitively selecting concessionaires for public-private partnership (PPP) infrastructure projects through an international competitive bidding process. It recommends carrying out prequalification of bidders followed by a two-stage bidding procedure involving an initial technical proposal and subsequent financial proposal from prequalified bidders. The selection criteria and evaluation methodology should be clearly defined in the bidding documents to ensure transparency and optimal selection of the successful bidder.
The document outlines the key steps involved in pre-commercial procurement (PCP), including:
1) Understanding PCP and its characteristics of competitive R&D procurement in phases, risk-benefit sharing, and separation from commercial deployment.
2) Preparing for PCP through needs identification, prior art analysis, market consultation, and developing a business case.
3) Conducting the PCP through drafting documentation, running a procurement procedure, and managing the phased approach.
4) Linking PCP to public procurement of innovations (PPI) by commercializing solutions after PCP and potentially procuring final products separately through PPI.
The webinar covered procurement strategy development. It discussed NLPA's 10 phase approach to world class sourcing, leveraging customer requirements in procurement strategy and customer experience. Attendees learned how to understand the 10 phase approach, leverage customer and supplier matrices, and prioritize future learning. Polling questions gauged experience levels and interests in different procurement strategy topics.
Public sector tendering - your route to successwalescva
This document provides an overview of resources available through the "Winning in Tendering" project to help suppliers succeed in public sector tenders. It describes the Tender Review Service, which provides free and confidential reviews of unsuccessful tender submissions to help suppliers improve. The document also outlines common pitfalls to avoid in tenders, such as lack of evidence or insufficient detail. Finally, it discusses suppliers' responsibilities and options for legal recourse through the remedies regime if they believe a tender process was irregular.
The document discusses the requirements and process for competitive bidding for government contracts. It outlines the key stages in the bidding process, including preparing specifications, advertising the bid, opening bids, and selecting a winner. It also covers different bid structures like general contractor bids, unit price bids, and piggyback bids. The final sections explain the guidelines for special service contracts, which are exempt from competitive bidding laws, and how requests for proposals and qualifications work.
The document discusses practical approaches for public sector organizations to work with consultants and suppliers to obtain better value. It outlines the large amount spent on consultants annually in the UK and potential savings. It then covers various procurement topics like the procurement cycle, developing requirements, selection criteria, contract management and reviews. The goal is to provide guidance on navigating the procurement process to ensure value is received from external consultants and suppliers.
Customerlogo hereProject Name Project CharterCompanyOllieShoresna
Customer
logo here
Project Name: Project Charter
Company
logo here
Project Name:
Value Driven Project and Portfolio Management in the Pharmaceutical Industry
Project Charter
Project:
Value Driven Project and Portfolio Management in the Pharmaceutical Industry
Title:
Project Charter
Document number:
Version
0.1
Document status:
Final
Author:
Chellyn Jones
Responsible:
Date created:
14/08/2021
Protection class:
"For internal use only"
Document history
Version
Date
Author
Comment/Change
0.1
10/08/2021
Draft
14/08/2021
Final
Page
1Background/Project purpose or justification4
2Goals5
2.1Goals
2.2Scheduling goals/milestones
3Project product description6
4Delivery units7
4.1Delivery units/services
5Project success criteria8
6High-level risks9
7Key stakeholders10
8Assumptions, restrictions and external dependencies11
9Responsibility of the customer12
9.1Tasks
9.2Resources and staffing
10Project category13
11Project budget (overview)14
12Project startup15
13Project end16
13.1Signatures for release
Annex17
A.Glossary and abbreviations17
B.References, accompanying documents
1.
Background/Project Purpose or Justification
Pharmaceuticals' perspective has shifted as a result of the rising healthcare expenses that are currently affecting everyone, and pharmaceuticals are focusing on the generation of value in research and development. Value-driven portfolio management is a term that has long been associated with the financial sector but has recently gained popularity in the pharmaceutical industry. The notion of value-driven portfolio management focuses on connecting a company's strategic goals and objectives with resource allocation. A corporation can raise the value of pharmaceuticals while also lowering healthcare expenses by focusing on studying the risks and effects.
The project's purpose is to create a value-driven project for the pharmaceutical company by following a set of decision-making stages. The steps will include developing a targeted product profile, defining a timeframe, developing a budget that is consistent with the goal product profile, and ultimately developing a stage gate decision-making system.
2. Goals
This section addresses the goals of the project which indicate what the project intends to achieve and the milestones related to the goals established.
a. Goals
Goal
Description
Efficiency
Efficiency in the drug development process will mean that pharmaceuticals develop drugs through maximum utilization of the resources and ensuring that the waste products from the process are as minimal as possible.
Strategic alignment
The goal is to come up with projects that are aligned with financial and strategic goals of pharmaceuticals.
b. Scheduling Goals/Milestones
Schedule
Description
Phase 1
· Defining the scope and the budgets for the projects
· Developing the goals of the project.
· Evaluation of the potential risks
Phase 2
· Coming up with the key performance indicators
· Tracking per ...
Presentation by Rachael Colley, Procurement Solutions and Innovation Manager, NHS Shared Business Services: Procurement at Excel in Health: understanding the NHS as a market place on Tuesday 26 February 2019 at Vanguard House, Daresbury.
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.
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.
The document provides an overview of the Conduct Procurements process, which involves obtaining seller responses, selecting a seller, and awarding a contract. It lists the key inputs, tools and techniques, and outputs of the process. The inputs include the project management plan, project documents, procurement documentation, seller proposals, enterprise environmental factors, and organizational process assets. The tools and techniques involve expert judgment, advertising, bidder conferences, data analysis, and negotiation. The outputs are selected sellers, agreements, change requests, and updates to project documents and plans.
This document provides an overview of the procurement manual for the Indian Hydrology Project - Phase II (IHP-II). The key points are:
1. IHP-II aims to strengthen hydrological information systems and improve water resources management across 13 Indian states and 8 central agencies. It has three main components: institutional strengthening, vertical extension, and horizontal expansion.
2. The procurement manual provides guidelines for IHP-II agencies to procure goods, works and consulting services in accordance with World Bank policies. It outlines procurement methods such as international competitive bidding, national competitive bidding, shopping, and selection of consultants.
3. The manual explains the procurement cycle and importance of procurement planning. It specifies contract value
The document describes a scenario where a vendor gifts a watch to a project manager after a bidder's conference. It then provides four choices for what the project manager should do in this situation and identifies that the correct choice is to act as per the company's policy regarding accepting gifts. The justification is that company policies must be followed at all costs over respecting other cultures, and accepting gifts could influence the bid selection process.
Considerations for Financial Advisor Compensation and Value Add to ClientsJohn Ludes
The landscape is shifting and the rules of engagement have changed for advisor commissions and compensation. The ability to demonstrate both prudency and transparency are rapidly becoming a minimum requirement for clients as well as regulators. Firms now face a wide array of options for addressing these changes.
Regardless of strategy however, increased reliance will be placed on automated tools and workflows to build compliance and transparency into every client transaction, simplify management of third-party payments, and provide a full audit trail.
Process approach and automation will be key, and this webinar will explore both the options as well as provide real-world insight to help you move forward with confidence.
Join John Ludes from Broadridge and Chris Zabik of PNC Bank, as they discuss the various challenges and industry approaches to commission and compensation management.
Report on standard-setting activities - Mary Tokar, IASBOECD Governance
This presentation was made by Mary Tokar, IASB, at the 17th Annual Meeting of OECD Senior Management Officials held at the OECD, Paris, on 2-3 March 2017
sbo-accruals-march-2017
This document provides an overview of public procurement regulations and processes in Pakistan. It defines government procurement and outlines the objectives of procurement reforms, including economy, efficiency, transparency and accountability. It describes the past and present regulatory frameworks, including the enabling Public Procurement Regulatory Authority (PPRA) Ordinance of 2002 and subsidiary Public Procurement Rules of 2004. It also details the composition and functions of PPRA, the standard procurement cycle, various bidding procedures such as open competitive bidding and two envelope bidding, and other aspects of the procurement process.
[WSO2Con EU 2018] WSO2 Open Banking, So Good I Bought it TwiceWSO2
This document summarizes Richard Smith's presentation about his experience implementing WSO2 Open Banking solutions for two financial organizations. He discovered WSO2 at a meetup in 2016 and was impressed by their proposals and solutions, which aligned well with the requirements and target architectures of both organizations. The first implementation focused on PSD2 compliance as part of a larger digital transformation strategy. The second focused more on commercials and compliance given different priorities and timelines. Both implementations used the Open Banking UK standard due to its maturity and fit with requirements at the time. Richard emphasized that organizations need to start their Open Banking projects now to meet upcoming deadlines and regulations.
Comp Selec Concession Bsb Pp Pwkshp C Queiroz Jun2010 V5cesarqueiroz
The document discusses suggested steps for competitively selecting concessionaires for public-private partnership (PPP) infrastructure projects through an international competitive bidding process. It recommends carrying out prequalification of bidders followed by a two-stage bidding procedure involving an initial technical proposal and subsequent financial proposal from prequalified bidders. The selection criteria and evaluation methodology should be clearly defined in the bidding documents to ensure transparency and optimal selection of the successful bidder.
The document outlines the key steps involved in pre-commercial procurement (PCP), including:
1) Understanding PCP and its characteristics of competitive R&D procurement in phases, risk-benefit sharing, and separation from commercial deployment.
2) Preparing for PCP through needs identification, prior art analysis, market consultation, and developing a business case.
3) Conducting the PCP through drafting documentation, running a procurement procedure, and managing the phased approach.
4) Linking PCP to public procurement of innovations (PPI) by commercializing solutions after PCP and potentially procuring final products separately through PPI.
The webinar covered procurement strategy development. It discussed NLPA's 10 phase approach to world class sourcing, leveraging customer requirements in procurement strategy and customer experience. Attendees learned how to understand the 10 phase approach, leverage customer and supplier matrices, and prioritize future learning. Polling questions gauged experience levels and interests in different procurement strategy topics.
Public sector tendering - your route to successwalescva
This document provides an overview of resources available through the "Winning in Tendering" project to help suppliers succeed in public sector tenders. It describes the Tender Review Service, which provides free and confidential reviews of unsuccessful tender submissions to help suppliers improve. The document also outlines common pitfalls to avoid in tenders, such as lack of evidence or insufficient detail. Finally, it discusses suppliers' responsibilities and options for legal recourse through the remedies regime if they believe a tender process was irregular.
The document discusses the requirements and process for competitive bidding for government contracts. It outlines the key stages in the bidding process, including preparing specifications, advertising the bid, opening bids, and selecting a winner. It also covers different bid structures like general contractor bids, unit price bids, and piggyback bids. The final sections explain the guidelines for special service contracts, which are exempt from competitive bidding laws, and how requests for proposals and qualifications work.
The document discusses practical approaches for public sector organizations to work with consultants and suppliers to obtain better value. It outlines the large amount spent on consultants annually in the UK and potential savings. It then covers various procurement topics like the procurement cycle, developing requirements, selection criteria, contract management and reviews. The goal is to provide guidance on navigating the procurement process to ensure value is received from external consultants and suppliers.
Customerlogo hereProject Name Project CharterCompanyOllieShoresna
Customer
logo here
Project Name: Project Charter
Company
logo here
Project Name:
Value Driven Project and Portfolio Management in the Pharmaceutical Industry
Project Charter
Project:
Value Driven Project and Portfolio Management in the Pharmaceutical Industry
Title:
Project Charter
Document number:
Version
0.1
Document status:
Final
Author:
Chellyn Jones
Responsible:
Date created:
14/08/2021
Protection class:
"For internal use only"
Document history
Version
Date
Author
Comment/Change
0.1
10/08/2021
Draft
14/08/2021
Final
Page
1Background/Project purpose or justification4
2Goals5
2.1Goals
2.2Scheduling goals/milestones
3Project product description6
4Delivery units7
4.1Delivery units/services
5Project success criteria8
6High-level risks9
7Key stakeholders10
8Assumptions, restrictions and external dependencies11
9Responsibility of the customer12
9.1Tasks
9.2Resources and staffing
10Project category13
11Project budget (overview)14
12Project startup15
13Project end16
13.1Signatures for release
Annex17
A.Glossary and abbreviations17
B.References, accompanying documents
1.
Background/Project Purpose or Justification
Pharmaceuticals' perspective has shifted as a result of the rising healthcare expenses that are currently affecting everyone, and pharmaceuticals are focusing on the generation of value in research and development. Value-driven portfolio management is a term that has long been associated with the financial sector but has recently gained popularity in the pharmaceutical industry. The notion of value-driven portfolio management focuses on connecting a company's strategic goals and objectives with resource allocation. A corporation can raise the value of pharmaceuticals while also lowering healthcare expenses by focusing on studying the risks and effects.
The project's purpose is to create a value-driven project for the pharmaceutical company by following a set of decision-making stages. The steps will include developing a targeted product profile, defining a timeframe, developing a budget that is consistent with the goal product profile, and ultimately developing a stage gate decision-making system.
2. Goals
This section addresses the goals of the project which indicate what the project intends to achieve and the milestones related to the goals established.
a. Goals
Goal
Description
Efficiency
Efficiency in the drug development process will mean that pharmaceuticals develop drugs through maximum utilization of the resources and ensuring that the waste products from the process are as minimal as possible.
Strategic alignment
The goal is to come up with projects that are aligned with financial and strategic goals of pharmaceuticals.
b. Scheduling Goals/Milestones
Schedule
Description
Phase 1
· Defining the scope and the budgets for the projects
· Developing the goals of the project.
· Evaluation of the potential risks
Phase 2
· Coming up with the key performance indicators
· Tracking per ...
Presentation by Rachael Colley, Procurement Solutions and Innovation Manager, NHS Shared Business Services: Procurement at Excel in Health: understanding the NHS as a market place on Tuesday 26 February 2019 at Vanguard House, Daresbury.
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.
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.
The document provides an overview of the Conduct Procurements process, which involves obtaining seller responses, selecting a seller, and awarding a contract. It lists the key inputs, tools and techniques, and outputs of the process. The inputs include the project management plan, project documents, procurement documentation, seller proposals, enterprise environmental factors, and organizational process assets. The tools and techniques involve expert judgment, advertising, bidder conferences, data analysis, and negotiation. The outputs are selected sellers, agreements, change requests, and updates to project documents and plans.
This document provides an overview of the procurement manual for the Indian Hydrology Project - Phase II (IHP-II). The key points are:
1. IHP-II aims to strengthen hydrological information systems and improve water resources management across 13 Indian states and 8 central agencies. It has three main components: institutional strengthening, vertical extension, and horizontal expansion.
2. The procurement manual provides guidelines for IHP-II agencies to procure goods, works and consulting services in accordance with World Bank policies. It outlines procurement methods such as international competitive bidding, national competitive bidding, shopping, and selection of consultants.
3. The manual explains the procurement cycle and importance of procurement planning. It specifies contract value
The document describes a scenario where a vendor gifts a watch to a project manager after a bidder's conference. It then provides four choices for what the project manager should do in this situation and identifies that the correct choice is to act as per the company's policy regarding accepting gifts. The justification is that company policies must be followed at all costs over respecting other cultures, and accepting gifts could influence the bid selection process.
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"Lifting the Corporate Veil" is a legal concept that refers to the judicial act of disregarding the separate legal personality of a corporation or limited liability company (LLC). Normally, a corporation is considered a legal entity separate from its shareholders or members, meaning that the personal assets of shareholders or members are protected from the liabilities of the corporation. However, there are certain situations where courts may decide to "pierce" or "lift" the corporate veil, holding shareholders or members personally liable for the debts or actions of the corporation.
Here are some common scenarios in which courts might lift the corporate veil:
Fraud or Illegality: If shareholders or members use the corporate structure to perpetrate fraud, evade legal obligations, or engage in illegal activities, courts may disregard the corporate entity and hold those individuals personally liable.
Undercapitalization: If a corporation is formed with insufficient capital to conduct its intended business and meet its foreseeable liabilities, and this lack of capitalization results in harm to creditors or other parties, courts may lift the corporate veil to hold shareholders or members liable.
Failure to Observe Corporate Formalities: Corporations and LLCs are required to observe certain formalities, such as holding regular meetings, maintaining separate financial records, and avoiding commingling of personal and corporate assets. If these formalities are not observed and the corporate structure is used as a mere façade, courts may disregard the corporate entity.
Alter Ego: If there is such a unity of interest and ownership between the corporation and its shareholders or members that the separate personalities of the corporation and the individuals no longer exist, courts may treat the corporation as the alter ego of its owners and hold them personally liable.
Group Enterprises: In some cases, where multiple corporations are closely related or form part of a single economic unit, courts may pierce the corporate veil to achieve equity, particularly if one corporation's actions harm creditors or other stakeholders and the corporate structure is being used to shield culpable parties from liability.
Synopsis On Annual General Meeting/Extra Ordinary General Meeting With Ordinary And Special Businesses And Ordinary And Special Resolutions with Companies (Postal Ballot) Regulations, 2018
Receivership and liquidation Accounts
Being a Paper Presented at Business Recovery and Insolvency Practitioners Association of Nigeria (BRIPAN) on Friday, August 18, 2023.
Receivership and liquidation Accounts Prof. Oyedokun.pptx
Standard Procurement DocumentspresentationApril2018.pptx
1. Copyright World Bank 2017
2016 PROCUREMENT FRAMEWORK
Standard Procurement Documents
PRIVATE SECTOR SEMINAR
April 2018
2. Copyright World Bank 2017
Topics covered
Slide 1
This session will cover the following :
The Standard Procurement Documents (SPDs)
New features in Standard Procurement Documents
Request for Proposals SPD for Goods, Works and Non-consulting
Services
Updates to Request for Proposals SPD for Consulting Services
The Enhancements to the SPDs to improve Environmental Social, Health
and Safety (ESHS) performance
3. Copyright World Bank 2017
Standard Bidding Documents (SBDs) vs Standard
Procurement Documents (SPDs)
Standard Bidding Documents (SBDs)
Used for projects governed by the Guidelines and concept notes prior to
July 1 2016 and
Works related SBDs only updated to include Environmental, Social,
Health and Safety enhancements.
Standard Procurement Documents (SPDs)
Used for projects where the new Procurement Framework applies
Mandatory for projects with concept notes after July 1, 2016
28 SPDs launched as of March 2018
SBDs and SPDs
Mandatory for international competitive procurements
May be used (with amendments) for national competitive procurements,
with the Bank’s agreement
Slide 2
4. Copyright World Bank 2017
List of Standard Procurement Documents
Slide 3
Works (11 SPDs)
RFB Small Works (1 envelope)
RFB Small Works (2 envelope)
RFB Large Works (without PQ)
RFB Large Works (after PQ)
PQD Large Works
ISD Works 2 stage (Design + Build)
RFP Works 2 stage (Design + Build)
RFB Roads (Output + Performance based)
RFB Works French Civil Code (FRENCH)
RFB Water and Wastewater Treatment Plant
(Design + Build + Operate)
ISD Water and Wastewater Treatment Plant
(Design + Build + Operate)
Plant (4 SPDs)
RFB Plant (without PQ)
RFB Plant (with PQ)
ISD Plant
RFP Plant (2 stage)
Acronyms
RFB = Request for Bids
PQD = Prequalification Document
RFP = Request for Proposals
ISD = Initial Selection Document
5. Copyright World Bank 2017
List of Standard Procurement Documents (cont.)
Slide 4
Consulting Services (1 SPD)
RFP Consultancy Services
Others (6 SPDs)
PQD Management Services
RFB Management Services
RFB Non-Consultant Services
RFB Information Systems
ISD Information Systems
RFP Information Systems
SPDs Translations
- French – 20 SPDs
- Spanish – 22 SPDs
Goods (6 SPDs)
RFB Goods (1 envelope)
RFB Goods (2 envelope)
PQD Health Sector
RFB Health Sector
RFB Education (Textbooks)
RFB Framework Agreement
6. Copyright World Bank 2017
Approach to developing the new SPDs
Slide 5
Method
SBDs modified to reflect the Regulatory changes
SPDs developed from existing SBDs
Opportunity to correct inconsistencies, update versions and apply
enhancements
Important considerations
Kept key aspects of international competitive procurement e.g.:
international advertisement
application of Bank’s sanction policy, eligibility, and conflict of
interest
pricing, use of foreign currencies, price adjustment, payment terms
international dispute resolution
use of international instruments e.g. INCOTERMS and URDG
7. Copyright World Bank 2017
Key changes common to all SPDs
Slide 6
The next set of slides will cover the following key changes:
Determination of the successful bid/proposal
Lifecycle costing (emphasis given)
Abnormally Low Bid/Proposal
Notification of Intention to Award, Standstill Period + debrief
Procurement-related complaints (detail covered in separate session)
Sustainable procurement
Value Engineering
8. Copyright World Bank 2017
Slide 7
Determination of the successful
bid/proposal
Most Advantageous Bid/Proposal
PPSD informs evaluation methodology
Criteria to be appropriate to the nature and complexity of the
procurement to allow the Borrower to achieve VfM
New approach = “most advantageous bid/proposal” (details in later slides)
For RFP the lowest evaluated cost alone may not necessarily
represent best VfM
SPD NEW
features
9. Copyright World Bank 2017
Slide 8
Life-cycle costing (LCC)
Conditions of use:
May be used when the O&M costs (recurrent costs) are estimated to
be considerable compared to the capital cost
may vary among the bids / proposals
Application
• methodology, parameters, and information required from bidders for
the LCC determination should be specified in the bidding / proposal
document including:
Number of years for life cycle analysis
operating costs
maintenance costs,
discount rate for NPV
SPD NEW
features
10. Copyright World Bank 2017
Slide 9
Unreasonably priced bids/proposals
Identification tools
ALB: Abnormally Low Bid /Proposal
Seriously unbalanced/front loaded bid/proposal
Updated cost estimate
SPD NEW
features
Tools for addressing
ALB: rejection of bid / proposal
Seriously unbalanced/front loaded bid/proposal: increase of
performance security or rejection of bid /proposal
Unreasonably high priced:
BAFO / Negotiation
Pre-contract discussion to reallocate risks and responsibilities
Re-bidding as a last measure
Cost and Quality weighting system in RFPs
11. Copyright World Bank 2017
Slide 10
Abnormally Low Bid/Proposal
Enhanced provisions based on MDB Working Group findings
Modified definition of ALB/P:
Where the price, in combination with other elements, appears
unreasonably low, to the extent that it raises material concerns as to
the bidder’s/proposer’s capability to perform the contract for that price
The 5 stages in managing an ALB/P:
Identify: Borrower identifies a potential ALB/P
Clarify: Borrower seeks clarification from the bidder/proposer
Justify: bidder/proposer prepares a justification of the price
Verify: Borrower analyzes the justification to verify if it provides
reasonable explanation and validation of the price
Decide: Borrower decides whether to accept or reject the bid/proposal.
SPD NEW
features
12. Copyright World Bank 2017
Slide 11
Case study: Identification of ALB/P
SPD NEW
features
Identification: Scenario 1
Fewer than five compliant bids/proposals: Identification based on a
comparison of the adjusted bid/proposal price, and its constituent parts,
with the Borrower’s own cost estimate.
Identification: Scenario 2
At least five compliant bids/proposals: ALB/P risk zone is more than one
standard deviation below the average of the compliant bids/proposals
received.
Example Bids $M
Bid 1 72
Bid 2 92
Bid 3 82
Bid 4 101
Bid 5 53
Average 80
Standard Deviation 17
ALB/P threshold 63
ALB/P risk zone
63 80
13. Copyright World Bank 2017
Slide 12
Notification of Intention to Award (NIA)
Once Borrower decides who to award contract to it must inform other
bidders/proposers
Send NIA to each bidder/proposer that submitted bid/proposal (but not to
those who have previously been told they were not successful)
Sending NIA starts the standstill period
NIA must include:
details of the successful bidder + the contract price
names of all other bidders and their prices
statement why recipient of the notification was not successful
instructions on how to request a debriefing
date Standstill Period will end
SPD NEW
features
14. Copyright World Bank 2017
Slide 13
Standstill Period
Standstill period is a period of 10 business days, from date NIA sent,
where Borrower cannot award the contract
Gives unsuccessful bidders/proposers time to decide if they want:
a debrief
to lodge a complaint against the decision to award the contract
Standstill period can be extended in certain circumstances
Circumstances where Standstill period does not apply:
only one bid/proposal submitted
direct selection
call-off under framework agreement
emergency situation
SPD NEW
features
15. Copyright World Bank 2017
Slide 14
Standstill period timeline
SPD NEW
features
Bidder/proposer submits request for a debrief
Borrower provides debrief within 5 business days
Standstill period expires at the end of the 10th day
16. Copyright World Bank 2017
Slide 15
Extended standstill period
SPD NEW
features
Bidder/proposer submits request for a debrief
Borrower unable to provide debrief within 5 business days
Standstill period extended to 5 business days after the debrief takes
place
17. Copyright World Bank 2017
Slide 16
Late request for debrief
If bidder/proposer submits a late request for a debrief
Borrower to provide debrief as soon as possible
Normally no later than 15 business days after publication of the
Contract Award Notice
SPD NEW
features
18. Copyright World Bank 2017
Slide 17
Sustainable procurement
Regulations support application of sustainable procurement
Sustainable procurement requirements beyond the Bank’s policies (e.g.
environmental and social) are optional – at Borrower’s discretion and as
agreed with the Bank
Application must be consistent with Bank’s Core Procurement Principles and
the Borrower’s own policies
May include sustainable procurement in:
technical specifications and/or business or performance requirements
evaluation criteria
contract terms and conditions, if relevant
Application in evaluation
RFB normally (i) pass/fail and/or (ii) convert to monetary terms
RFP normally assessed using combination of pass/fail and rated criteria
SPD NEW
features
19. Copyright World Bank 2017
Slide 18
Value Engineering (VE)
• VE is a systematic and organized approach to provide the
necessary functions at optimal cost
• VE may result in methods, alternatives, time reduction without
sacrificing needed functionality or reliability.
VE may be proposed by contractors
SPDs include provisions for value engineering including how the
benefit will be shared between the borrower and the contractor
SPD NEW
features
20. Copyright World Bank 2017
RFB SPDs – key structural changes
Slide 19
RFB structural changes
Maintained RFB document structure and language
Maintained prequalification, now separate RFB SPDs for use:
without Prequalification (for Plant and large Works)
after Prequalification
Discontinued two-stage for plant (this is now updated to be RFP Plant)
Removed User’s Guide from SPDs (plan to issue as separate documents)
Introduced two envelope process (currently available for Goods and Small Works)
Updated existing Prequalification documents for:
works
management services
health sector goods
21. Copyright World Bank 2017
RFP SPDs – key structural changes
Slide 20
New Initial Selection document (a form of shortlisting)
New RFP SPD documents based on existing SBDs/RFBs
3 model RFP SPDs
New terminology = “Proposer” and “Proposal”
Single and multi-stage approaches
Two envelope processes
RFP 2 Stage approach SPDs currently available for:
plant
information systems
large works (design + build)
water and waste water plants (Design, Build and Operate)
22. Copyright World Bank 2017
Streamlined RFP (to be developed)
Slide 21
Single-stage plus Initial Selection
Borrower is able to describe the result/outcome to be achieved
Borrower is seeking customization of existing solution/s or a new
or alternative solution
No “Discovery” or “Dialogue” phases
BAFO or Negotiation used, if appropriate
Independent probity assurance provider is mandatory if BAFO or
Negotiation and closed opening are used
Faster than RFP Two-stage and Competitive Dialogue
Key features:
23. Copyright World Bank 2017
Two-stage RFP
Slide 22
Two-stage plus Initial Selection
Independent probity assurance provider is strongly advised
Borrower can describe the desired result/outcome, but can’t fully
describe the solution or wants market to propose options
Borrower is seeking innovation in design of technical solution and/or
delivery or implementation
Borrower wishes to explore proposed solutions with each Initially
Selected applicant. Allows a “Discovery” phase for 1-on-1 discussions
with proposers
Borrower may need additional specialist expertise
BAFO or Negotiation used, if appropriate
Takes more time and resources than RFP Streamlined, but not as much
as RFP Competitive Dialogue
Key features:
24. Copyright World Bank 2017
Competitive Dialogue - Introduction
Slide 23
Competitive Dialogue:
Is an interactive multistage selection arrangement
Allows for dynamic engagement with Proposers
Is only to be used for complex or innovative procurement
Uses a multistage Request for Proposals Selection Method
25. Copyright World Bank 2017
Competitive Dialogue - Application
Slide 24
Competitive Dialogue is most appropriate:
where a number of solutions that satisfy the Borrower’s
requirements may be possible, and
where the detailed technical and commercial arrangements
required to support those solutions require discussion and
development between the parties; and
due to the nature and complexity of the procurement, the Borrower
is not objectively able to:
adequately define the technical or performance specifications
and scope to satisfy its requirements; and/or
fully specify the legal and/or financial arrangements of the
procurement
27. Copyright World Bank 2017
Competitive Dialogue - Use
Slide 26
STAGE 1: Planning for a
Competitive
Dialogue
• Borrowers fully planned for the
complexity and duration of the process
• Appropriate work streams, appropriate
resources and dedicated teams
STAGE 2: Early market
engagement
• Borrowers consider how to prepare
the market and stimulate competition
STAGE 3: Advertise and
Initial Selection
• Initial Selection is mandatory in a
Competitive Dialogue
• Rated criteria are used
• Best Applicants (normally not less
than 3 and not more than 6) are
Initially Selected
28. Copyright World Bank 2017
Competitive Dialogue - Use
Slide 27
STAGE 4: Request Interim
Proposals and
dialogue
• Proposers submit Interim Proposals
that address the Borrower’s “needs”
• One-on-one dialogue between the
Borrower and each Proposer leads to
a refinement of the proposed solutions
STAGE 5: Request Final
Proposals,
evaluation and
contract award
• Dialogue phase closes the Borrower
invites the submission of Final
Proposals
• Final evaluation of the Proposals
STAGE 6: Contract
implementation
• Strong oversight in place
• Active and well-resourced contract
management
29. Copyright World Bank 2017
Competitive Dialogue – Example Timeline
Slide 28
Key events
Completed
by week
Time between
events
CD planning and establishing teams 8
Early market engagement 10 2
Advertise Initial Selection 16 6
Receive Applications, evaluate and Initially Select 20 4
Invite Interim Proposals including time to
respond
26 6
Receive Interim Proposals and dialogue round 1 32 6
Dialogue round 2 37 5
Dialogue round 3 41 4
Invite Final Proposals and time to respond 47 6
Receive Final Proposals, evaluate and select
MAP
53
6
Award contract 55 2
Project start up and contract implementation 59 4
30. Copyright World Bank 2017
Competitive Dialogue – Key Features
Slide 29
Scope of dialogue is:
• commercial
• legal
• technical
• cost
Integrity of the dialogue process:
• information shared in a non-discriminatory manner
• Proposers commercially confidential information protected
Probity Auditor role
Financial proposals not opened in public
• Resource intensive
31. Copyright World Bank 2017
Initial Selection
Slide 30
The RFP SPDs have been designed to work in conjunction with Initial
Selection
Regulations: “Initial Selection shall normally be used with RFP method
for GWNcS”
Rationale
Initial Selection enables Borrower to invite only the highest ranked
applicants to submit proposals
Only applicants that have the best chance of succeeding are put to the
time and cost of submitting full proposals
Improves quality of proposals and participation
Makes the RFP process more manageable for the Borrower
32. Copyright World Bank 2017
Range of Applications Initially Selected
Slide 31
Set the range based on factors identified in PPSD:
Diversity and maturity of market
Complexity and/or novelty of the GWNcS being procured
Level of effort required by proposers and Borrower
Not too few - need to maintain competitive tension
Not too many - proposers need confidence that they have an increased
chance of winning:
fosters quality of proposals
encourages strong commitment to the process
too many defies the purpose of Initial Selection
Note: range should be reasonable given nature + complexity of the procurement and market
33. Copyright World Bank 2017
Case study: Initial Selection
Slide 32 NPF | Standard Procurement Documents
Evaluation and Initial Selection
14 Applications are received. Only 11 Applications are substantially
qualified
These 11 are evaluated against the rated criteria and ranked according
to their scores
Ranking Entity Total scores Borrower's actions
1st Firm A 89
2nd Firm B 85
3rd Firm C 80
4th Firm D 76
5th= Firm E 75
5th= Firm F 75
7th Firm G 34
8th Firm H 30
9th Firm I 28
10th Firm J 26
11th Firm K 23
elimination
All Applications exceeding the
maximum number are eliminated
minimum number = 4
The first 4 ranked Applications are
Initially Selected
maximum number = 8
The Borrower has discretion to
Initially Select from this group,
where there is justification
34. Copyright World Bank 2017
Slide 33
Rated criteria
Rated criteria are weighted and evaluated using a scoring system
Allows objective comparison of quality between different solutions
Rated criteria may be applied to:
identify the highest scoring proposed solutions
assess innovative solutions
criteria that cannot be expressed in monetary terms
Rewards proposals that exceed minimum requirements and
demonstrate best overall VfM
Decision to award contract is based on the optimum combination of
quality + cost
RFP GWNcS
new features
35. Copyright World Bank 2017
Rated criteria (cont.)
Slide 34
To minimize subjectivity:
criteria should be material and relevant to the needs
each criterion should be clearly described
scoring methodology should be appropriate to the nature + complexity of
procurement
weightings are based on relative importance
include the criteria, scores and scoring methodology in the Initial
Selection/RFP document - proposers should be fully informed
Ensure:
Borrower has capacity to develop rated criteria and scoring methodology
evaluation panel understands how to apply the criteria and methodology
evaluation report details the scoring and justifies the recommendation
36. Copyright World Bank 2017
Slide 35
Best and Final Offer (BAFO)
An option in international competitive procurement where Borrower
requests BAFOs
Used following evaluation and before contract award, when the
procurement would benefit from bidders/proposers having a final
opportunity to improve their bids/proposals
Must signal in the procurement document that BAFO may be used
Borrower’s discretion to use will depend on market response
If used, bidders/proposers are not required to submit a BAFO
There cannot be Negotiation after BAFO
If BAFO is used must employ independent Probity Assurance Provider
Probity report shared with Bank, sent to proposers and published on
Borrower’s website
BAFO and Negotiation are mutually exclusive
i.e. you cannot use both in a single procurement
RFP GWNcS
new features
37. Copyright World Bank 2017
Slide 36
Negotiation
An option, in international competitive procurement, that allows the
Borrower to conduct a negotiation following evaluation and before
contract award
Must signal in the procurement document that Negotiation may be used
Borrower’s discretion to use will depend on market response
Negotiation may address terms and conditions, price, social/
environmental aspects + innovation
BUT must not materially change the Borrower’s requirements
Sequence:
must negotiate first with the bidder/proposer with the MAB/P
if outcome unsuccessful, negotiate with next MAB/P
Must be held in presence of independent probity assurance provider
Probity report is shared with the Bank
RFP GWNcS
new features
38. Copyright World Bank 2017
Slide 37
2 envelope process
What is the 2 envelope process?
Technical parts and financial parts of bids/proposals put in separate
envelopes
Both envelopes are submitted simultaneously before the deadline
At first opening only technical envelopes opened – financial
envelopes are kept in safe custody
At second opening financial envelopes (for technically qualified
bids/proposals) are opened
Why have a 2 envelope process?
Evaluation of technical parts is not influenced by price
In BAFO/Negotiation helps maintain competitive tension between
bidders/proposers
RFP GWNcS
new features
39. Copyright World Bank 2017
Closed opening
Default position = maintain practice of public openings for both technical and
financial parts
Exception = closed opening with probity auditor = option that may be applied:
two-envelope process, with
RFP for goods, works or non-consulting services
where BAFO or Negotiation are applied
Closed opening with probity auditor = new process when opening
financial envelopes:
opened in the presence of a probity assurance provider (not in public)
auditor prepares a probity report
deferred disclosure = at the same time as sending Notification of Intention
to Award, the Borrower:
sends the probity report to proposers
publishes report on website
RFP GWNcS
new features
40. Copyright World Bank 2017
Slide 39
Most Advantageous Proposal (MAP)
New test to determine the successful proposal
When rated criteria are used: example Request for Proposals
The most advantageous proposal is the proposal:
1. of the proposer that meets the qualification criteria, and
2. whose proposal has been determined to be:
a. substantially responsive to the RFP document, and
b. the best evaluated proposal (i.e. the highest scored proposal)
In this scenario the MAP represents the best VfM, which may not be the lowest
evaluated cost
RFP GWNcS
new features
41. Copyright World Bank 2017
WORKS AND CONSULTING
SERVICES
Enhancing ESHS through
Procurement
42. Copyright World Bank 2017
Why are we doing this?
The Bank wants to:
achieve improved ESHS performance and outcomes
drive effective contract management and project delivery
create a platform to enable dialogue and engagement by Bank, Borrowers
and industry to build awareness, understanding and capability
foster industry change
Slide 41
43. Copyright World Bank 2017
How are we doing this?
The Bank is driving change by:
promoting and enabling good ESHS practice through procurement
documents and procedures
supporting Borrowers in setting appropriate ESHS policies, standards,
measures, and requirements
requiring bidders/proposers to address ESHS risks and impacts associated
with the project
assessing bidders/proposers to determine if they have sufficient ESHS
capacity and capability to perform to the required standards
proactively managing project delivery and quickly addressing ESHS
performance deficits
Slide 42
44. Copyright World Bank 2017
Key enhancements
1. Declaration
2. Statement of ESHS standards
3. ESHS requirements / specifications
4. Code of Conduct
5. Management Strategies and
Implementation Plans (MSIPs)
6. Performance security
7. Provisional sum
8. Key personnel
9. Reporting
10. Contract variations
11. Interim payments
Slide 43
45. Copyright World Bank 2017
Key enhancements
Slide 44
Any civil works contracts that have been suspended
or terminated for ESHS reasons
any performance security terminated for ESHS
reasons
2
1 Declaration
Required
ESHS
Standards
3 Requirements,
Specs & ToR
Guidance provided to help Borrower develop
appropriate ESHS policy
Borrower’s ESHS policy now included in bidding
documents
Borrower to describe ESHS obligations in
Specifications / requirements / ToR
ESHS and Procurement Staff to collaborate in
preparing and reviewing Specifications /
requirements / ToR
46. Copyright World Bank 2017
Key enhancements
Slide 45
Bidders / proposers required to have, submit as part of
bid, and comply with ESHS code of conduct for
employees and subcontractors
Code of conduct addresses risks associated with labor
influx
5
4 Code of
Conduct
ESHS
Strategies &
Plans
6 Performance
Security
Bidders / proposers required to submit as part of bid
Management strategies and implementation plans (MSIP)
to manage ESHS risks and impact
Works commencement subject to Engineer’s approval of
ESHS MSIP
MSIP regularly reviewed and updated
Contractor to submit ESHS Performance Security of 1 to
3% of contract price (for high risk contracts)
Performance Security and ESHS Performance Security
together <= 10% of contract price
47. Copyright World Bank 2017
Key enhancements
Slide 46
Additional Provisional Sum for ESHS outcomes that
may be included in RFB/RFP documents
Proposes as additional incentive to improve
performance in low performing countries
8
7 Provisional
Sum
Key
Personnel
9 Reporting
Bidders must demonstrate availability of suitably
qualified ESHS Specialists dedicated to the project
ESHS Specialists named in (as key personnel) in
bids / proposals and their quality evaluated
Approved ESHS Specialists named in the contract
Contracts now include ESHS reporting
requirements including (i) immediate notification of
serious incidents and (ii) regular progress reports
Interim payments may be withheld for non reporting
48. Copyright World Bank 2017
Key enhancements
Slide 47
For each variation, contractor to provide sufficient
ESHS information (risks and suggested mitigation)
to enable engineer to evaluate ESHS risks and
impact
11
10 Contract
Variations
Interim
Payments
Employer can now withhold interim payment where
there has been a failure to perform an ESHS
obligation
49. Copyright World Bank 2017
Consulting services for supervision of civil works
Consultant’s bids/proposals must now address ESHS risks and
impacts associated with the project
Consultant’s ESHS capacity and capability now evaluated
Slide 48
SBD/SPD changes:
Consultant is required to submit its ESHS Code of Conduct
TOR to contain ESHS requirements and describe ESHS Key
Expert’s scope of services
Proposal must contain:
Consultant’s understanding of the ESHS provisions
tasks that will deliver the ESHS outputs
ESHS Key Expert/s to be named in the proposal and contract
Contract conditions changes:
Contract reflects key changes
51. Copyright World Bank 2017
New Forms in SPDs
ESHS declaration form – to be filled by applicants/bidders
Beneficial Ownership form – to be filled by the successful
bidder/proposer
Notification of intention to award form – to be filled by the borrower
ESHS performance security – where required to be submitted by
bidders/proposers
Slide 50
52. Copyright World Bank 2017
Useful links
World Bank’s Procurement
Regulations for IPF Borrowers
https://policies.worldBank.org/sites/ppf3/PPFDocuments/Forms/DispPage.aspx?docid=4005
World Bank’s Procurement
Policy
https://policies.worldBank.org/sites/ppf3/PPFDocuments/Forms/DispPage.aspx?docid=4002
Standard Procurement
Documents templates
http://www.worldBank.org/en/projects-operations/products-and-services/brief/procurement-new-
framework#SPD
Guidance on SPDs http://www.worldBank.org/en/projects-operations/products-and-services/brief/procurement-new-framework
Guidance on how to complain http://www.worldBank.org/en/projects-operations/products-and-services/brief/procurement-new-framework
Guidance on PPSD
http://pubdocs.worldBank.org/en/123601488224013672/PPSD-Short-Form-Final.pdf
http://pubdocs.worldBank.org/en/847531467334322069/PPSD-Long-Form.pdf
Procurement App for IPad:
Data on contracts
https://itunes.apple.com/us/app/world-Bank-project-procurement/id911312962?mt=8
Procurement App for IPad:
Data on projects, finances and
procurement data
https://itunes.apple.com/us/app/world-Bank-group-finances/id465555488?mt=8
UNDB Online https://www.devbusiness.com/Search/Search.aspx?PreLoadProjects=1
54. Copyright World Bank 2017
FOR MORE INFORMATION
http://www.worldBank.org/procurement
Operations, Policy and Country Services
Standards, Procurement and Financial Management Department
The World Bank
1818 H Street, NW
Washington, D.C. 20433 U.S.A.
Editor's Notes
VfM = the effective, efficient, and economic use of resources, which requires the evaluation of relevant costs and benefits, along with an assessment of risks, and non-price attributes and/or life cycle costs, as appropriate
VfM = the effective, efficient, and economic use of resources, which requires the evaluation of relevant costs and benefits, along with an assessment of risks, and non-price attributes and/or life cycle costs, as appropriate
VfM = the effective, efficient, and economic use of resources, which requires the evaluation of relevant costs and benefits, along with an assessment of risks, and non-price attributes and/or life cycle costs, as appropriate
Initial Selection
The Borrower Initially Selects the first four top scoring Applications
Elimination
The Borrower eliminates Applications ranked 9th, 10th and 11th as they exceed the maximum number
Borrower’s discretion
The Borrower has discretion to Initially Select Applications ranked from 5th to 8th
In this case study two Applications have the same scores, and are ranked 5th equal
The Borrower decides to Initially Select both of these Applications