Consultant Opportunities with the EBRD

Transcription

1 Consultant Opportunities with the EBRD Mr Andrea Baldan Head of Operations Technical Cooperation Team Lisbon (P), 21 st and 22 nd March 2013

2 6 things you need to know in order to be successful in providing consultancy services to the EBRD 5 W s 1. Why does EBRD need consultancy services 2. Where does EBRD operate and are services needed 3. When are consultancy services needed 4. What kind of consultancy services are needed 5. Who are the key players in EBRD and their roles (and whom are you offering your services to) and 1 H 1. How does EBRD select consultants (incl eselection)

3 1. why?

4 Bank s operations Consultancy services are provided to support the Bank s operations and projects: projects in both private and public sector, providing direct funding for financial institutions, infrastructure and other key sectors. investments helping to develop skills, improve efficiency and strengthen institutions.

5 Value of Consultancy Contract Awards in (Mil EUR)

6 why should you be interested

7 2. where?

8 Where we operate May 2012 more than half bankers based in the regions

9 where : Consultancy Contracts Awarded per Country (share of value) in 2012

10 where : Consultancy Contracts Awarded per Sector (share of value) in 2012

11 3. when?

12 when : Consultancy Services and project cycle Final repayment Initiation Final maturity Concept clearance [Sale of equity] Repayments Disbursements Project Implementation Consultancy Services Concept/ structure review Signing Final review Board approval Publication of Board approved Projects Project Preparation Consultancy Services Publication of Project Summary Document

13 4. what?

14 what : type of Consultancy Services To assist the Bank s Clients with: Project Preparation feasibility studies, project design, environmental impact assessment Project Implementation: capacity building, institutional development, eg. project implementation units project supervision: Independent Engineer To assist the Bank with: due diligence (technical, financial, environmental, integrity etc) project monitoring, lenders technical supervisor Policy dialogue / legal reform

15 what : funding sources available for consultants Technical Co-operation Funds from: Shareholders Special Fund established with the Bank s net income, operational since July 2008 Other untied Donor funds (e.g. Japan, Sweden, Norway, Multi Donor Fund for Early Transition Countries, European Union), Western Balkans Fund Bank Administrative Budget Loan Proceeds

16 Contract Awards by Funding type m 55.37m 23.39m m 55.36m 15.09m m 50.79m 16.04m m 48.94m 2.57m TC Funds Bank's Budget Public Sector Loan Proceeds

17 what : Technical Co-operation Focus on: Initiatives to address economic crisis e.g. FI Institution Building and Targeted Crisis Response Framework Facilities, Trade Facilitation Programme Crisis Response Training programmes, Risk Management Advice Sustainable energy financing facilities incl. renewable energy and climate change Infrastructure including Municipal and Environmental Infrastructure & Transport and PPP s Support institution building and training e.g. Enterprise Growth Programme (EGP), Crisis Response Programme, Legal Transition Programme (LTP); Policy Dialogue

18 what : an example of Municipal and Environmental Infrastructure (MEI) Sector The MEI sector covers: direct revenue earning services water supply, waste-water collection and treatment, solid waste management, district heating, natural gas distribution and urban public transport Infrastructure urban roads, environmental clean-up operations Environmental services, such as industrial and hazardous waste management, that may be organised nationally or outside local government responsibility.

19 what MEI Standard Consultancy Assignments and Types of Specialists 1. Financial Audit (auditors) 2. Feasibility Study (sector engineers, environmental, financial, legal experts) 3. Environmental Impact Assessment (environmental experts) 4. Financial and Operational Performance Improvement Programme (FOPIP) - (financial, management information system, corporate restructuring experts) 5. Legal Due Diligence - (legal experts)

20 what MEI Standard Consultancy Assignments and Types of Specialists 6. Financial Due Diligence (financial experts) 7. Corporate Development Programme (financial, legal, management information system and IT, business planning experts) 8. Project Implementation Unit; Procurement Assistance (procurement experts) 9. Creditworthiness Enhancement Programme (financial, legal, sector regulation experts) 10.Public Service Contract (legal, corporate, financial experts)

21 5. who?

22 who : Projects Countries Sectors About us What we do Who we are Where we are Who we work with ( ) Working with us Project financing Procurement (see next!) Trade Loan syndications Advice and support Jobs at the EBRD Procurement Notices

23 who :: procurement in ebrd.com Consultancy Services - Consultant opportunities (procurement notices) - eselection -Data & reports

24 who : Technical Cooperation Team (former CSU) Provides technical advice and operational support to the Bank and its Clients when selecting and engaging consultants. Is responsible for compliance with the Bank s Procurement Policies and Rules with donors rules. Chairs evaluation Committee s for selecting consultants (Bank selected) and approves evaluation recommendations (Client selected) with a supervisory and procedural role

25 who : Banking department Banking teams: carry out EBRD s lending and investment operations; consultancy services are used to support these operations When consultancy services are for the benefit of the Bank, Banking members are key players in project preparation, consultants selection manage the consultants during delivery of the services

26 who : the Client s role The Client: select consultants where the Client is the main beneficiary of the services (mostly project implementation) responsible for all aspects of the procurement of contracts: invites, receives, evaluates tenders, awards contracts Signs consultancy contracts with the consultant. EBRD channels TC funds through a grant agreement with the Client. The Bank reviews and monitors the tender process, assists in contract administration, pays consultants once Client approves invoices.

27 who : the contracting structure EBRD Approving Invoice Grant Agreement CLIENT Payment Invoice Consultancy Contract CONSULTANT

28 Small Business Support (SBS) SBS provides small businesses with tailored advisory services Opportunities for experienced consultants and advisors to share their expertise and help develop enterprises across the EBRD region Targets SMEs in need of management strengthening and/or enterprise restructuring almost 2000 projects to date Utilises international advisors with minimum of 15 years executive experience and specific expertise

29 EGP Advisors EGP advisors enable enterprises to make structural changes and develop new business skills Current advisors have experience across a wide range of industries and sectors:

30 Working as a Senior Industrial Advisor Daily fee rate, + per diems and int l travel expenses Visits every 4-6 weeks, over an 18 months assignment How to apply: Visit Contact Dennis Keller, Adviser Relations, at egpadviser@ebrd.com if you have further questions

31 how? How does EBRD or its Clients select consultants? Strategy for winning contracts (eselection for Consultants)

32 Procurement Policies and Rules (PP&R) Revised Procurement Policies & Rules (PP&R) May 2010 Fundamental principles of non-discrimination, fairness and transparency Harmonisation with other International Finance Institutions (IFIs) New thresholds for consultant selection procedures

33 Procurement Policies and Rules (PP&R) Section 5.1 of Bank s PP&R: The main concern when choosing consultants should be the quality of the services provided.

34 Main Selection Methods (1) QUALITY-BASED SELECTION: No consideration of price during selection, highest-ranked Consultant is invited to negotiate the contract, generally for (i) very complex assignments which can be carried out in substantially different ways and cost proposals may not be comparable (ii) assignments with large downstream impacts (iii) contracts below EUR 300,000

35 Main Selection Methods (2) QUALITY- AND COST-BASED SELECTION: Selection based on quality (approx. 80%) and price (approx. 20%), for (i) standard assignments (ii) scope of services are well defined and parties can estimate with reasonable precision the required input, staff time, duration etc. (iii) contracts above EUR 300,000 if standard and not complex

36 Overview of Selection Procedures for Consultant Selection (EBRD or Client) Direct Selection (quality-based selection, less than EUR 75,000) Select consultant Negotiations Contract Selection from Shortlist (quality-based selection, EUR 75,000 EUR 300,000) Call for expressions of interest Long list Shortlist Select consultant Negotiations Contract Evaluation of Proposals (quality- & cost-based selection, EUR 300,000 and over) Call for expressions of interest Long list Shortlist Proposal (tech & fin.) Select consultant Negotiations Contract

37 Consultancy Contract Awards (share of value) by Consultant Selection Method 2011 vs 2012

38 Selection Procedures: Direct Selection Quality-based selection (less than EUR 75,000) The Executing Agency (EBRD or Client) selects without competitive selection Bank may negotiate on budget, team composition and contractual terms How does the Client or Bank choose for direct selection? How can consultants improve their chances of being awarded Direct Selections?

39 Selection Procedures Selection from Shortlist Quality-based selection (EUR 75,000 EUR 300,000 for firms and EUR 75,000+ for individual experts) Generally begins with a Procurement Notice requesting expressions of interest on the Bank s Website The Shortlisting Committee creates a shortlist of firms who are ranked according to technical merit The top ranked firm is sent the Terms of Reference (ToR) and invited to submit a workplan and budget When negotiations are successful, contract is awarded If negotiations fail, second ranked firm is contacted

40 Selection Procedures Evaluation of Proposals Quality- & cost-based selection (EUR 300,000 and over) Procurement Notice and shortlisting of firms 1. generally between 3 and 6 firms 2. normally no more than 2 consultants from the same country 3. normally requires at least one qualified consultant from one of the Bank s Countries of Operation Shortlisted firms are sent the Request for Proposal (RFP) package

41 Selection Procedures Evaluation of Proposals RFP 4 (Evaluation Criteria) Key Points: 1. Firm s project experience 2. Methodology, work plan, 3. Calibre/CVs of experts 4. Local language, local presence/input 5. Financial proposal generally 20%

42 Selection & Contracting Timeframe Direct Selection Selection from Shortlist Evaluation of Proposals 7-14 days 5-7 weeks 4-6 months Always depends on circumstances of individual case (could be longer if Client selects/contracts which is not fully familiar with EBRD standard procedures)

43 Clarifications and Debriefing Before deadline for submission expires, request clarifications from Bank or Client If unsuccessful you may ask for a debriefing when selection process is completed Complaints to be sent to Bank or Client with a copy to the Director of the Banking Department Team and the Director of the Procurement Department

44 and the winner is Strategy for Winning Contracts

45 Strategy for Winning Contracts General considerations: What is level of competition? Be selective do you have any comparative advantage? Who will select/contract? EBRD or the Client? Is addressee banker or municipality? One step (selection from shortlist on basis of expressions of interest only) or two steps (expression of interest and request for proposals)?

46 Strategy for Winning Contracts One step after the other: 1. Focus on smaller assignments first (the first contract with EBRD enables you to demonstrate your excellence) 2. The expression of interest (EoI) matters (starting point) 3. Carefully assess submission requirements / evaluation criteria Procurement Rules (e.g. Conflict of Interest?) Eligibility Deadlines Cost Estimate? Specific submission / evaluation requirements?

47 Strategy for Winning Contracts Assess Notice & Evaluation Criteria (1) What are the specific submission requirements/evaluation criteria for EoIs/proposals? Project references: Previous similar project experience? Similar budget/duration? Similar services/objectives/ activities? Similar country/region? Key experts/cvs: Relevant previous professional experience? Language requirements? How many key (!) experts? For proposals: Methodology, comments on Terms of Reference ( ToR ), workplan Pay attention to detail! Is your expression of interest/proposal responsive?

48 Strategy for Winning Contracts Assess Notice & Evaluation Criteria (2) Be pragmatic when drafting EoI or proposal Main objective is to address the requirements in the procurement notice or Request for Proposal package and to be awarded the contract Main objective is not to describe how to successfully carry out the assignment in the technical proposal

49 Strategy for Winning Contracts Join Forces (1) Be realistic can you match the submission/evaluation criteria? If not, consider consortia or sub-contracting opportunities, identify potential local, regional or international partner firms to complement your firm s strengths (know-how, project references, key experts) engaging external experts to satisfy requirements related to key personnel

50 Strategy for Winning Contracts Join Forces (2) Know the market. Research and assess: (1) Contracts awards (2) Previous shortlists for similar assignments (3) Statistics EBRD information available in Also check similar webpages of EU, World Bank, IFC etc.

51 Strategy for Winning Contracts Be Kind to the Evaluators (1) The key is to enable the evaluators to quickly and easily find and assess the relevant information Remember Pascal who wrote: I would have written a shorter letter but I did not have the time!

52 Strategy for Winning Contracts Be Kind to the Evaluators (2) Consider your application from perspective of evaluation committee - are you able to easily assess your firm s strengths and compliance with evaluation criteria? Submit documents that are 1. tailored (adapt your regular standard documents) 2. focussed (all key points/evaluation criteria addressed?) 3. concise (table of content, clear structure & headlines, easy to assess, short sentences, use tables instead of running text when appropriate etc.) 4. accessible (submit one pdf-file not many)

53 Strategy for Winning Contracts Avoid the Big Don ts Do not submit financial offer when selection is based on quality (unless otherwise requested), in particular never add financial offer to EoI! Seal financial offer (ensure confidentiality!) eselection locks the financial offer Do not apply if your firm is not eligible (check eligibility clause in notice) Do not submit late Do not liaise with EBRD/Client after publication of notice (apart from requests for clarifications via instructions) Do not stay silent on conflict of interest!

54 Strategy for Winning Contracts Be Up to Date Monitor developments in the relevant sector/country, by donor/ifi Monitor EBRD s website for Procurement Opportunities Subscribe to EBRD eselection and procurement alerts

55 Information available under EBRD Procurement EBRD s new projects Project pipeline and executing agencies Lists the latest public and private sector projects approved by the EBRD Procurement notices for consultancy assignments Consultancy contract awards and shortlisted consultants (These pages are regularly updated) Major contracts that were awarded in operations financed by the EBRD

56 how does EBRD select consultants eselection for Consultants

57 eselection for Consultants This is a web based application intended to provide: More transparency More efficiency Wider participation in competition Level playing field

58 eselection: Benefits for Consultants Subscribe for electronic notification about new opportunities by industry sector and area of expertise to increase competition Submit expressions of interest & proposals (including financial proposals) on-line/electronically Consultant can view the status of application, manage participation in selection processes and monitor the progress of any selection process Cost reductions as a result of on-line submissions

59 eselection - Register here Click here to view procurement notices Send a query or request assistance Sends with link to reset password

60 Contacts in EBRD Project enquiries (existing EBRD projects only) Tel: +44 (0) / fax: +44 (0) Business Development and project proposals Tel: +44 (0) / fax: +44 (0) General enquiries Tel: +44 (0) / fax: +44 (0) Procurement opportunities via web site: Publications Tel: +44 (0) / fax: +44 (0) Technical Cooperation Team Tel: +44 (0) / fax:+44 (0) Small Business Support Tel: eselection Tel: +44 (0) / Fax: +44 (0)

61 Lesson learned Audentes Fortuna iuvat but give Fortuna a little help: participate to EBRD opportunities!

62 Questions? He must be very ignorant for he answers every question he is asked. Voltaire

63 Thank You! Mr Andrea Baldan Head of Operations Technical Cooperation Team +44 (0) (0)