March 9, 2022

Consultants can be found in almost any industry. They are hired by law firm retail businesses, government organizations and mining companies. Typically consulting roles can fit into one of the following 5 categories: 1. Strategy Consulting This focuses on and assists with the long term vision of the company. Their goal is to see the bigger picture and identify ways to increase the company’s overall profitability and competitiveness. They form strategies to reach long term goals and see the implementation of this and bring in the results. 2. Operations Consulting This looks at systems that clients use to reach their goals and work to enhance their efficiency. They assess all levels of operations including production, sales and customer service. They are interested on how processes can be refined in terms of cost, time involved and steps required to best meet the target. Strategy consulting and operations consulting are closely linked. 3. Financial Consulting This assess a client’s financial position in order to put forward a plan on how to better manage the finances of the business. This may involve provide information and advice on investment strategies, tax issues and how to manage every day expenses of the business Financial consulting also covers insurance advice and saving strategies. 4. Information Technology Consulting This area provides advice on how to best use technology to enhance a client’s business. This field is also called IT Advisory, Tech consulting etc. This could involve designing unique software, testing the efficiency of the current devices and programs within the business. With hacking highly prevalent in current times, IT consultants are increasingly being called upon to ensure there is no security breaches and that sensitive information is kept confidential. 5. Human Resource Consulting This area handles matters concerning firm employees. They deal with the people side of business. The consultants work with clients in the recruitment and transition phases to place the best people in the correct role. They research and implement well-being statements, attend to communicate issues and handle recruitment as well as management changes. They also manage outsourcing.

It is a business of one or more experts (consultants) that provide professional advice to an individual or organization for a fee. The primary purpose of a consulting firm is to provide access to industry specific specialist/consultants and subject matter experts. Consulting firms will be recruited for assignments to provide a wide range of services e.g. feasibility studies, project design, supervision. Consulting firms are usually hired when the assignment requires teams of individuals and where the collective experience of the team, resources and support facilities are important in the execution of assignments. Since the contract will be signed between the procuring entity and the consultants, a template contract needs to be designed to suite the procuring entities requirement. Depending on the budgeted cost of the assignment and also taking into account the different procedures that need to be followed. Recruitment of consultancy firms falls under 3 categories: Small Consultancy (Less than 4 months) Medium Consultancy (4 – 12 months) Large Consultancy (More than 12 months) The method of procurement by the procuring entity shall be set out in the procurement plan prior to the commencement of any action and shall be decided on or approved by the authority. The individual steps in the procurement process vary slightly from the procurement of consultancy firms to that of individual consultants, but the evaluation criteria remains very much the same and attention will be drawn to any differences.

When a procuring entity needs individual advice or assistance, it may want to select individual consultants with experience and qualification for a particular assignment. These types of services may include: Preparation of TOR. Updating or revision of feasibility studies. Preliminary engineering designs of small projects. Technical assistance in economic and sectorial planning institutional organization and management. Assistance in procurement planning. Preparing of bidding and proposal document evaluation of bids for goods, works and consultant proposals. Technical assistance in project management and supervision. Training The procuring entities advertise the assignment in order to receive expressions of interest; however they may constitute a shortlist from their database or approach the individual directly by sending them TORs. The selection shall be carried out through comparison of the qualifications of the candidates. The criteria shall be academic background, experience, specific knowledge and verifiable references for successful completion relevant for the assignment. When the expertise of an assignment is more generally available, the fees may be negotiable depending on market conditions and availability of individuals. If the consultants are selected on a competitive basis of quality and cost comparison, the procuring entity shall offer the contract to the consultant with the highest combined score. The procuring entity may contract individual consultants directly in exceptional cases such as: Tasks that are a continuation of previous work of the consultant for which the consultant was selected. Emergency situations resulting from national disasters, financial crisis or similar event. When there are only a few or no other consultants available with the required expertise

It’s an organization that provides consulting services. Characteristics of an effective service provider 1. Timely delivery 2. Production capability 3. Strong communication capability 4. Accountability 5. Ethical 6. Ease of cooperation. Roles and responsibilities 1. Overall Guidance: The consultant works with the client throughout the engagement to plan and execute his work as a meeting or process facilitator. 2. Information Gathering: The consultant designs and gathers data during the information gathering phase. Consultants can be particularly useful in collecting qualitative data through interviews and focus groups, since their neutral position with the organization can lead to more honest responses from internal and external stakeholders. 3. Training: The consultant conducts training and may provide written documentation to assist the client to effectively run his business operations effectively. 4. Evaluation: The consultant creates an evaluation plan to measure the efficacy of trainings and progress of your inclusiveness initiative. 5. Monitor and Manage risks that are within their scope of work. 6. Monitor potential changes for impact on the quality of products. 7. Abide with the agreement with the client. 8. Compliance with laws and social norms while conducting their work. 9. Environmental protection while delivering services.

1. Review and approve original charges: All invoices and requests for payment, including any related backup documentation, should be reviewed by the appropriate authority and signed as approved. 2. Keep appropriate records: Records (i.e.: a copy of the invoice, sole source documentation, business meeting notes, etc…) should be kept in accordance with departmental and organisation’s Records Retention policies. 3. Review posting of charges: A review of all charges and deposits to accounts under your purview should be made regularly and at least monthly. 4. Reporting and resolution of issues: Any issues found during your review should be immediately brought to the attention of the Fiscal Affairs Manager or Executive Director of Business and Finance. Fiscal Affairs personnel shall assist the Budget Owner in researching and resolving issues. However, the Budget Owner is ultimately responsible for final follow up and resolution. 5. Review budget vs. Actual information: A regular review of budget vs. actual expenses and revenue should be done to identify any possible issues. Any questions or concerns should be immediately brought to the Executive Director of Business and Finance. 6. Delegated responsibilities: It is the Budget Manager’s responsibility to ensure that any delegated authorities or duties are properly documented, approved and maintain appropriate internal controls. Any questions can be directed to the Fiscal Affairs Manager or the Executive Director of Business and Finance. 7. Annual financial certifications: Complete and sign the annual certification as provided by finance. This is done each fiscal year in June and July.

Is sometimes referred to as promoter’s manager or project director, is a specialised adviser that represent the client and is responsible for the day to day management of a project. If a project manager is appointed, the function is most effectively when they operate as if they were part of a client organization or a procurement entity. They are not part of the consultant team, they should be able to issue instructions and review progress as if they were the client. During the briefing process, the project manager should allow the consultant team direct access to the client and user panels without interference. Experienced clients may have their own in house project managers. Characteristics of an effective Project Manager 1. An ability to solve problems with intellectual vigour. 2. Energy coupled with the ability to inspire others. 3. Confident leadership and communication skills. 4. Capability of seeing the whole picture. 5. Good negotiation skills. Roles of Project Manager The project manager is accountable for ensuring that everyone on the team knows and executes his/her role. Feels empowered and supported in the role, knows the role of the other team members and acts upon the belief that those roles will be performed. The specific responsibility of the project manager may vary according to the company size, maturity and culture. However, there are some responsibilities that are common to all project managers: Developing the project plan: This refers to a formal approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among project stakeholders and document approved scope, cost and schedule. Managing the project stakeholders: Project stakeholders is an individual, group or organization who may be affected by or perceive themselves to be affected by a decision, activity or outcome of a project. Managing communication: It is a systematic planning, implementing and monitoring and revision of all the channels of communication within an organization or between organizations. Aspects of communication management include developing corporate communication strategies, designing internal and external directions and managing the flow of information including online information. Managing the project team: A team is an independent collection of individuals who work together towards a common goal and who share responsibility for specific outcomes of the organization. A project team is one whose members usually belong to different groups, functions and are assigned two activities for the same project. Usually project teams are only used for a defined period of time and disbanded after project completion. Managing the project risk: Project risk is an important aspect of project management. Risk management is one of the most important knowledge areas in which the project manager must be competent. Managing the project schedule: A schedule is a listing of projects, milestones, activities and deliverables usually with intended start and finish dates. Managing the project budget. Managing the project conflict.

This refers to a section involved in procurement planning follows procurement usage and involved in the procurement proposal. It can also be referred to a division within a procuring entity, staffed with procurement professionals who are officially concerned with managing the procurement and asset disposals process and reports directly to the head of the procurement office both functionally and administratively. Procurement functions are handled by procurement professionals whose qualifications are recognized in Kenya. The head of procurement function is among other functions responsible for rendering procurement professional advice to the accounting officer. Roles of the Procurement function Maintain and continually update standing lists of registered suppliers required by the procuring entity Liaise with the authority in respect of the authorities’ register of procuring agents. Prepare tender and asset disposal documents to facilitate fair competition. Prepare publish and distribute procurement and disposal opportunities including invitation to tender, request for invitation of proposals. Prequalification documents and invitations for request of interest. Coordinate the receiving and opening of tender documents. Submit shortlists list of prequalified tenders to the accounting officer to approve. Propose the membership of evaluation committee to the accounting officer for consideration and appointment. Coordinate the evaluation of tenders, quotations and evaluations. Recommend for consideration, the negotiation of a procurement by the evaluation committee where negotiations are around and participate in the negotiation. Prepare and publish tender awards Prepare and issue debriefing letters. Prepare consolidated procurement and asset disposal plans. Implement the decisions of the accounting officer including disposal committee and coordinating all procurement activities. Liaise with the national treasury or relevant county treasurer on matters relevant to the procurement and asset disposal. Monitor contract management by user department to ensure implementation of contracts in accordance with the terms and conditions of the contract and report any departments from such conditions to the accounting officer. Advice in aggregation of procurement. (Economies of scale) Conduct periodic and annual stock taking. Recommend extension of the tender validity period.

1. Quality Cost Based Selection (QCBS) The procuring entity shall select the quality and cost based selection method as the preferred method to be used in evaluating proposals. The selection procedure shall be stated in the request for proposal. This implies that the proposal is judged on its quality and pricing (quality-price oriented) This method uses a competitive process in the selection of the successful firm or consultant. The request for proposal shall request submission of both technical and financial proposal at the same time but in separate envelopes. Technical bids are evaluated without accessing the financial bids to determine quality. Only bids which have attained the minimum technical score shall proceed to the opening of the financial bid. The bidder obtaining the highest the highest combined score based on the formulae provided in the request for proposal document shall be recommended for the award of the contract. The evaluation criteria in the request for proposal may include the following: Specific experience Methodology proposed including key deliverables Key personnel Participation of nationals 2. Quality Based Selection (QBS) This method focuses on putting emphasis and selecting the highest quality proposed. Technical bid is evaluated against the set criteria on a merit point system to determine the best technical bid without accessing the financial bid. The quality of a bid shall be the primary factor to be considered. The best technical bid shall take priority in the first instance. The procedure for quality based selection method of a technical bid shall be consulted in 3 stages: Preliminary Evaluation. Technical Evaluation. Financial Evaluation. Preliminary Evaluation It shall be done following the opening of a technical bid to determine whether the bidder has qualified on the basis of having passed or failed for the selection of the bid and for the terms of the bidding document. Failure to qualify or non-responsiveness shall eliminate a bid from further evaluation. Technical Evaluation. It shall be conducted by an evaluation committee which shall prepare a technical evaluation report of the technical bids received as follows: Substantiate the results of the evaluation. Describe the relevant strengths and weaknesses of the bids. Indicate which bid is recommended to proceed to the financial evaluation. Financial Evaluation. It is conducted: For the bidder who submitted the best evaluated technical bid being invited to submit a financial bid where only technical bids were submitted. Of the financial bid of the bidder who submitted the best evaluated technical bid, both technical and financial bid were submitted under the dual envelope method. The financial bid shall be negotiated by the procurement entity according to the regulations. Fixed budget Selection Method (FBS) It indicates the available budget in the tender document. The consultants are requested to provide their best possible technical and financial proposals in separate envelopes within the budget. This method is appropriate only when the assignment is simple and can be precisely defined and when the budget is fixed. The bidder with the evaluated technical bid of the highest quality which is within the stated budget shall be recommended for the award of the contract. The schedule of requirements or the terms of reference prepared by the procurement entity shall contain all the necessary detail to portray the sufficiency of the budget for the performance by a bidder of the expected tasks as shall be contained in the contract. The procedure for the fixed budget selection evaluation method of technical and financial bid shall be conducted in 3 stages: Preliminary Examination This shall be conducted to determine: Whether the bidder has qualified in the basis of having passed/failed the selection of the bid. The responsiveness of bids to the terms of the bidding documents. A bid that fails to qualify or is found to be non-responsive to the terms of the bidding document shall be rejected. Technical Evaluation It shall be concluded to: To evaluate each technical bid against the technical evaluation criteria. Following the same method of evaluation as that for the quality and cost based selection. An evaluation committee shall prepare a technical evaluation report of the technical bids received which shall: Substantiate the results of the evaluation. Describe the relative strength and weakness of the bid. Indicate which bid is recommended to proceed in the financial evaluation. Act as a pre cursor for the commencement of the financial evaluation. Financial Evaluation Financial bids shall be opened publicly and the following shall be publicly read out: Name of the bidder. Technical score. Bid price. A financial evaluation shall be conducted and any bid that exceeds budget shall be rejected. The bidder submitting the highest ranked technical bids of the bids submitted within the budget shall be recommended for the award of the contract negotiations, conducted according to the regulation. The evaluation committee shall prepare an evaluation report for submission to the accounting officer through the head of procurement function and shall be accompanied by professional opinion. 4. Least Cost Selection Procuring entity may use this method to identify the lowest priced bid which meets all the commercial and technical requirements. It is preferred for assignment of a standard or routine nature where well established practices and standards exist. It requires the use of separate sealed envelopes for submission of technical and financial bids. The procedure for the least cost selection method evaluation of technical and financial bid shall be conducted in 3 stages (they are the same as Fixed Budget Selection and Quality Based Selection): Preliminary Technical Financial In summary, procedure for least cost solution include: Submission of technical and financial aspect. Analysis of technical and financial aspect. Dropping those who don’t meet technical and financial criteria. Awarding the contract to the most cost effective. 5. Single Source Selection This is where the contract is negotiated with a single consultancy. It is not a preferred technique because of its uncompetitive nature. The services are from a single source. It is only applicable if it presents a clear advantage over competitors. Single source selection can be adopted in the following circumstances:

1. Conduct the technical and financial evaluation of tenders/proposals availed in strict adherence to the compliance and evaluation criteria set out in the tender department. 2. Perform the evaluation or negotiation with due diligence. They are conducted when there is a tie in the lowest evaluated bidder i.e. lowest bidder is above the target. 3. Conduct evaluation within their period specified in the act (30 days). 4. The members of the evaluation committee should not enter into any communication with any of the tenders participating in a tender/proposal under consideration through the head of the procurement function. 5. Seek any clarifications on tenders/proposals under consideration through the head of the procurement function. 6. Prepare a report on the analysis of tenders/proposals availed and final ratings assigned to each tender, make recommendations and submit the report to the head of the procurement function.

After the opening of proposals, the evaluation should be conducted in accordance to the evaluation criteria provided for in the bid document or the request for proposal. The accounting officer shall establish an ad hoc evaluation committee in accordance with the act and regulations from within the members of the staff with the relevant expertise. Technical expertise may be obtained from the other procurement entities or may be procured to join the committee on recommendation in writing by the head of the procurement function. Composition of Evaluation Committee Chairman At least 2 other members appointed on a rotation basis comprising heads of user department or their representatives. Quorum of at least 3 members including the chairperson. Co-opted or procured technical expertise to join the committee where necessary.  A secretary who shall be the head of the procurement function or his appointee in writing.

Receiving The date, time and place for receiving proposals including the manner in which they could be marked and sealed must be clearly stated in the solicitation documents. It is the bidders’ responsibility to ensure that their offers are submitted at the correct date, time and place. The entity receiving the bids/proposals as stipulated in the solicitation documents must ensure that the packages in which the offers are received are dated and time stamped and placed in a secured area prior to the day of public opening event. The procuring entity should also keep a list of the offers received by name of bidder, date and time the offer was received and the number of packages received for each. Opening of Proposals The accounting Officer of a professional entity shall appoint a tender opening committee as follows: The committee shall have at least 3 members. At least one of the members shall not be directly involved in processing and evaluation of the proposals. Any bid or proposal withdrawn in writing shall not be eligible for evaluation or consideration in the regular tender process. Immediately after the deadline for submitting tenders, the tender opening committee shall open all proposals received before that deadline. Those submitting their proposals or their representatives may attend the opening of tenders. The tender opening committee shall assign an identification number to each proposal and record the number of pages received. As each proposal is opened, the following shall be read out and recorded in the tender opening register. No bidder shall be disqualified by procuring entity during opening of the proposals. Each member of tender opening committee shall sign one or more proposals on one or more papers as determined by the tender opening committee. The tender opening committee shall prepare tender opening minutes which shall set out the following: A record of the procedure followed in the opening proposal. The particulars of those persons submitting proposals or their representatives who attended the opening of the proposals. During the opening the financial proposals are left unopened and are safeguarded. No announcement of prices shall be required at the opening of the technical proposal, where the tender document requires submission of separate technical and financial needs.

An RFP (Request for Proposal) is a flexible document used when purchasers seek solution based responses to meet their needs or requirements. An RFP might be used when factors other than price are central to the evaluation of each offer or where there is no clearly defined specification or solution and the purchaser is seeking a range of options for innovations. RFP therefore provides greater flexibility than request for tenders which usually have clearly defined specifications although they may appear to be similar in practice. RFP may be suited to professional services where the best solution is often not easily defined. RFP is applicable in procurement of services which are predominantly intellectual or advisory in nature. RFP is applicable in the following conditions: The procurement of services or the combination of goods or services. (Services are a major component) The services to be procured are advisory or otherwise predominantly intellectual in nature. Contents of Request for Proposal 1. The name and the address of the accounting officer of the procuring entity. 2. The general and specific conditions of proposals which may require the proposal include a technical proposal and a financial proposal. 3. Instructions for the preparation and submission of proposal and a financial proposal. 4. An explanation of where and when the proposals are submitted. 5. The procedures and criteria to be used to evaluate and compare the proposals including: The procedure and criteria for evaluating the technical proposals which shall include a determination of whether the proposal is responsive. The procedures and criteria for evaluating the financial proposals. Any other additional method of evaluation which includes interviews, presentation and the procedures and criteria for that additional method. 6. A statement giving notice of the restriction when entering into other contracts. 7. Anything else required under the act or the regulations to be set out in the request for proposals