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Consultant Opportunities

with the EBRD

Thursday 17th March, 2011

NL EVD Internationaal

Mr Martin EhrenbergSenior Advisor

Consultancy Services Unit

Mr Andrea BaldanHead of CSU, Operations

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)

1. why?1. why?

� EBRD finances projects in both private and public sector, providing direct funding for financial institutions, infrastructure and other key sectors.

� The Bank’s investments also help to develop skills, improve efficiency and strengthen institutions.

� Within this framework consultancy services are provided to support the Bank’s operations and projects.

“why” does the Bank need Consultancy Services: Bank’s operations

“why” should you be interested: Consultancy Contract Awards* in 2006-2010

Value in € of all Consultancy Contracts awarded

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

2006 2007 2008 2009 2010

(918

)

(1.0

63

)

(1.1

00

)

(1.4

09

)

(1.5

65

)

(and number of Contracts awarded)

trend

* CSU contracts only

Value in € of Consultancy Contracts awarded to Dutch firms

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

2006 2007 2008 2009 2010

“why” should you be interested (2): Contract Awards* to Dutch firms in 2006-2010

(17

)

(30

)

(36

)

(34

)

(29

)

4%

3%

4%

4%

2%

(and number of Contracts awarded) (and % on EBRD total value)

trend


2. where?2. where?

“where”: 36 offices in 30 countries

more than half bankers based in the regions

“where”: 2010 Contract Awards* by Country of Operation (share of value)

Ukraine, 13%Regional, 12%

Tajikistan, 6%

Bulgaria, 5%

Kyrgyz Republic, 4%

Armenia, 4%

Kazakhstan, 3%

Georgia, 3%

Turkey, 3%

Romania, 3%

Belarus, 3%

Slovenia, 0%

Latvia, 0%

Hungary, 0%

Slovak Republic, 1%

Montenegro, 1%

Albania, 1%

Turkmenistan, 1%

Mongolia, 1%

Poland, 2%

Croatia, 2%

Serbia, 2%

FYR Macedonia, 2%

Azerbaijan, 2%

Bosnia Herzegovina, 2%

Moldova, 3%

(…)

Other, 21%Russian

Federation, 9%

UK**, 10%


** Headquarters’ related contracts

“where”: 2010 Contract Awards by Country of Operation to Dutch consultants (share of value)

Kosovo, 1%

Azerbaijan, 1%

Bulgaria, 1%

Montenegro, 1%

Turkmenistan, 0%

Other, 4%

UA, 2%

CRO 2%

Kazakhstan

6%

Slovak

Republic

7%

UK 9%

Hungary, 12%

Regional, 13%

Bosnia and Herzegovina,

26%

Russian Federation

19%


1%0%8,550 Turkmenistan

2%1%24,950 Montenegro

0.4%1%28,150 Bulgaria

1%1%30,090 Azerbaijan

9%1%36,357 Kosovo

0.3%2%62,840 Ukraine

3%2%66,150 Croatia

4%6%179,795 Kazakhstan

25%7%200,000 Slovak Republic

2%9%262,627 United Kingdom

75%12%338,002 Hungary

2%13%391,652 Regional

4%19%552,580 Russian Federation

30%25%724,000

Bosnia and

Herzegovina

% of

EBR

D

Total

% of

total

value

Value, €

3. when?3. when?

“when” are Consultancy Services needed

Understand the Bank’s project lifecycle to know:

� When does the consulting opportunity arises (concept, pre-signing, post-signing?)

� What kind of consultancy services are needed (project preparation or project implementation?)

� Whom to market the services to (Bank or Clients?)

ProjectProject

PreparationPreparation

ConsultancyConsultancy

ServicesServices

Project Implementation Project Implementation

Consultancy ServicesConsultancy Services

“when”: Consultancy Services and project cycle

InitiationFinal repayment

Concept clearance

Concept/ structure review

Final review

Signing

Disbursements

Repayments

[Sale of equity]

Final maturity

Board approval

Publication of Project Summary Document

Publication of Board approved Projects

4. what?4. what?

“what” kind of consultancy services does the Bank need

� Consultancy Services type: project preparation and project implementation

� Funding sources: TC, Bank Budget and loan proceeds

� Business sectors

“what”: type of Consultancy Services

To assist the Bank’s Clients with:

� Project Preparation e.g. feasibility studies, project design, environmental impact assessment

� Project Implementation:

– capacity building, institutional development, eg. project implementation units – role of a partner

– project supervision: Independent Engineer – very clearly defined contractual role

To assist the Bank with:

� due diligence (technical, financial, environmental, integrity etc)

� project monitoring, lenders technical supervisor

� Technical Co-operation Funds from:

– Dutch Technical Cooperation Funds (tied and untied)

– 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

“what”: funding sources available to Dutch Consultants

Focus on:

� Initiatives to address economic crisis in the EBRD’s countries of operations, 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

� Infrastructure including Municipal and Environmental Infrastructure & Transport and PPP’s

� Support institution building and training - e.g. Turnaround Management Programme (TAM), Business Advisory Services (BAS), TAM/BAS Crisis Response Programme, Legal Transition Programme (LTP); Policy Dialogue

“what”: Technical Co-operation funds

“what”: ALL* Consultancy Assignments by source

Technical Co-operation funds

Bank loan proceedsBank Administrative

budget

Annual Estimates

€40 to 100 m €5 to 30 m €30 to 70 m

In 2010 €85.66 m €2.57 m €48.94 m

1,587 contracts 7 contracts 1,227 contracts

Contract partyClientsor Bank

Clients Bank

* Includes CSU, TAM (6.5Mil - #728), OGC (16.7Mil - #509) and loan funded

Bank

Administrative

budget, 36%

Bank loan

proceeds, 2%

Technical Co-

operation funds,

62%

“what”: 2010 CSU Contract Awards by Project Sector* (all EBRD)

* Share of Value

Environmental and

Social Reform, 2%

Natural Resources,

2%

Economic Reform,

2%

Industrial and

Manufacturing, 2%

MEI, 17%

IT, 8%

P&E, 19%

Other, 6%

SME, 10%

Finance, 19%

Transport

7%

Legal Reform, 3%

NC 2%

“what”: 2010 CSU Contract Awards by Project Sector* (Dutch Consultants)

* Share of Value

Transport, 34%

Finance, 19%

Environmental

and Social

Reform, 6%

Agribusiness, 1%Education, 2%

IT, 6%

P&E, 27%

Other, 5%

3%

2%

6%

2%

% value of EBRD total% value of EBRD total

10%

“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).

The provision, financing and management of these municipal and environmental services are the responsibility of local or regional governments.

• Environmental services, such as industrial and hazardous waste management, that may be organised nationally or outside local government responsibility.

“what” MEI Standard Consultancy Assignments and Types of Specialists

� Financial Audit

(auditors)

� Feasibility Study

(sector engineers, environmental, financial, legal experts)

� Environmental Impact Assessment

(environmental experts)

� Financial and Operational Performance Improvement Programme (FOPIP)

(financial, management information system, corporate restructuring experts)

� Legal Due Diligence

(legal experts)

“what” MEI Standard Consultancy Assignments and Types of Specialists Required (… cont’d)

� Financial Due Diligence

(financial experts)

� Corporate Development Programme

(financial, legal, management information system and IT, business planning experts)

� Project Implementation Unit; Procurement Assistance

(procurement experts)

� Creditworthiness Enhancement Programme

(financial, legal, sector regulation experts)

� Public Service Contract

(legal, corporate, financial experts)

5. who?5. who?

““whowho””: : www.ebrd.comwww.ebrd.com

About us• What we do• Who we are• Where we are• Who we work with

• (…)

Procurement Notices(see next slides!)

Working with us• Project financing• Procurement (see next!)• Trade Loan syndications• Advice and support

• Jobs at the EBRD

• Projects• Countries• Sectors

““whowho””: procurement in : procurement in ebrd.comebrd.com

ConsultancyServices- Consultant opportunities

(procurement notices)

- eSelection

-Data & reports

“who”: Consultancy Services Unit (CSU)

� CSU provides technical advice and operational support to users of consultancy services within the Bank and to its Clients when selecting and engaging consultants.

� CSU is also responsible for ensuring compliance with the Bank’s Procurement Policies and Rules with donors’ rules and requirements when donor funds are used for the provision of consultancy services.

� CSU usually chairs as not-voting member in the evaluation Committee’s for shortlisting and selecting of Expressions of Interest and Proposals for consultancy assignments with a supervisory role on procedural and contracting aspects

“who”: Banking department

� The Banking department carries out EBRD’s lending and investment operations by means of projects; 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

“who”: Banking business groups

Central Europe, Western

Balkans, Turkey,

Telecoms,

Informatics and Media

Central Europe, Western

Balkans, Turkey,

Telecoms,

Informatics and Media

Financial Institutions /

Trade Facilitation Prog.

Financial Institutions /

Trade Facilitation Prog.

Municipal & Environ.

Infrastructure

Municipal & Environ.

InfrastructureRussiaRussia

Turkey, Eastern Europe,

Caucasus and Central Asia

Turkey, Eastern Europe,

Caucasus and Central Asia

Natural ResourcesNatural Resources

Energy Efficiency &

Climate Change

Energy Efficiency &

Climate Change

MonitoringMonitoring

Industry, Commerce &

Agribusiness

Industry, Commerce &

Agribusiness

Power and EnergyPower and Energy

TransportTransport

Sector Teams Country TeamsSector Teams Country Teams

“who”: the Client’s role

� The Client selects consultants in assignments where the Client is the main beneficiary of the services (mostly project implementation)

� The Client is responsible for all aspects of the procurement of contracts. It invites, receives and evaluates tenders and awards contracts which in all cases are concluded between the client and the consultant. The EBRD is not a party to the consultancy contract and channels TC funds through a grant agreement with the Client.

� The role of the Bank is to review and monitor the client’s tender process and assists contract administration to ensure compliance with procedures.

“who”: Consultants Participation

� Success rates in open competition for top ten consultants nationalities by value of contract awards:

– British: 9% - Italian: 22%

– German: 13% - Dutch: 9%

– Russian: 17% - Danish: 12%

– Swedish: 14% - American: 12%

– French: 17% - Spanish: 5%

� Success rates are calculated as the ratio between the number of expressions of interest submitted and resulting contract awards

“who” to contact in EBRD

� Project enquiries (existing EBRD projects only) Tel: +44 (0)20 7338 6282 / fax: +44 (0)20 7338 7380

� Business Development and project proposals Tel: +44 (0)20 7338 7168 / fax: +44 (0)20 7338 7380

� General enquiriesTel: +44 (0)20 7338 6372 / fax: +44 (0)20 7338 6690

� Procurement opportunitiesvia web site: www.ebrd.com

� PublicationsTel: +44 (0)20 7338 7553 / fax: +44 (0)20 7338 6102

� Consultancy Services UnitTel: +44 (0)20 7338 6124 / fax:+44 (0)20 7338 7451

� eSelection Tel: +44 (0)20 7338 7307 / Fax: +44 (0)20 7338 7451

how?how?

“How”

� How EBRD or its Clients select consultants

� Strategy for winning contracts

� (eSelection for Consultants)

Procurement Policies and Rules (PP&R)

� Revised Procurement Policies & Rules (PP&R) were adopted by the Bank’s Board of Directors in May 2010 after a public consultation process:

http://www.ebrd.com/pages/research/publications/

policies/procurement.shtml

� Based on fundamental principles of non-discrimination, fairness and transparency

� Harmonisation with other International Finance Institutions (IFIs) on-going (e.g. Standard Request for Proposal)

� Revised PP&R define new thresholds for consultant selection procedures

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.”

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

Main Selection Methods (2)

QUALITY- AND COST-BASED SELECTION:

Selection based on quality (approx. 80%) and price (approx. 20%), allocation to quality/price depends on nature of assignment, generally 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

Overview of Selection Procedures for Consultant Selection (EBRD or Client)

Call for expressions of interest

Long list

Shortlist

Proposal (tech & fin.)

Select consultant

Negotiations

Contract

Call for expressions of interest

Long list

Shortlist

Select consultant

Negotiations

Contract

Select consultant

Negotiations

Contract

Evaluation of Evaluation of

ProposalsProposals(quality(quality-- & & costcost--based selection, based selection,

EUR 300,000 and over)EUR 300,000 and over)

Selection from Selection from

ShortlistShortlist(quality(quality--based selection, based selection,

EUR 75,000 EUR 75,000 –– EUR 300,000)EUR 300,000)

Direct Direct

SelectionSelection(quality(quality--based selection, based selection,

less than EUR 75,000)less than EUR 75,000)

� 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?

Selection Procedures –Direct Selection

� 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

Selection Procedures –Selection from Shortlist

� 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

Selection Procedures –Evaluation of Proposals (1)

� Request For Proposals (RFP)

- RFP1 - Data Sheet

- RFP2 - Instructions to Bidders

- RFP3 - Templates and Forms

- RFP4 - Evaluation Criteria (!!!)

- RFP5 - Terms of Reference

- RFP6 - Contract Template


RFP 4 (Evaluation Criteria) Key Points:

(1) Firm’s project experience (by subject matter, sectors, track record in specific countries)

(2) Methodology, work plan, comments on ToR

(3) Calibre/CVs of experts proposed to carry out the assignment

(4) Other (local language, local presence/input)

(5) Weight of financial proposal generally 20%


Selection & Contracting –Timeframe

Always depends on

circumstances of individual case

(could be longer if Client

selects/contracts

which is not fully familiar with

EBRD standard procedures)

4 - 6

months

Evaluation

of Proposals

5 - 7

weeks

Selection

from

Shortlist

7 - 14

days

Direct

Selection

Statistics on Selection Procedures

Share of Value of Contract Awards by Selection Method

0%

20%

40%

60%

80%

100%

2006 2007 2008 2009 2010

Evaluation of

Proposals

Selection From

Shortlist

Direct Selection

Clarifications and Debriefing

� Before deadline for submission expires,

request clarifications from Bank or Client

(RFP 1 generally sets deadline for questions)

� If unsuccessful you may ask for a debriefing

when selection process is completed

� Complaints should be sent to Bank or Client

with a copy to the Director of the Banking

Department Team and the Director of the

Procurement Department

(1) Bank-Contracted Templates

(2) Client-Contracted Templates

(3) Applicable Law & Arbitration

(4) Indirect Taxes (VAT)

(5) Lump-sum contract vs. Time-based

Contract

(6) Periodical Payment / Milestone Payments

(7) Advances

Contracting (Bank or Client?)

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)?

Strategy for Winning Contracts –Basics (1)

� One step after the other:

(i) Focus on smaller assignments first (the first contract with EBRD enables you to demonstrate your excellence)

(ii) The expression of interest (EoI) matters (starting point)

� Carefully assess submission requirements / evaluation criteria

(i) Procurement Rules (e.g. Conflict of Interest?)

(ii) Eligibility

(iii) Deadlines

(iv) Budget viable?

(v) Specific submission / evaluation requirements?

Strategy for Winning Contracts –Basics (2)

Strategy for Winning Contracts –Assess Notice & Evaluation Criteria (1)

Albert Einstein:

“Not everything that counts can be

counted and not everything that

can be counted counts”

� What are the specific submission requirements/evaluation criteria for EoIs/proposals?

(i) Project references: Previous similar project experience? Similar budget/duration? Similar services/objectives/ activities? Similar country/region?

(ii) Key experts/CVs: Relevant previous professional experience? Language requirements? How many key (!) experts?

(iii) For proposals: Methodology, comments on Terms of Reference (“ToR”), workplan

� Pay attention to detail! Is your expression of interest/proposal responsive?


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


Corporate Services are required. The Consultant should be a firm or a group of firms with

1. Substantial relevant project experience related to district heating and respective corporate finance, law and tariff studies.

2. Extensive project experience in the EBRD’s countries of operationand in working with International Finance Institutions (IFIs).

3. Experts capable of carrying out the Assignment. Key experts should preferably include a project manager, a district heating utility financial and operational expert, a legal expert with good knowledge of regulatory framework and legal practices of district heating sector and public service contracts in Russia and a financial expert with good knowledge of district heating sector and tariff setting mechanisms in Russia. Experts shall have a minimum of 5 years experience in the activity for which they are proposed.

4. It is recommended that a significant part of the consultancy input will be carried out by local sub-consultants/contractors, specifically the preparation of public service contract and negotiation of tariffs with local tariff regulator.

Strategy for Winning Contracts –Example – Consultant Profile per Notice

Be realistic – can you match the

submission/evaluation criteria? If not, consider

(i) 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)

(ii) engaging external experts/freelancers to

satisfy requirements related to key personnel

Strategy for Winning Contracts –Join Forces (1)

� Know the market. Research and assess:

(1) Contracts awards

(2) Previous shortlists for similar assignments

(3) Statistics

� EBRD information available under:

http://www.ebrd.com/pages/workingwithus/

procurement/consultancy.shtml

� Also check similar webpages of EU, World Bank, IFC etc.

Strategy for Winning Contracts –Join Forces (2)

(1) The key is to enable the evaluators to

quickly and easily find and assess the

relevant information

(2) Remember Blaise Pascal who wrote:

“I would have written a shorter letter but I

did not have the time!”

Strategy for Winning Contracts –“Be Kind to the Evaluators” (1)

� 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

(i) tailored (adapt your regular standard documents)

(ii) focussed (all key points/evaluation criteria addressed?)

(iii) concise (table of content, clear structure & headlines, easy to assess, short sentences, use tables instead

of running text when appropriate etc.)

(iv) accessible (submit one pdf-file not many)

Strategy for Winning Contracts –“Be Kind to the Evaluators” (2)

Strategy for Winning Contracts -Example for Project References

1) Key Tasks per Objective

2) Activities per Key Tasks

3) Deliverables/Outputs

1) Background

2) Overall Objectives

3) Results/Outcome

Consulting Services ProvidedDetailed Description of Assignment

PartnersDurationFunding

Source/

Donor

Name of

Client

(public/

private)

No of

Staff provided

Proportion

carried out by

Consultant

(%)

Overall

Assignment Budget

(EUR)

CountryName

Firm

Assignment Title:

Reference No.

Strategy for Winning Contracts -Example for Describing Experts’ Experience

�Relevant Responsibilities/Tasks

�Relevant Activities

�Relevant Deliverables/Outputs

Description:

Expert’s Position/

Job Title:

Company/Client/

Donor:

Country:

Duration:

(m/year) to (m/year)

Assignment Title:

� 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!)

� 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!

Strategy for Winning Contracts –Avoid the Big Don’ts

(i) Monitor developments in the relevant

sector/country, by donor/IFI

(ii) Monitor EBRD’s website for ‘Procurement

Opportunities’

(iii) Subscribe to EBRD eSelection and

procurement alerts

Strategy for Winning Contracts –Be Up to Date

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 awardsand shortlisted consultants

� Major contracts that were awarded in operations financed by the EBRD

(These pages are

regularly updated)

ebrd.com - Procurement Notices

Search by country

Search by sectorSearch by contract type- Consultancy

Services- Corporate goods

works and services

- Project goods,

works and services

Search Results- Issue Date

- Deadline- Country

- Notice Title

- Sector

- Notice Type

ebrd.com - Procurement Notice

Sign-up for

Email alerts!

Procurement

Notice

“how” does EBRD select consultants

eSelection

for

Consultants

eSelection for Consultants

This is a web based application intended to

provide:

– More transparency

– More efficiency

– Wider participation in competition

– Level playing field

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

eSelection -https://eselection.ebrd.com/suite/

Sends email with link to reset password

Register here

Click here to view procurement notices

Send a query or request assistance

Questions?

“He must be very ignorant for he answers every

question he is asked.”

Voltaire

Thank You!

Mr Martin Ehrenberg

Senior Advisor


� [email protected]

℡℡℡℡ +44 (0)20 7338 7657

�� +44 (0)20 7338 7451

Mr Andrea Baldan

Head Operations


� [email protected]

℡℡℡℡ +44 (0)20 7338 7307

�� +44 (0)20 7338 7451

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