EBRD Consultancy Opportunities for Turkish EHSS Consultants Strategy for Winning Contracts

EBRD Consultancy Opportunities for Turkish EHSS Consultants Strategy for Winning Contracts Georgia Vasiliadis, Principal Advisor Technical Cooperation, EBRD Ankara, 13 April 2015

What is the European Bank for Reconstruction and Development?

What is the EBRD? EBRD founded in 1991; 2 years after fall of Berlin wall. Invested EUR 86bn in 4,000 projects since 1991. EUR 8.5bn invested in 2013 in 392 projects. Private sector ~ 80% of EBRD finance. Owned by 64 countries and two inter-governmental institutions (EU and EIB). AAA/Aaa rated multilateral development bank. Capital base of 30 billion. Recent additions of Turkey, Tunisia, Egypt, Morocco and Jordan (SEMED) and now Cyprus! Unaudited data as at 31 December 2013

EBRD Countries of Operation More than half of our bankers are based in the region

EBRD s Key Strategic Focus Promotes transition to market economies and social inclusion in its countries of operation Increase policy dialogue activities and integrated approaches (combining policy and project work across countries/sectors) Continue to develop Sustainable Energy Initiative (SEI) Develop projects related to Resource Efficiency (food and water security) Development of local capital markets and local currency lending New focus on social inclusion as part of EBRD projects

Why should you be interested in working with the EBRD?

Volume and value of consultancy contracts Year EBRD total million consultancy contracts EBRD total number of contracts 2008 120 2,434 2009 137 2,821 2010 175 2,820 2011 169 2,797 2012 168 2,764 2013 173 2,879 2014 166 2,734

Consultancy contracts awarded per country/region (share of value) in 2014

How do you get started? 16 April 2015 9

www.ebrd.com All procurement notices for client- and Bank-led selections are displayed on www.ebrd.com/work-with-us/procurement/ consultancy-services 16 April 2015 10

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Group Exercise Reviewing a Procurement Notice

Procurement Notice - Key Features Short Description of Services Consultant Profile Minimum requirements ( must, should, preferably ) Submission Requirements Contracting Entity (EBRD / Client) Cost Estimate, Funding Source Eligibility Criteria Notes Procurement Method, Shortlist Criteria No terms of reference

Procurement Notice: Considerations Are you eligible? Donor restrictions Conflict of interest Do you meet all the minimum requirements? Late submission (and what to do if you are running out of time) Remember monitor procurement notices for updates!

eselection 16 April 2015 18

eselection eselection ensures transparency, efficiency, level playing field and cost reductions as a result of on-line submissions for Bank-led selections: Consultants can: (1) Subscribe for electronic alerts about new opportunities by industry sector and area of expertise: https://eselection.ebrd.com/suite/ (2) Submit expressions of interest & proposals (including financial proposals) on-line (3) View the status of an EOI, manage participation in, and monitor progress of, selection processes

Register on eselection: https://eselection.ebrd.com/suite/ Register here Click here to view procurement notices Send a query or request assistance Sends email with link to reset password

How to register on eselection 16 April 2015 21

eselection Important Things to Note Always access eselection via Internet Explorer eselection will communicate with you via the e-mail address that you register for your account. If the e-mail address changes, you must let us know. You will register in eselection as an individual or firm. Individuals registered in eselection cannot express interest for procurement notices aimed at firms, and vice-versa. eselection is only used for Bank-led selections If you have problems with eselection, contact the named advisor in the procurement notice for help 16 April 2015 22

Consultant Selection Procedures 16 April 2015 23

Overview of Selection Procedures for Consultant Selection (EBRD or Clients) 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) Procurement Notice Expressions of Interest Shortlist Select consultant Negotiations Contract Evaluation of Proposals (quality- & cost-based selection, EUR 300,000 and over) Procurement Notice Expressions of Interest Shortlist Proposal (tech & fin.) Select consultant Negotiations Contract Firms and Individuals Only Firms

Selection Procedures: Direct Selection Informal selection process (less than EUR 75,000) The Executing Agency (EBRD or Client) sends the Consultant the Terms of Reference (ToR) Bank/Client negotiates on budget, staffing and contract terms Consultants can improve their chances of being awarded directly selected contracts by: Sending their details to their local EBRD resident office and/or relevant department in the Bank s HQ Asking for a meeting with Bank staff Submitting EOIs for selections from a shortlist to get on EBRD radar

Selection Procedures: Selection from a Shortlist and Evaluation of Proposals Selection from a Shortlist (SSL): EUR 75,000 to EUR 299,999 for firms and EUR 75,000+ for individuals Evaluation of Proposals (EOP): EUR 300,000 + for firms only Both procedures usually begin with a procurement notice calling for expressions of interest on the Bank s Website: http://www.ebrd.com/work-with- us/procurement/ notices/consultancy Services Notes at the end of the procurement notice state whether this is a one-stage (SSL) or two-stage (EOP) procurement process Format of procurement notice is the same, whether procurement process is SSL or EOP 26

Selection from a Shortlist: Basis of Evaluation Key criteria for Expressions of Interest: Consultant s previous relevant project experience by subject matter sector track record in specific countries Calibre/CVs of experts proposed to carry out the assignment Other factors if relevant (local language, local presence/input) No workplan or financial proposal is requested at this stage

Selection from a Shortlist: One-Stage Process Shortlisting and Contracting Shortlist Committee creates a shortlist of 3-6 firms who are ranked according to technical merit. Normally no more than 2 consultants from the same country Normally requires at least one qualified consultant from one of the Bank s Countries of Operation The top-ranked firm is sent the Terms of Reference and invited to submit a workplan and budget. Bank/Client may negotiate on budget, team composition and contractual terms. If negotiations fail, second-ranked firm is contacted. When negotiations are successful, contract awarded.

Evaluation of Proposals: Two-Stage Process Two-stage process for assignments of EUR 300,000 + (firms only): Stage 1 Selection from a Shortlist, followed by Stage 2 Evaluation of Proposals Procedure identical for one-stage Selection from Shortlist until the shortlist of 3-6 firms is created (i.e. procurement notice published and shortlist established). 3-6 shortlisted firms are sent the Request for Proposals (RFP) - see next slide.

Evaluation of Proposals: Request for Proposals RFP package for Bank-Selected EOPs RFP1 - Data Sheet RFP2 - Standard Instructions to Consultants RFP3 - Forms RFP4 - Evaluation Criteria and Methodology RFP5 - Terms of Reference RFP6 - Contract Template NB now Harmonised with other IFIs for Client- Selected EOPs

Evaluation of Proposals: Evaluation Criteria Evaluation Criteria Calibre of staff Methodology and work plan Experience and capability of Consultant (by subject matter; Experience in Countries of Operation or similar) Other (local language; local input)

Evaluation of Proposals: Price as a Factor Generally a Quality Cost Based Selection (QCBS) = a 2 Envelope System. The norms are: o Technical proposals: weight of 80% and only when technical thresholds are met o Financial proposal: weight of 20% Financial proposals are submitted in a sealed envelope (clientled selection) or in a locked file in eselection (Bank-led selection) Financial proposals of those firms that pass the minimum technical evaluation thresholds are only opened once the technical evaluation is complete and approved by the Bank Technical and financial scores are calculated according to the pre-stated formula in the RFP package.

Consultancy Contracts

Contracts: Negotiations begin with the top-ranked firm. If negotiations fail, second-ranked firm is contacted. When negotiations are successful, contract awarded. Generally the main beneficiary of the services (EBRD or its Client) contracts the consultant. EBRD will only contract on the basis of its own contract template Some room for negotiation - some clauses are non-negotiable Payment terms and advance payments must be appropriate to the assignment EBRD pays consultant directly when it contracts EBRD pays consultant directly when client contracts subject to client s approval of consultant s invoice

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts

Strategy - Summary 1. Be prepared 2. Be strategic 3. Consider the evaluators perspective 4. Tips on drafting your EOI / Proposal

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Be prepared Section 2 Section 3 Section 4 Check EBRD procurement notices regularly http://www.ebrd.com/pages/workingwithus/procurement/ consultancy.shtml EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Be prepared Section 2 Section 3 Section 4 Look up EBRD contract award notices/shortlists http://www.ebrd.com/pages/workingwithus/procurement/reports.shtml EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Be prepared Section 2 Section 3 Section 4 Useful links (1) Factsheets for EBRD countries, key sectors and themes: http://www.ebrd.com/pages/research/publications/factsheets.shtml#country (2) EBRD country strategies: http://www.ebrd.com/pages/country.shtml (3) EBRD sector strategies: http://www.ebrd.com/pages/sector.shtml (4) EBRD project case studies: http://www.ebrd.com/pages/project/case.shtml (5) Sector-specific information, for example on Sustainable Energy Financing Facilities (SEFF): http://www.ebrd.com/pages/sector/energyefficiency/sei/financing.shtml (6) Environmental & Social Impact Assessments: http://www.ebrd.com/pages/project/eia.shtml (7) Project Summary Documents (with references to required consultancy support): http://www.ebrd.com/pages/project/psd.shtml EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Be prepared Section 2 Section 3 Section 4 Extract from a Project Project Summary Documentt NTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 2 Section 1 Section 3 Section 4 Be strategic Preparation is key (see previous section and links) Liaise with EBRD bankers, Resident Offices, Clients, international consulting firms Important: Once the EBRD publishes a procurement notice, all communication related to the assignment shall be via the contact person named in the procurement notice. EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 2 Section 1 Section 3 Section 4 Be strategic Consider focusing on smaller assignments awarded via Direct Selection or Selection from Shortlist first (the first contract with EBRD enables you to demonstrate your excellence) Be selective. Do you have any comparative/ competitive advantage (e.g. expertise in the region, relevant linguistic skills)? Level of competition? What sort of firms normally compete in and win this type of contract? EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Be strategic Section 3 Third section Section 4 Fourth section Carefully assess submission requirements / evaluation criteria as per procurement notice: Procurement Rules e.g. conflict of interest? Eligibility Tied funding? Competitive advantage? Deadline achievable? Cost estimate budget viable? Specific submission evaluation requirements? EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 2 Section 1 Section 3 Section 4 Be strategic Particularly for RFPs, Review documents early and submit questions in writing Ensure you meet the minimum requirements (check Consultant Profile in the Procurement notice or RFP) Check logistics (reliable translators/couriers etc) Consider joining forces - consortia or sub-contracting (but beware 5.5 (b) of the PP&R, regarding participation in multiple EOIs.) Consider engaging external experts to satisfy requirements related to key personnel BRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 2 Section 1 Section 3 Section 4 Be strategic Know the market and do your research: (1) Contract awards by EBRD and other donors (2) Previous shortlists for similar assignments for EBRD and other donors (3) Statistics Links of other donors: 1. EuropeAid https://webgate.ec.europa.eu/europeaid/online-services/ index.cfm? ADSSChck=1284977262222&do=publi.welcome&userlanguag e=en 2. World Bank http://web.worldbank.org/wbsite/external/projects/ 0,,menuPK:51565~pagePK:95864~piPK:95915~theSitePK: 40941,00.html 3. United Nations Development Programme (UNDP) http://procurement-notices.undp.org/view_awards.cfm 4. Asian Development Bank http://www.adb.org/site/business-opportunities/operationalprocurement/consulting/contracts-awarded EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Evaluator s perspective Section 4 Key Questions: Who will evaluate the EOIs/Proposals? Who will contract the selected firm? EBRD or the Client? Client s evaluators may be managers of private company, civil servants or employees of municipality EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Evaluator s perspective Section 4 Consider your application from perspective of evaluation committee. Will they be 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) focused (are all key points/evaluation criteria addressed?) (3) concise & consistent (table of contents, 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) EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips Drafting tips for EOIs 1. Firm profile (including sub-contractors) 2. Relevant experience 3. Experts CVs 4. Consultant s Declaration and Contact sheet EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips Firm profile (including sub-contractors) No compulsory template for economic & financial capacity, staffing figures nor areas of specialisation of the firms Give a brief overview of the firm/group of firms including company profile, organisation and staffing; Highlight strengths of your firm/group of firms in relation to the notice EBRD usually does not require company registration or employment certificates, unless to prove eligibility or specifically requested in notice EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips Relevant Experience Project References No compulsory template at EOI stage Check Submission Requirements in the Procurement Notice Give an indication of: contracting parties (client, consultant) your role (lead, consortium, subcontractor) timeframe, value, input Focus on substantive experience (e.g. engineering firm: preliminary studies / feasibility study / design / project supervision ) No certificates of completion required n: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips Sample Project Reference (only required in EOP as part of RFP) Reference No. Assignment Title: Name Firm Country Overall Assignme nt Budget (EUR) Proportion carried out by Consultant (%) Detailed Description of Assignment 1) Background 2) Overall Objectives No of Staff provide d Name of Client (public/ private) Funding Source/ Donor Duration Consulting Services Provided 1) Key Tasks per Objective 2) Activities per Key Tasks Partners 3) Results/Outcome 3) Deliverables/Outputs EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips Experts CVs Required experts: listed in procurement notice Additional experts: at consultant s discretion (but stay focused) Check availability of listed experts before submitting EOI No compulsory template at EOI stage CV should include requested and relevant information: o Identity of expert (name, nationality) o Education, employment history o Languages and IT skills o Relevant skills / experience should be emphasized EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips Sample CVs (only required in EOP as part of RFP) Assignment Title: Duration: (m/year) to (m/year) Country: Company/Client/ Donor: Expert s Position/ Job Title: Description:! Relevant Responsibilities/Tasks! Relevant Activities! Relevant Deliverables/Outputs EBRD Classification: INTERNAL

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips Consultant s Declaration and Contact sheet need to be completed, signed and included in EOI Download: http://www.ebrd.com/ pages/workingwithus/ procurement/notices/ csu/contact_sheet.doc Consultant Declaration In response to the procurement notice for [insert assignment title, selection ID] (the Assignment ), we, [insert name of lead or sole entity], are hereby submitting an expression of interest for the Assignment. We are making this application on behalf of ourselves and the following entities (the Consultant ) for this Assignment: Lead Member* Name(s) of legal entity or entities making this application Nationality (country where entity is registered or resides) Subcontractor or Consortium member/ Joint Venture Partner Member*

Strategy for Finding EBRD Consultancy Opportunities and Winning Contracts Section 1 Section 2 Section 3 Section 4 Drafting tips WHAT NOT TO DO! Do not submit financial offer when selection is based on quality and do not add financial offer to EoI (unless otherwise requested) Do not reveal financial offer (ensure confidentiality!) 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 the named contact person in the procurement notice) Do not stay silent on conflict of interest! EBRD Classification: INTERNAL

EBRD s Procurement Policies and Rules Fundamental Principles: non-discrimination, fairness, and transparency. Key Sections: 1. Principles and considerations (key section 2) 2. Goods, works and (standardised) services (key sections 3 and 4) 3. Consultancy services (key section 5) http://www.ebrd.com/pages/research/ publications/policies/procurement.shtml 56

Client Guidelines Client selection adheres to Client Guidelines for the management of TC-funded consultancy assignments http://www.ebrd.com/work-withus/procurement/consultancyservices.html Bank selection is conducted through eselection https://eselection.ebrd.com/ suite/apps 57

Thank you! Questions? For all further enquiries, please contact: Georgia Vasiliadis (Ms) Principal Advisor Technical Cooperation Email: vasiliag@ebrd.com Tel: + 44 20 7338 7750 EBRD One Exchange Square London, EC2A 2JN United Kingdom www.ebrd.com 21