zilongwang/ReadingBank huggingface dataset:
Performance Metrics for Procurement Activities [This section describes the metrics to be used for procurement activities associated with the project. These metrics may be used to ensure the project stays on schedule regarding procurement activities. They may also be used to compile data on the performance of various vendors in order to assist with future procurement activities’ vendor selection criteria.] While the purchasing and contracts department has their own internal metrics for procurement, the following metrics are established for vendor performance for this project’s procurement activities. Each metric is rated on a 1-3 scale as indicated in the sample below: Vendor Product Quality On Time Delivery Documentation Quality Development Costs Development Time Cost per Unit Transactional Efficiency Vendor #1 Vendor #2 1 – Unsatisfactory 2 – Acceptable 3 - Exceptional Sponsor Acceptance [The undersigned acknowledge they have reviewed and approve the procurement management plan for the Sample Project. Changes to this procurement management plan will be coordinated with and approved by the undersigned or their designated representatives]. Signature: Date: Print Name: Title: Role: Signature: Date: Print Name: Title: Role:
Ex ante review refers to the review of the procurement strategy roadmap prior to commencement of the procurement process for complex procurement actions with a value: N/A Above US $1 million and up to US $2 million (applies per year for agreements) Above US $2 million (applies per year for long-term agreements) Notes: The procurement support unit shall participate when requested in the committee review of ex ante submissions. An ex ante review is not required if: The business unit has had previous successful experience in the procurement of similar goods/services/works or it was already subject to an earlier ex ante review; or There is sufficient specific corporate guidance and templates on the procurement of the said goods/services, e.g. for standard and repetitive country specific (local) LTAs for country office operations supports, such as for travel, security, cleaning service. Irrespective of the above, the procurement authority may submit the cases for ex ante review if significant risks are perceived. Disposal of assets through sale, donation or write-off Asset disposal through sale, donation, or destruction of goods and/or property with a value: Above US $2,500 per item and up to the delegated procurement authority – Direct Review by CAP Chairperson Above the delegated procurement authority and up to US $2 Million Headquarters units: above the delegated procurement authority Country offices: above US $2 million Asset disposal through write-off of goods and/or property with a value: Above US $2,500 per item and up to US $100,000 and any write-off due to loss or theft or damage of a UNDP asset in the custody of the Resident Representative regardless of the value of the asset Headquarters units: Above US $2,500 per item and any write-off due to loss or theft or damage of a UNDP asset in the custody of the head of the business unit, regardless of the value of the asset Country offices: above US $100,000 Notes: The asset values are based on net book value except for vehicles and heavy machineries, where fair market value applies. Write-offs due to asset discrepancies do not require a Committee Review.
Country: Organization: Address: Contact Person Position: Telephone: Fax: Email: Name and full contact details of Consignee (organization receiving the goods) Organization: Address: Name: Position: Telephone: Fax: e-mail: Full contact details of party to be notified (person/authority responsible for products shipment authorization) Note: Above person will be contacted via email when shipment is ready to be shipped. Authorization will be required before the shipment is dispatched. Name: Position: Organization: Address: Telephone: Fax: e-mail: Full contact details of Payer The person in charge of managing payment related to this procurement form Name: Position: Organization: Address: Telephone: Fax: e-mail: Other contacts to be copied in communication related to this procurement form Name: Organization: e-mail: Name: Position: Organization: e-mail: SECTION 3: DELIVERY & IMPORTATION DETAILS The Preferred date (s) of Delivery specified by the Programme should indicate when the Programme needs products to arrive in-country to ensure sufficient stock are maintained at the central, regional and peripheral programme levels. The GDF will undertake best efforts to accommodate preferred delivery date (s). GDF will provide updates on the Estimated Time of Arrival (ETA) as such information becomes available. It is recommended to place a request for products at least 6 months before the Preferred Delivery Date. Period in which products will be used Preferred delivery date (date the products are required, considering standard lead-time 4-6 months from receipt of funds for products )
ANNEX 2. Medicines to treat Drug Resistant (DR) TB Period drugs will be used: from (m/yr) to (m/yr) Preferred delivery date: Date/Month/Year Table 2 a : DR TB patients currently on treatment Table 2b: Number of adult DR cases to be treated *EXAMPLE: 8 Z-Km-Lfx-Eto-Cs/ 12 Z-Lfx-Eto-Cs ** This buffer stock percentage is applied to medicines quantities calculated for supply as indicated in "products and quantities requested" table below. Table 2c: Paediatric DR TB patients currently on treatment Table 2d: Number of paediatric DR cases to be treated
Category Method (e.g., Informal, or Formal) Contract Type (e.g. IFB, RFP, or quotes) Pricing (e.g. fixed or variable) Frequency (e.g. annually, every two years, as needed, ect) Extension (e.g. are there renewals? If so how many?) Frozen Foods Canned Foods Bakery Pasta Manual-All Purpose Cleaning Supplies Paper and Plastic Supplies Fresh Fruits and Vegetables Dish machine Chemicals Small wares Capital Equipment Fresh Bread Milk and Dairy Products
objectives into tender documentation and evaluation criteria Contract management process applied to all contracts and managed on a proportionate basis Procurement will embed sound ethical, social and environmental policies within the Institution’s procurement function to ensure compliance with relevant Scottish, UK and EC legislation in performance of the sustainable procurement duty The identification and management of high risk commodities through the use of the appropriate tools Utilising best practice and the outputs from tools, to embed requirements in contract and maximise social, economic and environmental outcomes through the procurement journey Tenders will promote the Living Wage, specify that contractors demonstrate good employee relations and workplace matters, and high ethical standards and values in the conduct of their business i.e. Health and Safety at Work Fair and transparent opportunity and treatment for all current and potential suppliers including small and medium-sized enterprises (SMEs), third sector and voluntary sector organisations Support for the purchase of Fair and Ethically Traded goods and services Procurement will support key stakeholders to manage their supplier base using appropriate advanced contract management and supplier development techniques, monitoring key areas of supplier performance and cultivating a culture of continuous improvement Production of a University policy on how regulated procurements will be undertaken to ensure compliance with the sustainable procurement duty Participation in the documentation of progress made for the annual Modern Slavery and Human Trafficking Statement. Undertake prioritisation methodology across University expenditure concentrating on key commodities and areas of high risk Implement SUSTAIN for high risk areas and suppliers Refresh Flexible Framework and develop an action plan to progress Results of prioritisation exercise across the key category expenditure areas Number of suppliers adopted through SUSTAIN Identification of current position in Flexible Framework Progress made in Flexible Framework
5-Digit Class-Item Code The 5-Digit class-item code is an expanded version of the 3-Digit class code. Currently, it contains over 7,600 descriptions. This level categorizes vendors by class-item to allow your procurement software to automate bidder selection, vendor performance reports, and minority business and HUB reports by code. Purchase history can be captured at this level as well. 11-Digit Class-Item-Group-Detail Code The 11-Digit Code is used to identify stock items in your supply inventory. This level of the code currently contains over 214,000 descriptions which gives a great amount of flexibility when adding a new item to a Branch/Plant. Document/Order Types In the system, Procurement document/order types are 2-letter codes that are assigned to procurement documents. These document/order types are unique and identify the purpose of a transaction. Menus have been designed to describe the type of purchase so end users are not required to know document/order types. The following is a list of document/order types for standard purchases: Pre-requisition – O7 Deviation Request – O8 Purchase Requisition – OI, ON, OO, OR, OT, OW, O3, O5, Z6 Quotation Request – OF, OQ, Z1 Contract – OC, O4 Purchase Order – OG, OH, OK, OP, O6, O9, Z8, OU, ZO Note: Additional details regarding Document Types may be found in the “” document. Exception Orders Exception orders require special processing and routing based on State Statute, Executive Orders, and/or Direct Purchase Authority Letters from AS Materiel Division Administrator. Dollar levels are predefined to ensure that purchasing documents route through appropriate agencies/divisions. The following is a list of document/order types for exception orders: Communications Equipment (OT) Copiers and Printing Equipment (OW) CSI Products, including Furniture and other products carried by CSI (OH) Direct Purchase Authority (OO/ZO) Firearms (OW) Furniture not from CSI (OW) Information Management Items (ON/O6) Mailing Equipment (OW) Motor Vehicles (OI/OU) Motor Vehicles not requiring TSB review/approval (OK) Outside Printing Services (OW) Request for commodity contract less than $10,000 (OW) Inventory Number for Non-Stock
Define Our Need Clearly and effectively articulate the desired supply requirements and associated outcomes. Plan the Procurement Approach Identify the most appropriate way to approach the market to achieve the best result. Sourcing Approach the Market Develop supporting documentation to approach the market. Assess and Negotiate Assess responses to identify preferred supplier(s), and undertake negotiation (as applicable). Select and Award Select recommended supplier(s) and finalise and award the contract. Contract Management Establish the Contract Effectively commence the contract to facilitate successful contract execution. Manage the Contract Proactively manage the contract to ensure the successful achievement of contractual outcomes (i.e. delivery of required supplies). Close Out the Contract Ensure that all required supplies have been delivered and all contractual obligations are finalised for both parties. Undertake a review and develop learnings for future procurement activities. Procurement Governance Model A high-level overview of the NTG Procurement Governance Model is show in Figure 3 below, illustrating the key decision making and advisory roles and bodies, and their associated relationships. Figure 3. NTG’s Procurement Governance Model Minister Responsible for Procurement Act Role Responsibilities The Minister is a member of the Legislative Assembly of the Northern Territory Parliament and is responsible for the Procurement Act. The Minister has overarching responsibility for ensuring the effective and efficient administration of the Procurement Act and Regulations. This includes the issuing of ‘directions with respect to the principles, practices and procedures to be observed in the procurement of supplies by and on behalf of the Territory and Agencies’, of which this document forms part.
Accountable Officer of the Agency Responsible for Procurement Act Role Responsibilities Accountable Officer of the agency responsible for Procurement Act is responsible for the administration and maintenance of the Procurement Framework. The Accountable Officer of the agency responsible for the Procurement Act has responsibility for the operational administration of the Procurement Framework. This includes: establishing and maintaining standard conditions maintaining the Procurement Framework supporting the administration of the Procurement Review Board. Procurement Review Board Role Responsibilities The Procurement Review Board is established under Section 6 of the Procurement Act and is accountable to the Minister responsible for Procurement. The responsibilities of the Procurement Review Board as they relate to procurement activities include: providing advice to government on strategic opportunities and improvements to the procurement function aligned with the government’s policy objectives providing, where necessary, independent review or audit of an agency’s procurement processes determining appeals in relation to the admissibility of a quotation or tender. Agency Minister Role Responsibilities Ministers are members of the Legislative Assembly of the Northern Territory Parliament and are responsible for the operation of the agencies. The Minister has overarching responsibility for ensuring that his or her agencies have in place the necessary governance to provide for effective and efficient administration. Agency Accountable Officers Role Responsibilities The Chief Executive Officers (or equivalent) of each NTG agency are appointed under the Employment and Management Act and each is responsible for the administration of her or his agency. The responsibilities of the Chief Executive Officer as they relate to procurement activities include: strategic leadership, direction and oversight of the procurement lifecycle and associated governance in their agency ensure the agency has the capacity and capability to comply with government requirements in relation to procurement management activities approval of the Agency Procurement Management Plan.
Procurement Guidelines Folder Name Management and Administration Folder Number 1 Section Name Supplies and Procurement Section Number H Part Name Procurement Guidelines Part Number 1 Status Live Document Version Version 6 Author Carly Ricco, Procurement and Contracts Manager SMB Sponsor Jon Pryce, Area Commander Department Operations Support Date Approved 09/05/2018 Review frequency 2 Years Next Review 08/2020 Version History Version Date Description 6 08/05/2018 Procurement Guidelines
High Procurement Focus Leverage items Time horizon Varied, typically 12-24 months Procurement Focus Strategic Items Time horizon Up to 10 years; governed by long term strategic impact (risk & contract mix) Importance of the item Key Performance Criteria Cost/price and materials flow management Items Purchased Mix of commodities and specified materials Key Performance Criteria Long- term availability Items Purchased Scarce and/o high value materials Typical Sources Multiple suppliers, chiefly local Supply Abundant Typical Sources Established global suppliers Supply Natural scarcity Procurement Focus Non critical items Time horizon Limited, normally 12 months or less Procurement Focus Bottleneck items Time horizon Variable, depending on availability vs short term flexibility trade offs Key Performance Criteria Functional efficiency Items Purchased Commodities, some specified materials Key Performance Criteria Cost management & reliable sourcing Items Purchased Mainly specified materials Low Typical Sources Established local suppliers Supply Abundant Typical Sources Global, predominantly new suppliers with new technology Supply Product based scarcity Kraljic Portfolio Purchasing Model (1983) By establishing the appropriate classification of strategic importance personnel will be in a position to identify the appropriate steps that must be taken and the required documentation procurement. The following sections provide additional guidance on items of high strategic importance/value and for low strategic importance/value items. The appropriate ‘budget holder’ will be advised should personnel preparing procurement documents be unsure as to what steps and documents are required in order to support the securing of the proposed goods or services.
________________ Submittal of proposed bidder/proposer documentation for MnDOT Review Written approval from Project Manager to proceed to Contract Award. The basis for the contract cost or price awarded: Contract Provides the following: Outlines terms, conditions, parties involved and dates contract commences and is completed. Signed by both parties Specifications – Referenced in its entirety, including all attachments Proposal (in its entirety) all required attachments completed and submitted price proposal bid operations budget workbook (includes narrative and price breakdown) other: ________________________________________________________ Attached Federal Clauses (completed and signed) Attached Debarment and Suspension Certification (completed and signed) Attached Lobbying Certification (completed and signed) Attached Disadvantaged Business Enterprises (DBE) Special Provisions Bidders Form (for both RGN or for a Goal) DBE Goal – required paperwork and compliance requirements
Procurement of Goods and Services Process Checklist Purpose This process checklist is to ensure that all necessary steps are followed in the Procurement of Goods and Services through the Request for Tender, Request for Quotation and Council Resolution. A copy f this checklist should head the records kept for such procurement. RFQ Route Value below $100,000 over 3 year period RFT Route Value over $100,000 over a 3 year period Council Resolution Procurement over $2 million Need identified, timescale of requirement and value assessed Need identified, timescale of requirement and value assessed Need identified, timescale of requirement and value assessed, including whether there is a need to point a Probity Auditor Procurement approved by Head of School / Portfolio All parties engaged that are affected by the procurement All parties engaged that are affected by the procurement All parties engaged that are affected by procurement Advice taken where necessary on whether Professional / Technical / Occupational Health & Safety / Environment experts need be involved in the process Advice taken where necessary on whether Professional / Technical / Occupational Health & Safety / Environment experts need be involved in the process Advice taken where necessary on whether Professional / Technical / Occupational Health & Safety / Environment experts need be involved in the process Business case written Business case written Templates completed, RFQ number and advice (if required) from Manager, Procurement Permission to tender obtained from Ruling body ie Heals of Schools / Director of Portfolios / Council Procurement approved by Council Resolution RFQ documents reviewed by Manager Procurement Templates complete, EFT number and advice (if required) form Manager, Procurement Tender and Contract documentation written RFQ entered onto Tenderlink Tender documents approved by Manager Procurement Tender and Contract approved by Legal Services Submissions listed and entered onto submission list Tender documents approved by Legal Services RFT and accompanying documentation entered onto Tenderlink Evaluation team assessed Quotes RFT and accompanying documentation entered onto Tenderlink Tender submissions listed and entered onto submission list Selected Quote signed off by Tendering Head of School / Director of Portfolio Tender submissions listed and entered onto submission list Evaluation team assessed Tenders
Education / Experience and Skills [identify those skills, experiences etc required for role success] Formal Education Work Experience Essential Extensive purchasing experience with a wide range of materials and services, preferably within the engineering or construction industry Desirable Water industry materials and services experience Skills (Technical Knowledge etc) Essential Demonstrated high level computer literacy, with a proven understanding of an ERP system Desirable Knowledge of Mincom’s Ellipse & Microsoft. Behaviours Model Hunter Water’s organisational values of working safe, providing right solutions, being financially responsible, mutual respect, community commitment, keeping promises, continuous improvement, respecting the environment, and promoting personal leadership. Absolute discretion, integrity and high ethical standards Agree to act within the requirements of Hunter Water’s policies and applicable legislation. Abide by Hunter Water’s safety policies, procedures and safety instructions. Abide by Hunter Water’s environmental policies, procedures and report all instances of environmental harm. Strong communication, organisational and interpersonal skills with a proven customer focus and desire to build effective working relationships with a diverse range of professionals Demonstrated ability to work efficiently in a deadline-driven workplace and to effectively manage changing priorities whilst still meeting team and corporate deadlines Proven commitment to continuous improvement systems and processes Highly developed organizational skills and the ability to work autonomously as well as part of a team PRE-EMPLOYMENT MEDICAL / CRIMINAL BACKGROUND REQUIREMENT: No
Training Projections for the Fiscal Year Number of seats needed for CTCD certification courses for FY19: Number of seats needed for CTCM certification courses for FY19: Delegated Purchasing Assessment Please list the names of personnel with delegated signature authority for proprietary justifications: Please complete the table below with the requested information on your agency’s five delegated purchases anticipated to have the highest expenditure for commodities or services (excluding professional services) not available on an existing contract through CPA or DIR for FY19. Delegated Purchase Anticipated Value for FY19 Previous FY Value for same/similar purchase: Name of current vendor: Has the agency looked for the item on CPA or DIR contract? (Y/N)
the relative importance of each Identify the type of contract (cost reimbursement, fixed price, or fixed unit price performance based) to be awarded Provide mechanisms for the following: Making technical evaluations of proposals received and determining responsible suppliers for the purpose of holding written or oral discussions Selecting the lower-tier subrecipient or contractor whose proposals, when evaluated, are believed to have a reasonable chance of being selected for awards Conducting negotiations with bidders deemed to be in the competitive range Awarding the contract to the responsible bidder(s) whose proposal will be most advantageous, price and other factors considered; and Notifying unsuccessful bidders of the award. Request for Proposal Process The RFP process provides the opportunity for negotiation of both technical and cost/price elements with responsive and responsible bidders whose proposals are judged to be within the competitive range. In addition to price, values such as experience and apparent understanding of the quality/effectiveness of the goods or services must be considered. To assess these values equitably, a point system should be used to rate the proposals received. All requests for offers for the provisions of goods and services must be in writing. At a minimum, an RFP process shall include the following elements: Bidders shall submit a line item budget RFP process shall require proposals are separately rated by staff and/or other qualified objective third parties using a rating method to set criteria for valuing and judging price reasonableness and consideration of past performance in a quantifiable and criteria referenced manner. Rating sheets describing the minimum qualification thresholds, dated and signed by designated reviewers, must be maintained RFP process shall provide for individual scores to be aggregated Final awards shall be consistent in dollar value and category with the stated intentions and numerical ratings in the RFP. Any inconsistencies shall be documented. Awards for training shall be in-demand occupations approved by the Board Awarded contracts shall be consistent in cost, scope and deliverables approved by the Board and any inconsistencies shall be documented and An RFP shall not indicate acceptable prices This method of solicitation requires step-by-step written procedures to address the ways the proposals will be developed. The process begins with some basic decisions described in the following section. Basic Decisions Regarding the RFP
Greater than $15,000 to $50,000 IRFQ (Informal Request for Quotation) – three written quotes. Note: A copy of the quotes must be provided to Purchasing and Supply for their records. Managing Director or any employee exercising delegated authority approval 10 Greater than $50,000 to $100,000 RFQ Managing Director or any employee exercising delegated authority approval and Manager of Purchasing and Supply (jointly) 11 Up to $100,000 RFP Managing Director or any employee exercising delegated authority approval and Manager of Purchasing and Supply (jointly) 12 Greater than $100,000 to $3,000,000 RFT without an Irregular Result Managing Director or any employee exercising delegated authority approval and Manager of Purchasing and Supply (jointly) 13 Greater than $3,000,000 RFT Committee and City Council 13 Greater than $100,000 All RFQ and RFP. RFT with an Irregular Result Committee and City Council 11,12,13 & 8.10 Up to $50,000 Single Source or Sole Source Managing Director and Manager of Purchasing and Supply (jointly) – requires documented rationale 14.3 & 14.4 Greater than $50,000 Single Source or Sole Source Committee and City Council 14.3 & 14.4
Less than $3,000,000 Contract Extensions – previously approved by City Council Managing Director and Manager of Purchasing and Supply (jointly) – requires documented rationale 20.2 Greater than $3,000,000 Contract Extensions – previously approved by City Council Committee and City Council 20.2 Up to $50,000 or 3% of the Contract Value Contract Amendments – subject to availability of sufficient funds in appropriate accounts and budget Managing Director or any employee exercising delegated authority approval OR Committee and City Council 20.3 Note: The City Manager may also exercise the approval authority of a Managing Director. Note: For all IRFQ, RFQ, RFP, RFT as outlined under policy sections 8.10,10, 11, 12, and 13, the criteria and analysis to determine best value must be clearly documented if not the lowest bid. SCHEDULE “A” – Levels of Contract Approval Authority [Continued] For the Appointment of Professional Consulting Services: Dollar Value (excluding taxes, duty or shipping) Tool / Procurement Process Approval Authority Policy Section Less than $100,000 Appointment from List Managing Director 15 $100,000 to $365,700 Proposals invited from 3 Firms on Pre-approved List City Council 15 Greater than $365,700 Two stages: REOI/RFQUAL and RFP City Council 15
Slide 10 Sponsors must maintain documentation on file for three years plus the current fiscal year. During administrative reviews or audits by ODE CNP staff these documents will be reviewed to verify that appropriate procedures were followed when using program funds. ODE CNP staff will use an assessment tool to review procurement activities. The assessment tool is posted on our procurement web site that is listed on the resource slide at the end of this presentation. Slide 11 Slide 12 If you have any questions please contact your Assigned Specialist.
By: __________________________________ (for) By: ________________________________(for) Paul Baltzell, Chief Information Officer Jessica Robertson, Commissioner Date: _________________________________ Date:________________________________ Approved by: APPROVED as to Form and Legality: State Budget Agency Office of the Attorney General _____________________________________ (for) ___________________________________(for) Brian E. Bailey, Director Gregory F. Zoeller, Attorney General Date: _________________________________ Date: _________________________________
PROCUREMENT – Procurement Resources and Templates Support resources specific to Procurement Resources and Templates: Resource Name Description Source WALGA Procurement Handbook Produced by WALGA’s Procurement Consultancy Service to support best practice procurement. Laura Cull Business and Procurement Manager Ph 9213 2045 Email Department of Foreign Affairs and Trade (DFAT) Procurement and Contracts Operational Handbook CIPSA The Chartered Institute of Purchasing and Supply have a range of online templates in their knowledge database. Member access is required for this area of the website. Victorian Government Procurement Board Policy The Victorian Government Purchasing Board (VGPB) provides leadership in government procurement of goods and services to deliver value-for-money outcomes for Victoria. Office of Government Procurement The WA State Government have a range of templates on their website Aus Tender Federal Government procurement templates Government Information Technology and Communications (GITC) The Government Information Technology and Communications (GITC) contractual framework, initially established in 1991, is a set of terms and conditions that Australian Government agencies may use to create contracts for ICT procurement. EcoBuy ECO-Buy provides a number of resources for members and the general public including guidance tools, sample specifications and templates (members only)
Responsibility for releasing and closing Request for Offers 17.1 Agency Agency Contracts and Procurement Services Contracts and Procurement Services Contracts and Procurement Services In accordance with the contract Contracts and Procurement Services Agency Agency Advertising Period with FTO 10.1 and 17.2 N/A N/A N/A 2 weeks 2 weeks In accordance with the contract In accordance with the agreement N/A Agency discretion Advertising Period without FTO 10.1 and 17.2 Agency discretion 2 business days 4 business days 4 weeks 4 weeks In accordance with the contract In accordance with the agreement N/A Agency discretion Advertising Period with Exception Exception 6.1.4 Agency discretion Agency discretion 2 business days 10 days 10 days In accordance with the contract In accordance with the agreement N/A Agency discretion Minimum Assessment Panel size 19.2 1 2 3 3 3 In accordance with the contract In accordance with the agreement 2 Agency discretion Notification of Outcome 23.1 If requested Yes Yes Yes Yes Yes Yes Yes If requested Contract Disclosure 24.1 No Yes Yes Yes Yes N/A Yes, if greater than $15 000 Yes, if greater than $15 000 Yes, if greater than $15 000 Contract Management Rules Performance Reporting 28.1 Agency discretion Agency discretion Yes Yes Yes In accordance with the contract Yes, if greater than $100 000 Yes, if greater than $100 000 Yes, if greater than $100 000
Participation in the event must be available to the general public or selected network that includes private or non-NTG participants. Establishment of the event must not be instigated by NTG, including via funding arrangements. Remote Procurements Procurement activities for supplies to be delivered in a remote area from a legal entity which has a minimum of 30% of its full-time personnel who are Aboriginal are exempt from the public offer requirements. A remote area is any of the following remote Aboriginal communities, homelands or outstations: Acacia Larrakia Ali Curung Alpurrurulam Amanbidji Amoonguna Ampilatwatja Angurugu Apatula (Finke) Areyonga Atitjere Barunga Belyuen Beswick Binjari Bulla Bulman Daguragu Engawala Galiwinku Gapuwiyak Gunbalanya Gunyangara Haasts Bluff Imangara Imanpa Jilkminggan Kalkarindji Kaltukatjara Kintore (Walungurru) Kybrook Farm Lajamanu Laramba Maningrida Manyallaluk Milikapiti Milingimbi Milyakburra Minjilang Minyerri Mt Liebig Mutitjulu Nauiyu (Daly River) Nguiu Ngukurr Nturiya (Ti Tree) Ntaria (Hermannsburg) Numbulwar Nyirripi Owatilla (Canteen Creek) Palumpa Papunya Peppimenarti Pigeon Hole Pirlangimpi Pmara Jutunta (Ti Tree 6 Mile) Ramingining Rittarangu Robinson River Santa Teresa Tara Titjikala Umbakumba Wadeye Wallace Rockhole Warruwi Weemol Willowra Wilora Wutunugurra (Epenarra) Yarralin Yirrkala Yuelamu Yuendumu
Procurement Strategy to 2020 Our University Our teaching and learning offers academic excellence in a broad range of disciplines, from sport and exercise science to engineering, business and the arts. Our renowned student experience gives every student the opportunity they need to achieve their full potential. Our approach to creating an exceptional student experience and delivering the highest level of teaching and learning is quite simple; we put our students at the heart of everything we do. Our outstanding research is generating globally important work that is driven by society’s need for solutions to real-life issues, making it not only cutting-edge, but relevant too. Our reputation for sporting excellence, which spans performance, facilities, expertise and working partnerships, confirms our position as the number one university for sport. Our Ambitions By 2020 we will have developed: A distinctive international reputation for excellence A life-shaping student experience Outstanding partnerships to deliver social, economic and cultural prosperity A culture of delivering excellence in all that we do One outstanding university: two vibrant campuses (including a London campus) Our Challenges Increased globalisation of higher education - In the face of increased worldwide competition, the development of strategic international partnerships will be crucial to our success. New providers and new technologies - New providers are entering the marketplace and new technologies are being employed, changing the traditional higher education experience. Increasing student expectations - The advent of higher fees has increased students’ expectations. Greater competition for students and staff - There is greater freedom of choice for prospective students, with in-demand universities most able to expand and attract the best quality staff. Shifts in the funding environment – Potential government cuts to student fees and the lack of clarity around the impact of BREXIT on EU student numbers and access to European research funding, as well as the changing research funding infrastructure in the UK, create uncertainty.
□ Self-performing □ Using Non- MBE $__________ __________________ □ MBE □ Non- MBE $__________ □ Price □ Capabilities □ Other □ Self-performing □ Using Non- MBE $__________ __________________ □ MBE □ Non- MBE $__________ □ Price □ Capabilities □ Other □ Self-performing □ Using Non- MBE $__________ __________________ □ MBE □ Non- MBE $__________ □ Price □ Capabilities □ Other Please check if Additional Sheets are attached.
remedy conferred by the Constitution and the laws of Maryland in respect to any misrepresentation made or any violation of the obligations, terms and covenants undertaken by the above business in respect to (1) this Affidavit, (2) the contract, and (3) other Affidavits comprising part of the contract. I DO SOLEMNLY DECLARE AND AFFIRM UNDER THE PENALTIES OF PERJURY THAT THE CONTENTS OF THIS AFFIDAVIT ARE TRUE AND CORRECT TO THE BEST OF MY KNOWLEDGE, INFORMATION, AND BELIEF. Date: By: (Signature of Authorized Representative and Affiant) (Printed Name and Title) Company Name: FEIN No.:
MDTF MIGA NCB Multi Donor Trust Fund Multilateral Investment Guarantee Agency National Competitive Bidding NGO Nongovernmental organization PAD PID PPA Project Appraisal Document Project Information Document Project Preparation Advance PPP PPR SA Public Private Partnership Procurement Post Review Special Account SBDs SWAp UCS Standard Bidding Documents Sector Wide Approach Use of Country Systems UN United Nations UNDB United Nations Development Business
What products are services are required to deliver on the scope of work that are not available internally? Who are your potential vendors? How will the team evaluate competing vendors? What contract type is optimal based on the identified needs? What are other procurement related planning needs and/or considerations?
STATEMENT OF PROCUREMENT POLICY FOR THE MRHA VIII FOR ALL NON PUBLIC HOUSING PROPERTIES TABLE OF CONTENTS I. General Provisions……………………………………………. 2 II. Procurement Authority and Administration..…………………. 3 III. Procurement Methods……………………….………………… 3 IV. Contractor Qualifications and Duties.………………………… 8 V. Types of Contracts, Clauses, and Contract Administration...…. 8 VI. Specifications…………………………………………………. 9 VII. Assistance to Small and other Businesses…………………….. 10 VIII. Ethics in Public Contracting………………………………….. 11 IX. Appeals and Remedies………………………………………… 12
TO BE FILLED OUT BY APPOINTING AUTHORITY Indicate any exceptions or additions to statements of the employee(s) or supervisors. None I certify that the entries on these pages are accurate and complete. PRISCILLA WATSON-ARTIS 5/12/2017 Appointing Authority Signature Date TO BE FILLED OUT BY EMPLOYEE I certify that the information presented in this position description provides a complete and accurate depiction of the duties and responsibilities assigned to this position. Employee’s Signature Date NOTE: Make a copy of this form for your records.
all employees must observe [Agency]’s standing procedure for the disclosure interests and conflicts of interest; [Agency] will ensure that specifications and procurement documentation are independently reviewed before release. This may extend to the engagement of a probity advisor; and conflict of interest information for suppliers must be included in procurement documents (e.g. tender document, request for quotation). This should include information on: [Agency]’s commitment to managing conflict of interest; how [Agency] handles conflict of interest and what steps would be taken if a real, perceived or potential conflict of interest is identified during the procurement and after supplier engagement; and require the supplier to disclose conflict/s of interest in their submission. 2.3 Nomination and appointment of evaluation panel members A risk at this point is that panel members are selected because they may be less inclined to take issue with a panel chair’s (or project manager’s) views, and would therefore be potentially more compliant with them. This can include panel members who: are closely associated with the chair/management; have a compatible conflict of interest with or bias as the chair/management; are inexperienced and/or untrained in panel procedures and responsibilities; and/or are not generally assertive. To manage this risk: the selection of evaluation panel members [should / must] be a task divided among several individuals; evaluation panels [should / must] have an appropriate number of members (three being a minimum and five is recommended); evaluation panel members [should / must] be selected to broadly represent the diversity of teams and functions within [Agency or business unit] – as appropriate to each procurement; the evaluation panel [should / must] include a person external to [Agency / business unit] where possible; before you commence your role as a panel member you will receive [information / training] on the role – including panel procedures, your responsibilities, and the importance of disclosing interests and conflicts of interest; chair and panel members must complete a [Disclosure of Relevant Personal Interests Form] and/or [Disclosure of Conflict of Interest Form] before the panel is convened; and
PROCUREMENT FROM THE YEAR 2012 TO 2013 Sl. No. Department Name of the item Month & year of purchase Type of purchase Amount (Rs) 1. CIVIL Microbalance Dec 2012 National Shopping 99,750 2. CHEMISTRY PC based double beam spectrophotometer Dec 2012 National Shopping 3,12,900.00 3. CIVIL Global Positioning System March2013 National Shopping 1,98,975 4. CIVIL Oasys Software Aug 2013 Direct Contract 10,50,372 5. CIVIL Silver Schmidt Digital Rebound Hammer Dec 2012 Limited tender 1,83,375 6. CIVIL Hydraulic Power Pack with Hydraulic Jack of 15 T and 8 T Capacity Jan 2013 Limited tender 2,87,385 7. CIVIL Vibration Machine for cement mortar cube along with 18 Nos of 70.6mm cube mould Jan 2013 Limited tender 77,173 8. CIVIL Concrete Permeability Apparatus with compressor Feb 2013 Limited tender 1,95,337 9. CIVIL Accelerated Curing Tank for 12 moulds of 150mm size April 2013 Limited tender 2,02,093 10. CIVIL Flow table motorized April 2013 Limited tender 1,60,174 11. CIVIL Rebar Locator May 2013 Limited tender 4,07,574 12. ECE X-Band Microstrip Antenna Trainer Kit Feb 2013 National Shopping 4,96,865 13. CSE Server, Nodes and High speed switches, router, Firewall Aug 2013 NCB 36,56,178 15. EEE Multi Purpose Lab Feb 2013 National 9,39,750.00
Station Shopping 16. EEE PLC and its application Kits Feb 2013 National Shopping 5,37,509.00 17. Digital Department of ECE Cadence University Software Analog Dec 2013 National Shopping 9,85,000 18. ECE Advanced FPGA Development Board ENIXS Technology India Pvt Ltd Dec 2013 National Shopping 9 ,05,588 19. CIVIL(PH Lab) Arc GIS Software Arc View su + SA GA Ext NIIT GIS Limited Dec 2013 National Shopping 3,52,080 20. TEQIP Office Desktop Computers Institution Phoenix Technologies Dec 2013 National Shopping 2,39,400
Auditor Signature: __________________________ Date: __________________________________________
The World Bank Procurement Policy Review Participant List Date: November 20, 2014 Location (Country): Tajikistan Total Number of Participants: 26 No. Participant Name Organization Country 1 Shukurov Farkhod Barqi Tojik Tajikistan 2 Irmatov Daler Tajikistan 3 Ziyoratsho Boyakov Account Chamber of the RT Tajikistan 4 Firuz Tavaraliev Tajikistan 5 Sipinyorova Rukhsora Municipal Infrastructure development Project (AF) Tajikistan 6 Hamrakulova Umeda Municipal Infrastructure development Project (AF) Tajikistan 7 Tursoon-zadeh Farzon Project health services Tajikistan 8 Gafforova Zulfia HSIP Tajikistan 9 Rakhmatulloeva Kh TARP Tajikistan 10 Saidkhojaev O TARP Tajikistan 11 Hasanov U. ME RT Tajikistan 12 Saliev Sukhrob ME RT Tajikistan 13 Bekmatov Bozorali Ministry of Economic Development and Trade 14 Khabirov M. PRKSZ Tajikistan 15 Temirov Hasan PO “Rushdi Dehot” Tajikistan 16 Kudratov I. DWSP 2 Tajikistan 17 Bazarova S. WB Tajikistan 18 Marufov A. MOH Tajikistan 19 Mukhtorov M. SSNSP MOH Tajikistan 20 Bobiev A. MofES RT Tajikistan
Consolidated List of Issues Feb 10th, 2016 The issues raised by vendors, vendor associations, community representatives, and Yukon government staff are summarized below under three main themes. Note that the issues in bold are those that were raised most frequently. Theme 1: Increase Opportunities for Yukon Vendors to Participate Key Finding: There is a strong desire to improve mechanisms to use procurement to support local suppliers Issues Raised There is a lack of understanding of what actions are possible to support local businesses under trade agreements There is a lack of guidance for staff on how to design procurement to take advantage of local market capabilities (e.g. creating the ‘right size of requirements through bundling or unbundling needs, using supply and install contracts, using output or performance specs, or using “agile” approach for IT development) There is a lack of clarity for procurement authorities concerning whether/how they are expected to support local vendors, communities or First Nations through procurement activities (i.e. no clear policy or guidance). There is a lack of understanding among buyers about how to construct procurement processes to properly address advantages held by incumbent vendors Finding: There are opportunities to increase awareness of local vendor capabilities and YG procurement needs Issues Raised Lack of awareness of local market capabilities, and of sources of information about same outside the supplier directory and the phone book Lack of awareness of what (in particular goods) is purchased ‘outside’ Yukon and where opportunities for local business may exist outside of formal public procurement Finding: There are opportunities to improve access for local vendors to public sector procurement across Yukon public agencies Issues Raised There is a lack of visibility of procurement opportunities for entities not covered by YG Procurement Directive There is an opportunity for increased cooperation with and support for First Nations through procurement There is a lack of clarity about when/whether agencies dispersing YG funds must follow YG procurement processes
Publisher Publication Website access Independent Commission Against Corruption Probity and Probity Advising: Guidelines for Management Public Sector Projects, November, 2005 NSW Government Tendering Guidelines, July 2010 NSW Government Code of Practice for Procurement, January 2005 Australian Government National Public Private Partnership Guidelines, December 2008 Australian Government National Public Private Partnership Policy Framework, December 2008 Independent Commission Against Corruption Practical Guide to Corruption Prevention, 1997 University of Western Sydney Procurement Procedures and Tender Board Policy University of Western Sydney Records Management Policy University of Western Sydney Purchasing Procedures NSW Premier Premier’s Memorandum 2000-11: Disclosure on Information on Government Contracts with the Private Sector, 27 May 2005
10.9. Software as a Service…………………………………………………………….. 100 10.10. Subscriptions……………………………………………………………………… 100 10.11. State Security Confidential Information………………………………………… 100 10.11.1. Purpose. ……………………………………………………………… 100 10.11.2. Process. ………………………………………………………………. 101 10.11.3. Permissible Disclosures……………………………………………….. 102 10.12. Federal Awards Procurement Standards……………………………………….. 102 11. Templates and Models………….………………………………………………… 102 11.1. Document Versions……………………………………………………………… 102 11.2. General Information……………………………………………………………… 102 Related Statutes, Rules or Policies……………………………………………………… 105
Procurement Terms in Plain English Government Term English ‘Translation’ More Information Acquisition Purchase or Buy This is just a fancy term for when you actually make the purchase or buy something. Advantageous Helpful Advantageous in this case just means that it is profitable (or beneficial) for your agency. Affirmative Action Steps --- Affirmative Action steps are management tools designed to make sure that all parties have an equal chance. Aggregate Total Aggregate means the total amount spent at one time or the total dollar amount of a contract. Arbitrary Not reasonable or not responsible This is really just getting at the issue that the items in the contract must be reasonable and logical. A person with common sense would spend his or her own money on the items. Arbitrary might also mean uninformed. You don’t make an “arbitrary” decision about what should be included in the contract. You would group like things together. For example, you would not arbitrarily decide to put toys on the same contract as supplies and food stuff for the kitchen. Bidder Interested Company or Business A bidder is a company or business in your area (or that serves your area) that might be interested in providing the items that you need. Bonded Insured Being bonded means that an insurance company has secured money that is available to the buyer in the event they you need to file a claim against the company. The money is in the control of the state, a bond, and not under the control of the ‘bonded’ company. Conducting Doing Conducting simply put means doing or completing a task.
As the cases summarized above demonstrate, there are a great number of factors to consider when determining procuring cause. However, it is just as important to remember that no automatic conclusions should be drawn from the presence or absence of any one factor. Procuring cause is not always achieved by introducing the parties. It is not always achieved by finalizing the transaction. No preconceived formula or rule should be used to determine procuring cause. Rather each factor should be weighed in conjunction with the other factors relevant to the case. In short, arbitration panels must remember that the above factors are simply considerations, not conclusions.