2.3. Procurement preparation

2.3.1. Procurement notice

Risks

  • The partner prefers to implement its own procurement rules, which are not up to Helvetas expectations.
  • In cases when implementation of partner’s procurement rules is mandatory (i.e. when the partner is a public institution), Helvetas may be limited in monitoring, approving or intervening in the procurement process.
  • Procurement notice is not made publicly available to avoid competition.

Good practice

  • Monitor implementation of the collaboration agreement, with the particular focus on application of the agreed procurement rules.
  • Insist with the partner to make the procurement notice publicly available.

2.3.2. Selection of appropriate procurement method

Risks

  • The needs are tweaked to select a procurement procedure that avoids public tender. The tender may be artificially split or combined to avoid open and fair competition.

Good practice

  • As part of section 2.1 on decision for financing, the project was independently reviewed, which will help determine if different elements of the project can be split or combined.
  • Monitor implementation of the agreed procurement rules as well as the partner itself to understand as much as possible its needs, interests, connections, and other pertinent traits.

2.3.3. Tender specifications

Risks

  • There is no quality assurance process in the partner organisation to review/approve the tender specifications.
  • Tender specifications are arranged to better predict the results (e.g. including very specific requirements to suit certain suppliers/manufacturers).
  • Capacities of the partner are not appropriate to clearly define the specifications, evaluation criteria and other requirements.
  • The evaluation criteria are not part of the tender dossier and not available to potential bidders.
  • The specifications are leaked before the tender is published.

Good practice

  • Monitor implementation of the procurement quality control mechanisms for review/approval of the tender specifications.
  • Cross-check that the partner and its staff involved in the procurement process have signed the code of conduct as part of section 1.2.2 on collaboration agreement.
  • Ensure clear tender specifications, which are clearly understood and complete in the tender dossier. Define all the specifications and evaluation criteria in advance before the tender is published. Engage external consultants to assess the tender specifications.

2.3.4. Request for tender dossier

Risks

  • Arrange the process with unfair administrative and technical barriers that excludes offers (for example complex bureaucratic language; reduced timelines for submission of offers; unnecessary financial guarantees, administrative documents, experience, or human capacities; too high standards; etc).

Good practice