NEED FOR CONSORTIA AND OPPORTUNITIES FOR EXPERTS
Cliff Anderson, Thomas Martin, Seamus McCann ASTEC, Activis and ConsultingIreland Strasbourg, France www.consultingireland.org November 2017 Agenda • THE CONSORTIUM – Why a Consortium – pourquoi un consortium – How to find the ‘Right Partners’ – comment trouver le ‘bon partenaire’ – Roles and Lead Partner – Bidding in a Consortium
• THE EXPERT – Working as a Consultant on Public Procurement/IFI – Finding Opportunities – with the IFI or on Funded Projects – Finding the Expert
– Building the CV www.consultingireland.org (1) IFIs AND (2) EC28 NATIONAL/REGIONAL TENDERS
• PUBLIC PROCUREMENT OPPORTUNITIES 1. IFI projects (e.g. World Bank, EC, UN) - €1Trillion • H2020 is less than 8% of EC Budgets
2. EC28 National and Regional Projects - €2.4Trillion
• ‘COMMERCIAL PROJECTS’
• IFI and EC28 NATIONAL PROJECTS – fully funded,
priority sectors www.consultingireland.org – Background
• International activities since 1984 – Over 30 Years • Former part of Irish State Telecoms - SME since 2001 • ASTEC ‘International Telecoms Cluster’ Denmark, Finland, Ireland, Portugal established 1995 • Providing Advice to Governments and IFIs e.g EU • Secure Payments, Standards Procedures, Opportunities • Consulting and Training Projects in 100+ countries – 80% for EU • Pre-selected EC Framework Contractor (16 years) for ICT • Established partnerships - networks • Projects funded - EU, EIB, EBRD, World Bank, Islamic Dev. Bank, UN - Developing Policy and Strategy, Feasibility Studies, IFI Tender Specifications - Evaluation, Monitoring, Implementation, Bidders Advice
www.consultingireland.org Typical assignments
. Development of Government Policies and Strategies
. Advice to Ministries, IFIs and tender Bidders
. Drafting official tenders (e.g. for EC, WB, IsDB, etc.) – technical specifications for services and supply (‘Upstream information’)
. Evaluation of EC tenders – services, supply, infrastructure and grants
. Software implementation/software development e.g. – Border Security equipment specs., visa systems, banking …
www.consultingireland.org Public Procurement - Cross Sector experience • Legal/Regulatory – Georgia, Cyprus, Czech Rep., Ukraine • Finance – South Africa, Slovakia, Tanzania, Namibia • Education – Paraguay, Greenland, Caribbean, Belgium • Biodiversity/Energy – Macedonia, Lithuania, Jamaica • Banking – Estonia, Romania, Tajikistan • Security – Serbia, Turkey, Malawi, Croatia • Trade – Egypt, Guyana, Serbia, PR Lao, Netherlands • Agri./Rural – Bosnia, Romania • IT – China, Brazil, Belgium, Vietnam, Fiji, Kenya • Transport – Azerbaijan, Egypt • Water – Serbia, Malta • e-Government – Ethiopia, Belgium, Mongolia • Aviation – Kenya, Jordan • Broadcasting – Montenegro, Serbia, Croatiawww.consultingireland.org • Telecoms – Sierra Leone, UAE, Luxembourg, UK, Moldova Framework Contracts and Consortia
Framework Contracts • EC pre-selected firms for smaller projects in key sectors • Not published on EC sites – ‘hidden tenders’ • New FWC commencing 2018 Consortia • Consortium is key strategy for EC business • Some Consortium are fixed other ‘ad hoc’ • FWC is a Consortium approach – with agreed rules and procedures www.consultingireland.org Modalities of Public Procurement
Technical assistance Goods
Works Concessions
www.consultingireland.org ConsultingIreland – Irish Business Association www.consultingireland.org 1. Focus on International Public Sector Markets – established in 2011 2. Tender Tracking System (profiled for individual company) 3. ‘Cluster’ Training programme (40+ companies incl. NI) 4. International Partnerships and Network – Regional Govts. & Chambers 1. France - ‘Grand Est’ (Alsace, Champagne, Ardenne, Lorraine) – 5.5m pop. 2. Spain - Catalonia - 7.6m pop. 3. Norway - South Norway (SNEO) - 200k pop. 4. Italy - Campania Region - 5.8m pop. 5. Hungary - EXIM Bank – 9.9m pop. 6. Ireland - 6.3m pop.
5. International Networking & Conferences – EU, WB,www.consultingireland.org ADB, EBRD ConsultingIreland Association - Initiatives www.consultingireland.org
6. ‘INTERNATIONAL BIDDING TEAMS’ Agri/Food: Banking/Finance/Trade: Security: ICT: Tourism: Health: Energy: Infrastructure: Education: Environment Sectoral Teams Multi-Sectoral International Teams
7. Public Procurement and Cross-Border Tendering (PPACT) 2017 Internal EC markets – ‘Smart Cities and IOT’
Helping organisations ‘Connect with Partners’ and win International Projects
www.consultingireland.org The Need for Consortia
www.consultingireland.org Reasons to Collaborate/Partner ‘helps create Size’ 1. Need for certain skillset – you may not have 2. Size and complexity of project/tender – multi-sectoral 3. Requirement on size of references – too large for an SME 4. Limited references and experience – seeking minor role – Lacking IFI experience – Target Country experience – Financial Strength 5. Regional and cultural requirements - use of Local Partners 6. Language capabilities 7. Attractive alternative to Incumbent 8. Partner Experts maybe cheaper, more economical – ‘blended approach’ 9. Competitor Strength 10. Upstream and Market Intelligence www.consultingireland.org Consortium Partners - Benefits
• Partner Companies cover niche subjects – Different partners for different specialisations – Create Group Synergies • Use of this network for business development – Provide market intelligence and information on suitable opportunities – ‘Upstreaming’ • Provides better customer care through – wide range of expertise, – geographic coverage and – specialised attention • Public Sector contacts – local company and large multinational www.consultingireland.org Finding the ‘Right Partners’
www.consultingireland.org Where to find partners
• EU/IFI Tender List, Specialist Data Vendors • Visits to EU Brussels, EU Delegations, Country visits • Embassies – National and Foreign Embassies • Government Agencies • Chambers • LinkedIn, Google Search • From current Partners and Business Associates • Experts, Advertisements, Recruitment Agencies • Consulting Networks – e.g. EEN Networks • Multinationals – e.g. MS, HP, Oracle European / International events, fairs, congress Matchmaking events (infodays, sector seminars) www.consultingireland.org Being a partner in a consortium
Finding the competitive consortium Ensure the lead company knows the market & selected tender Prepare individual approach strategy
what we can offer – what is our ‘added value’
SMART APPROACH - Therefore, CONSORTIUM is often more a need than an alternative
www.consultingireland.org Public Procurement – EC Ranking Possible partners and also competitors
UK NO. 1 Latvia 298 4208 Cyprus 128 4500 Slovenia 403 POST Malta 75 4000 Estonia 240 BREXIT?? Sweden 575 Lux’bourg 385 3500 France 3,008 2915 Portugal 497 3000 Italy 2,608 2500 Hungary 777 Croatia 1,515 1950 1876 2000 1831 1347 1550 1500 744 1107 605 1000 407 700 541 341 368 360 500 0 IRL FI DK AT NL BE GR UK DE ES CZ PL RO BG LT SK
www.consultingireland.org IFI Companies – non EC States ‘Future Local Partners’
4500 4208 4000 3500 3000 2178 2500 2000 1500 1097 1065 931 826 518 984 812 719 1000 497 455 480 448 350 500 0 UK AL BiH MK RS TR UKRAR GE AR Chi PG GH KE IRE
www.consultingireland.org Finding Local Partner ‘possible different local partners depending on subject matter’ • Often needed – logistics, experts, language • Key connections / contacts • Good policy – help with initial queries, initial visits, favoured by evaluators / Govt. • Identify future opportunities – ‘if well-connected’ • How to identify – review of closed tenders, previous short-listings – General contacts – multinationals resellers, experts, Chambers, Associations, Embassies, International Partners, IFI/PSLOs www.consultingireland.org Sample Local Partners
Country Partner name Street City Staff Lebanon Charles de Gaulle Avenue Beirut 32 Syria Malki Street Damascus 30 Romania CBC - Nerva Traian Nr1-3 Bucharest 80 Croatia Medvedgradska 43/11 Zagreb 22 Paraguay Corrales 1484 Asunción 15 Angola Rua Sequeira Lukoki Luanda 141 Vietnam Ham Long Hanoi 16 Mongolia Chinggis Avenue 21 Ulaanbaatar 5 Ethiopia P O Box 3155 Addis Ababa 12 Guinea Bissau C.P. 1416, Bissau Bissau 7 Armenia Isahakian Str Yerevan 50 Malawi Kasungu Crescent 51379 Limbe 3 Mauritius Frere Felix de Valois St Port-Louis 800 Montserrat PO Box 82 Manjack 6 Mexico End Postal CP 474 Mexico City 10 Nigeria Ajasa Street, Onikan Lagos 10 Rwanda Rue de Travail Kigali 27 Saint Lucia P O Box 1131 Castres 8 Tanzania LAC Hse Plot 1802,Masaki Dar es Salaam 4 www.consultingireland.org Cook Islands P O Box 144 Rarotongo 6 ConsultingIreland Association - Partners www.consultingireland.org International Partnerships and Network – Government, Regional Govts. & Chambers 1. France ‘Grand Est’ (Alsace, Champagne, Ardenne, Lorraine – Regional Govt.) Paris City Chambers 2. Spain Catalonia (Regional Govt.) 3. Norway South Norway (Regional Govt.) 4. Italy Veneto Regional Chambers Campania (Salerno City Chambers) 5. Hungary EXIM (Hungarian Govt. Agency) www.consultingireland.org Consortium Leader and Partners
www.consultingireland.org What we can do
First analysis : Market – Project – Company – Competition Define a strategy: Bid alone: we fulfil all requirements and we “feel/are” strong enough in the market / client / competitors. Leading a consortium: we fulfill a lot of requirements, strong references, enough market penetration and financial capacity BUT we need partners to strength the offer for technical, financial or strategic reasons. Partner in a consortium: we can provide key added value to a consortium but we lack capacity to lead. Subcontracting: not key enough towww.consultingireland.org be a partner, contract too large, very specific service usually Lead Partner – Things to Watch • If companies are jointly and severally liable, are all Junior partners’ finances in order – in case of any problems?
• Allocated contact person for project
• Timely payment to their own experts, Ethical conduct
• Payment on receipt of signed time-sheets or proof of expenses – must be explicit in the PBA
• Clause re follow-on work – to ensure the junior partner won’t try to bid against the lead www.consultingireland.org Junior Partner – Things to Watch • Management Fees • How work is divided up – number of days • Share of Margin • Eligible expenses • Lead firm trying to ‘squeeze’ in extra expenses • Payment delays • Procedure for Follow-on contracts • Ensure Lead knows the tender www.consultingireland.org Limited Public Procurement Experience
Getting Started
• Do not seek to lead project
• Join consortium as junior partner or sub-contractor
• Provide experts to bidders - sub-contact to gain reference
• Contact those with Procurement experience - provide niche input
www.consultingireland.org Partner Development Strategy ’planning for the future’ • Try to establish a partner network model in Developed and Emerging markets • Partner network provides a ‘Virtual Global presence’ in various regions • Provide market intelligence and information on suitable opportunities • Reinforced network through frequent country visits and events • Different partners for different specialisations
www.consultingireland.org SMEs Need For Partnering/Clustering/Consortium • Smaller sized companies – limited experience • Complexities of the work – e.g. Multi-sector project • Meeting ToR requirements – Reference size, regional experience, cultural, language ‘Global Business • needs Global Assist in increasing revenues Approach’ • Logistical/ share risks/ operational requirements • Need to ‘upstream’ to win more business • Possibility of doing business with other Group members • Create Group Synergies www.consultingireland.org • Need to attract tender Lead/Prime Bidding in a Consortium
www.consultingireland.org Reasons to target Public Procurement projects
• Transferable / ‘Relevant experience’ - incl. SMEs • ‘Market-Entry’ Strategy • Use of Short-listings, Transparency • Advances up to 60% • Payments secure • Procedures common for EU procurement • Available work for all company sizes
www.consultingireland.org ASTEC – sample Project Partners ‘complex projects less competitive and fewer bidders’ “Updating and development of EC 28 Member States consumer information and education website, IT management and measures to promote the EC website”
Members of the Consortium included:( value €6m) • ADETEF – France (Lead firm, Promotion) • ASTEC – Ireland (ICT) • Euronet Consulting EEIG – Belgium (Operational Management) • FEDERCONSUMATORI – Italy (Consumerism) • S.C.SIVECO Romania S.A. – Romania (Educational)
• Irish Sub-contractors – Dara Creative (Web design and Branding), Cipherion (Translation), Wordperfect (Translation), Blacknight (Hosting), VEC Dublin (Education), Consumer Association of Ireland (Consumerism)
• 28 national (local) partners www.consultingireland.org Example – Choosing FWC Partners ‘2 stage process – (a)getting shortlisted and (b)doing project’ • Partners chosen primarily for specialisations – Telecoms, EOS, Broadcasting, Regulations, Technology • References – e.g. size, regional coverage • Third aspect is nationality (and language) – France – Spain – Italy – Romania – Ireland – Austria • Previous partners – Holland, Sweden, UK, Poland, Belgium www.consultingireland.org PPACT – PUBLIC PROCUREMENT AND CROSS BORDER TENDERING
www.consultingireland.org Identifying Opportunities
www.consultingireland.org Monitoring Opportunities
• IFI web-sites – free but often cumbersome • Tender services – e.g. Assortis, Devex, TendersInfo, InfoTrade, EuropeAid - tenders focus on different regions and IFIs • Country websites e.g. Belgium – local partner can translate • Local Partners – particularly those with ‘contacts’ • International Partners – different sector partners • Country visits – visit to EU Institutions • Visit IFI HQ and regional offices - Brussels, Luxembourg, London,Washington, Manila • In-country Ministries • Embassies/Trade Missions & Portals
www.consultingireland.org IFI Opportunities
www.consultingireland.org International Opportunities – External to EU
• Over €1 TRILLION Public Sector tenders p.a. – EC, World Bank, UN, EIB, ADB, AfDB, IADB, EIB – Bi-lateral such as DFID (UK), USAID, GIZ, SIDA, IrishAid – H2020 is less than 8% of EC Budgets
• 5,000 new tenders DAILY – 1.5m tenders per annum – Average 200,000 live opportunities on any given day
• Tenders from 140 Donor Agencies
• More Commercial – less R&D Leading to Private Sector Business www.consultingireland.org Daily Tenders per Sector - Services, Supplies and Infrastructure
International Public Sectors Local Tenders Sector Opportunities Agriculture/Food 9,674 Romania 757 ICT 13,542 Ireland 114 Transport 10,250 Services 28,068 Construction 25,151 Environment /Energy 11,611 Turkey 1,272 Finance 3,251 Poland 1,594 Health 17,814 UK 1,131 Industry 31,728 www.consultingireland.org International Public Sector Tenders (ICT tenders - 13,542) • Software Package and information systems – 2,670 • Radio, television, communications, telecoms and related equipment – 2,270 • Office and computing machinery – 4,481 • IT Services: consultancy, internet, software development and support – 4,721 • Post and Telecoms Services – 1,764 • Opportunities per country – Poland 1,265 – France 2,391 – Romania 757 – Ireland 114
www.consultingireland.org National and Regional Procurement
www.consultingireland.org EU28 NATIONAL/REGIONAL TENDERS – Internal Market • NATIONAL & REGIONAL PUBLIC PROCUREMENT OPPORTUNITIES • EC28 National and Regional Projects - €2.4Trillion • UK spends €260bn per annum • Ireland €8.5bn pa • France published over 240,000 Public Sector tenders in 2016
• ‘COMMERCIAL PROJECTS’ – Only those above ‘EU Threshold levels’ must be published in Official Journal/TED
• EC28 PROJECTS – Priority, fully funded
www.consultingireland.org Published EU Opportunities
• EU Public Procurement accounts for more than 14% of its GDP – Public Authorities (incl. EU Institutions) buy all sorts of Goods and Services from companies – Recent Directives are designed to provide easier and better access for SMEs e.g. European Single Procurement Document (ESPD)
• More than 460,000 calls/tenders/contracts per annum – About €420bn published on Tenders Electronic Daily (TED)
• European Commission (executive arm of the EU) – awards some 9,000 contracts for direct work – Value €2.86bn (2007) www.consultingireland.org PPACT – PUBLIC PROCUREMENT AND CROSS BORDER TENDERING
www.consultingireland.org Tendering / Bidding
www.consultingireland.org Current projects – €3,7 M – 1 year
MINISTRY OF TOURISM ETHIOPIA : Design, develop and produce a package of tourism promotional system and materials MINISTRY OF FINANCE SOMALIA: Trade portal UNDP – JORDAN: Provision of Organization of ARAB Electoral Management Bodies (EMBS) Portal UNITED NATIONS - THE INTERGOVERNMENTAL SCIENCE- POLICY PLATFORM ON BIODIVERSITY AND ECOSYSTEM SERVICES (IPBES) – KENYA/GERMANY Web portal and international online promotion
www.consultingireland.org OBSERVATOIRE DU CODE ÉTHIQUE - DEMOCRATIC REPUBLIC OF CONGO : Web portal UNICEF – NEW-YORK: World digital analytics strategy and search marketing ROYAL AIR FORCE – MINISTRY DEFENCE MOROCCO MINISTRY OF INFORMATION – SOUTH SUDAN Statistical data-base – web portal DOLCETTA/ CONSUMER CLASSROOM – EUROPEAN COMMISSION: International SEO Ministry of Tourism - Belize
www.consultingireland.org Understanding Procedures
Expression Full Contract of Interest Proposal Award
www.consultingireland.org Understanding Procedures • Identify EOI and Tender Requirements – Work/Supplies to be delivered and elements you cannot do – Funder and ‘decision-maker’ (Beneficiary, Funder, CFCU) – Previous country, regional or IFI experience – References – Size, Financial element, specialisations – Any ‘front-runners’? – Know likely competitors • Need for Partners/Consortium Approach – Lead or Junior Partner – Local Partner – advantage or problem (e.g. Regulatory) • Administration Documentation – Financials, Tax clearance, Bank Guarantee, Delivery of Tender
• Bid/No Bid Decision www.consultingireland.org Bid/No Bid - Important Considerations
• Is opportunity ‘Good fit’ for your company/organisation – Project experiences/references • Do you have access to background information – Project Fiche – TORs • Be clear on what you offer • What partners do you need – Junior role in first instance • Lead Partner should have: – Detailed knowledge of project – Good relationship with Beneficiary and Funder www.consultingireland.org Objectives ’believe in your capabilities’
• Review of EOI process – Finding the ‘right tender’ to bid on – How to fulfil basic requirements – T/O, references, finance, specialisations) – Other requirements (partners, pre-bids, delivery system)
• Resourcing – Requirements for international project unit/division – Project management - staffing
www.consultingireland.org ACTIVIS ACORN
Gestion de projet
Maîtrise de procédures des bailleurs de fonds internationaux (Banque Mondial, Commission Européenne, Banque Africaine de Développement, etc)
Expérience de travail dans le secteur public pour les ministères et gouvernements en Europe, Afrique, Asie, Amériques
Expérience en Afrique de l’Ouest e-Tourisme
Conception et développement de site web, e-commerce et mobile à forte valeur ajouté
Re-développement, mise à niveau et modernisation de sites et portails existants
Evaluation des systèmes d’information et des projets web et IT
Référencement naturel multilingue
Search Marketing Multilingue et Acquisition de Traffic : référencement payant, réseaux sociaux et social media optimization, email marketing
Optimisation des conversions web : amélioration de l’expérience utilisateur, web analytique
Stratégie Digital et Cross-Canal, Ecosystèmes Digitaux
Data et CRM
Création de contenu et content marketing www.consultingireland.org
Cartographie : réseau d’acteurs, portefeuille de projets, gestion de domaines de connaissance, tableau de bord de gestion Checklist for EOI
Leader LEGAL ENTITY (making application) Member(s) CONTACT PERSON Details
Based on your annual accounts and latest ECONOMIC AND FINANCIAL CAPACITY projections
Statistics on staff for the current year and STAFF two previous years
Indicate specialist knowledge related to AREAS OF SPECIALISATION the contract – Maximum 10
EXPERIENCE/REFERENCES Your references (no more than 15)
On behalf of the Candidate –e.g. not STATEMENT bankrupt, no filed judgements
www.consultingireland.org REFERENCES - EC
The establishment of the integral Croatian Vessel Traffic Monitoring and Management Ref no 2791 Project title Information System (CVTMIS) Proportion Overall Name of Name of legal carried out No of staff Origin of Dates Country project Name of client consortium entity by legal provided funding (start/end) value (EUR) members, if any entity (%) Ministry of Sea, ASTEC Global Dec 2008- Feb Croatia 150,000 100 2 Transport and EC N/A Consultancy 2010 Infrastructure Detailed description of project Type of services provided analysis of existing technical documentation including at least the Croatian Vessel Traffic Monitoring and Information System (CVTMIS) Study, analysis of tender documentation for Vessel Traffic Monitoring and Global Objective: Information System establishment and VHF Communications Subsystem of Improvement of maritime safety and prevention of pollution from the VTMIS System establishment (as published on CFCA and EuropeAid ships in line with the Directive 2002/59/EC of the European websites), Parliament and of the Council of 27 June 2002 establishing a assistance in monitoring of implementation of supply of Vessel Traffic Community vessel traffic monitoring and information system and Monitoring and Information System and VHF Communications Subsystem of repealing Council Directive 93/75/EEC the VTMIS System covering at least analysis, evaluation and drafting comments on Detailed technical documentation of the final design received Specific Objective: by the contractors for the listed supply contracts (VTMIS and VHF) such as drawings, calculations, coverage diagrams and geographical model as well To provide additional technical expertise and assistance to the as work plan, Managing Authority related to procurement of the equipment of the Vessel Traffic Monitoring and Information System. In particular, the drafting of technical specifications and equipment installation plans for main goal of the activities was to ensure that time critical activities tendering and procurement of equipment assumed to be a part of the VTMIS of implementation of supply and installation were performed as system (as described in Croatian Vessel Traffic Monitoring and Information required by tender dossiers, relevant EU Directives, relevant System (CVTMIS) Study) covering at least: Croatian national legislation as well as state-of-the-art international o Radio Direction Finder Subsystem technical standards. o CCTV Subsystem o Meteorological Sub-system Providing technical advice and support on development of entire VTMIS system. www.consultingireland.org Project evaluation. Checklist for Resourcing
Staffiing MANPOWER Administration Project Managers
TENDER SUBMISSION Tender writers, Experts (Internal /External) Budgets FINANCING Accounting Travel IT Equipment FACILITIES and MARKETING Marketing material, Brochures, Website Offices/Accommodation Quality, Health and Safety POLICIES Separate Legal Entity or Division Your references in various IFI Formats SPECIALISATION Company Profile, Completions Certs Bank Accounts, Performance Bonds OTHERS Partners, International Couriers www.consultingireland.org Shortlist:
. Request for Proposal (RFP)
. Terms of Reference (ToR)
www.consultingireland.org Proposal Structure
I. Technical Proposal
II. Financial Proposal
www.consultingireland.org Tender Submissions
• The most common reason for lack of success is poor choice of tender opportunity
• First Steps – Download all relevant documents – Read Thoroughly – Read the Contract Terms – Have available documentations e.g. Audited Accounts – see Certis – Identify Competitors – Can you do the work, have you the resources and capacity (>25% of T/O then too risky) – Team available to do the response by deadline dates – Do you need partner to complete all elements www.consultingireland.org Writing A Successful Tender Response • Keep it simple
• Address what the Buyer/Beneficiary ask – ONLY that
• Proposed sections – Executive/Management Summary – Contents Table – Introduction – Understanding the Requirements – Approach and Methodology/Solution • How will you deliver the service or product • Who will be involved – their experience • Management of Contract and MM team • Communication between Buyer and Supplier • How will you ensure continuity of Service/Productwww.consultingireland.org Writing A Successful Tender Response
• Other Information – Case Studies/Customer and Project References – Staff CVs – Added Value aspects – Alternative offer – better way of doing it but in Separate Section (appendix) – Standards and Procedures – Commercial Sensitivities – mark clearly sections that contain confidential/sensitive information. • Review Cycle and Sign-off • Submitting Hard Copy – number of copies, envelope and binding, hand delivery or otherwise • Submitting Electronically – Know how to use system, check word limitations, save and record
www.consultingireland.org BID PLAN
• BID TEAM – Bid Manager – Technical Experts – Contributors – Tender Writers – Administrators – Proof Readers – Fault-Finder – pessimistic reviewer with ‘cold eye’
www.consultingireland.org Appoint a Bid Manger Bid Plan Item Description Responsible Deadline Notes Distribution & reading of RFP; Datasheet; Instructions; 1 ToR; ALL relevant information and requirements; All All members of Consortium 29/10/2012 Forms 2 Info on project, competition key issues All members of Consortium 29/10/2012 3 Prepare Tech Proposal Framework ASTEC 02/11/2012 4 Suggested Experts' CVs All members of Consortium 09/11/2012 5 Evaluate Experts and Choose CVs ASTEC 13/11/2012 All members of Consortium / 6 Agree Experts' Fees 13/11/2012 Experts Relevant Consortium 7 Request Input into Methodology from Experts 13/11/2012 Members 8 Experts to sign and send SoEs Experts 16/11/2012 9 Experts' Diplomas, References etc. to be sent to ASTEC Experts 18/11/2012 10 Initial Budget All members of Consortium 19/11/2012 All members of Consortium / 11 1st Draft Methodology & Approach 19/11/2012 Experts 12 Last Day for Clarifications All members of Consortium 19/11/2012 ASTEC to receive All Forms, Declarations & Official 13 Documents from partners, in original / copy as All members of Consortium 27/11/2012 specified All members of Consortium / 14 Finalise Methodology and Work Plans. 30/11/2012 Experts 15 Finalise Budget ASTEC 30/11/2012 Finalise Experts' CVs tailored to include Key Words All members of Consortium / 16 03/12/2012 from ToR Experts 17 Quality Check & Complete Bid ASTEC 04/12/2012 18 Print, copy, bind & Hand in Bid ASTEC 05/12/2012 www.consultingireland.org 19 Deadline for Submission ASTEC 10/12/2012 Proposal Structure Technical Proposal – Standard Forms • Technical Proposal Submission Form
• Consultant’s Organisation
• Consultant’s Experience
• Comments or Suggestions on the Terms of Reference
• Approach, Methodology
• Work Plan, Work Schedule and Planning for the Deliverables
• Team Composition, Key Experts’ Inputs, and attached Curriculum Vitae www.consultingireland.org Proposal Checklist
All Sections of both Technical and Financial Proposal are completed
All Administrative Documents are included
Both Proposals are packaged and addressed in accordance to the instructions in the Invitation to Tender or RfP
www.consultingireland.org Selection Criteria To qualify to tender, economic operators must:
1. Minimum Levels of Financial, Economic, Technical and professional capacity necessary to carry out contract – Use of ESPD form 2. Minimum Levels e.g. Reference sizes, Financial standing, size of projects (e.g. two individual projects with certain turnover) – Consortium and partnering can help in many cases as combined totals 3. Project completion certificates, Audited Accounts, qualification of staff/experts
www.consultingireland.org Consortium Management
• Management Fee – Small Projects 10 - 12% – Large Projects 5 - 7% – Other cases where lead firm may not be management firm • Management Responsibilities – Timely payments – Communication on behalf of the Consortium – M&E; Quality Assurance – Reporting • Consortium Meetings
www.consultingireland.org Inputs/Tasks
• Inputs per consortium member – how the work will be divided up
• Number of experts, number of days
• Members’ responsibilities – Carrying out tasks – Supporting own experts – Quality assurance on outputs
www.consultingireland.org Profit & Payment
• Related to inputs (margin on experts)? or a percentage of overall margin, irrespective of number of experts put forward?
• Payment schedules (normally based on Contracting Authority’s payment schedule)
• Requirements for payment – signed timesheets, proof of expenses?
www.consultingireland.org What else to include?
• Confidentiality & Non-disclosure • Communications within consortium and with CA • Duration of Agreement • Intellectual Property rights • Applicable Law; Liability • Consequences of not complying; Dispute resolution • Ethics / Code of Conduct
www.consultingireland.org Pre-Bid Agreement
• Joint Venture Agreement, Teaming Agreement, MOU, Consortium Agreement etc. • Governs each member’s rights and responsibilities during the bidding and implementation process • Benefits – Members agree on key points such as exclusivity, profits, fees, and division of work – Reduces potential project conflicts
www.consultingireland.org When?
Pre-Bid Agreement
Expression Full Contract of Interest Proposal Award
www.consultingireland.org What to Include?
• Rights and Obligations of members • Inputs • Profit & Payment • Management Responsibility and Fees • Allowable Expenses • Follow-on work? Requirement to bid together?
www.consultingireland.org Terminology
Be clear with the terminology • Include dates, name of project, names of all partners, addresses etc. – Name the Lead / Associate partners • “X and Y are entering into a Joint Venture for the purpose of this project” • “X will be the Lead company but both companies will be jointly and severally liable” • Legally binding or not? • Have the PBA reviewed by Solicitor / Legal Dept. perhaps?
www.consultingireland.org Other Requirements
• Local Partners – built up over the years • Database of experts • Knowledge of EC procedures and rules • Project Management experience • Support for experts • Interaction with Beneficiary/EU Institutions • ToRs sent to partners within one work day • Evaluation sheet circulated and scored • Accept CVs/companies from all sources
www.consultingireland.org ‘Best Practice’ / General Tips
www.consultingireland.org ‘Best Practice’
• Choose Tender carefully • Be Prepared – ‘Fail to Prepare, Prepare to Fail’ • Seek Clarifications early in the process • Determine what evaluators wants • Partner/Collaborate/engage Tender Writers • Answer the ToR – no waffle/padding • USP – Play to your strengths • Check Proposal • Keep Bidding - shows commitment – If you loose find out who won – possible subcontract or future partnership • Review Process and Learn www.consultingireland.org General Observations/Tactics • BE AWARE if first time you hear is when Tender issues, it is generally too late – somebody has written the tender, – you been asked to bid to create competition e.g. EBRD – Winner already identified (this is where you need market Intelligence) To Counteract this: • Early Positioning/’Upstreaming’ • Network – get to know the client, go to events where evaluators or contractor might be - ‘Meet the Buyer’ events • Narrow your focus to certain departments subject areas • No prior experience – then bid as junior partner first or for smaller contracts – BID and do not make excuses www.consultingireland.org General Observations/Tactics (2)
• Do tailored project references (commercial experience) for tenders • Do not assume anyone knows you e.g. HP case • Checklist and respond on time e.g. Danish bid by DHL • Know key vendors, competitors, local contacts • Bid strategy – determine what you can offer from outset and not overpromise (lose money here) • Good and clear management summary of offer in the tender • Differentiate be innovative but fulfil the ToR • Multi discipline team • Bid Plan • Ask yourself and client what you could have done better www.consultingireland.org Contact Details
ConsultingIreland, Kingsbridge House, 17-22 Parkgate Street, Dublin 8, Republic of Ireland.
Telephone: +353 1 675 3835 Web site: www.consultingireland.org E-mail: [email protected] [email protected] Thank You
www.consultingireland.org Working as a Consultant
www.consultingireland.org WorkingWorking asas a consultant/expertConsultant • CV in proper format • Know if you are ST or LT expert • Determine acceptable rates – do/not do • Registered on relevant websites – follow job advertisements etc • References completed and testimonials attached • Market yourself • In multiple languages if available • Find out main players – multi sectoral • Feast or Famine www.consultingireland.org Opportunities
www.consultingireland.org Opportunities
• Jobs for individuals e.g. WB ADB • Jobs listings • Tracking systems e.g. WB, TED system • Know how to submit a tender • Emphasise broad skill rather than only niche • References included with contact numbers • Local experience is relevant • Contact Consulting firms Chambers regional agencies, other experts
www.consultingireland.org Finding the Expert
www.consultingireland.org Marketing/promotion of your CV – finding CV’s
• Build a database – as FWC we are contacted • Post jobs on Devex, Assortis etc • Ask from other companies, IFIs • Other Experts, locals, multinational • LinkedIn
www.consultingireland.org Building the CV
www.consultingireland.org Building the CV
• Do in IFI formats • Register on databases, LinkedIn etc • Send to active market participants • Have references available • Contact IFI e.g. EBRD e.g. TAM Programme • Promote when on-site
www.consultingireland.org Introduction to the Experts
Brief summary of the proposed experts’ experience – table form (optional) referral to Annex for full CVs
www.consultingireland.org WorldWorld Bank Bank CV CV
www.consultingireland.org Strategy
www.consultingireland.org My Market Approach - Way Forward • Develop Business Plan – Policy and Strategy Obtain Board/Director level support • Target sector and funder - Long term strategy needed to show commitment • Determine availability of Funds - ‘follow the money’ • Visit client/location – to understand priorities • Visit relevant IFIs and Clients to get better understanding of opportunities – visit before bid
www.consultingireland.org Way Forward (2) • Develop References and profile – first question you will be asked by a potential Partner. • Look for Local and International partners - Engage with other firms/consultants • Junior consortia member initially (if limited experience) • Submit a number of EOIs and Tenders – to show commitment/interest • Do not give up after first loss - Review reasons for losses
Keep current and embrace change/diversify – particularly true for those in ‘Niche’ business areas
www.consultingireland.org International Tender Opportunities • Opportunities can be tracked in 200+ countries • Tenders from 140 Donor Agencies – Multilateral (e.g. EC, WB) and Bi-lateral (e.g. DFID, SIDA) • EC €140bn per annum – largest IFI • Emerging markets and other countries such as Ireland, UK, Qatar, US • Over $800bn Public Sector tenders per annum (excludes other local tenders) • Average 200,000 live opportunities on any given day • 5,000 new tenders each day – 1.5m tenders per annum • If you bid on Irish e-Tenders then you should do so here
‘More opportunities elsewhere – and less competition’
www.consultingireland.org www.consultingireland.org PPACT – PUBLIC PROCUREMENT AND CROSS BORDER TENDERING
www.consultingireland.org