1. Confirm that the focus of all quoting and tendering activity within your business is ‘to be and remain supplier of choice’
2. Identify, research and confirm your (i) target market, and (ii) unique selling point which is not just what you produce, create or provide – it includes the impact and benefit of what you produce, create or provide to purchasers
3. Confirm that your current strategic priorities include ensuring your Company’s viability, sustainability and credibility
4. Confirm that quoting and tendering are accepted and treated as a core business function to achieve measurable improvements, viz:
1. increase your strike/success rate through quoting/tendering,
2. decrease the real cost to your Company of quoting/tendering, and
3. increase your Company’s revenue/profit/market share through quoting/tendering
5. Formally – and structurally – establish and support a quote/tender writing team to commence process of preparation
6. Formally establish and resource an internal procedure for preparing individual quotes or tenders, including:
1. plan for compliance with all specifications and requirements,
2. considering your best offer – which should include an ‘added value’ over and above their expectation
3. careful negotiation of contracts or agreements with your own suppliers or sub-contractors, and
4. treating quality and risk as ‘two sides of the one coin’ throughout the whole procedure
7. Ensure that all quote or tender response documents are prepared, presented and packaged in the endorsed ‘corporate style’
8. Ensure that each response document meets all conformance requirements when  lodged or submitted
9. Responsibly, confidently and effectively negotiate to win the job/contract
10. Obtain the order number or sign the contract or agreement
11. Ensure that one person is responsible for the effective and satisfactory management of manufacture, supply, delivery, installation throughout the job or contract period to ensure that:
1. you are delivering is what you have agreed or contracted to deliver,
2. your Company ‘s integrity and reputation are enhanced throughout the transaction or contract period, and
3. the relationship with this client, customer and related sub-contractors are, and remain, positive
12. Carefully monitor the payment schedule
13. Evaluate completion of each quote or tender, which will be one of these three possibilities:
1. according to plan – which positions your Company for repeat orders or opportunities
2. with variations – back on track through renegotiation, with possible repeat orders or opportunities
3. failure for whatever reason, allocation of faults, penalties – with possible black-listing for repeat orders or opportunities, therefore requiring urgent relationship re-building.

Effective communication is passing the right message or information to the right person with the right effect, impact and outcome.

Face-to-face (ie person to person) communication is the most effective form of communication, and carries the following percentages of impact in terms of effectiveness:

• words:                   7% of impact
• tone of voice:        38% of impact
• body language:     55% of impact

Therefore listening, questioning, explaining, clarifying, encouraging, facilitating, challenging, convincing, verifying, comforting and supporting must include the right words, the right tone of voice, and the right body language. Otherwise, chances of effectively communicating with another person or group of people are slim.

For instance, a task or request can be expertly analysed and prepared.  However, if the task is not effectively communicated to the person or group responsible for carrying it out, then the desired result will not – and cannot – be achieved.

How and why technology is a major problem

1. how many emails have you received:
• that you’ve had trouble reading – let alone understanding?
• with ‘text language’ inserted – obviously to save time on the part of the sender?
• meant for someone else?
2. how often have you read text (in any form or document) that obviously has not been edited for accuracy, flow and consistency?
3. how often have you received a written response to a request for information in which the sender of the response has misread or misunderstood your request – but hasn’t bothered to check back with you?
4. how often have you been requested to complete a ‘(client, customer, staff, etc) satisfaction survey’ by linking to an electronic survey instrument – relying entirely on words… which means no tone of voice or body language, therefore 7% of impact: and how often have you found that such a survey is seen to be an effective quality assurance tool!!!

So let’s look further into the basic tools for effective communication – ie effective knowledge and information transfer.

The four basic tools are:

• questioning
• listening,
• expressing, and
• observing.

You must think through what you want to communicate, be prepared to question or be questioned, listen to what is being said or implied (and what is not being said), note the tone of voice, observe the body language… and use the appropriate method or means to express or transfer your knowledge or information.

Where you need to transfer specific knowledge, information, instruction or detail, or where a record of the content is required, it is wise to use written communication – and note that almost all written communication involved technology.  And in doing so, always check that you’ve written what you need to say in a manner that readers will read what you want them to read, know what you want them to know and be able to do what you are asking them to do.

It is easy to assume a level of knowledge and understanding in a reader or listener that is simply not there. Easy, too, to assume a commitment to your ideas, knowledge or instructions for action or change when it would be better to provide greater detail in order to earn or ensure the required commitment.  Misplaced assumptions can be at worst dangerous, at best unproductive.

Your style of verbal communication is worth checking too, as to tone and emotion, language and emphasis, method of addressing, amount of information presented, and the skills of the listener to question and listen.

Great care should be taken to use acceptable and appropriate language and forms of communication, whether person-to-person, in meetings, and when distributing information within and from your organisation.  Relevant factors in determining appropriate language and forms of communication include:

• the culture and background of the people involved or affected,
• levels of confidence, competence and comfort,
• use of symbols where there is a language or literacy barrier,
• use of large-print, audio tapes or video where sight is impaired, and
• use of sign language or visuals where hearing is impaired.

Much research has been undertaken over many years into the concept, meaning, application and transfer of knowledge.

My dictionary states that ‘knowledge is (1) the facts or experiences known by a person or group of people, (2) the state of knowing (which is defined as being or feeling certain of the truth or accuracy of a fact, etc); (3) to have a familiarity or grasp of, and (4) to be intelligent, informed, or sensible enough to do something… and there are eight other definitions given!

Knowledge is power – but only if knowledge is transferred to another person or group in a form and manner that is (a) effective, and most inportlantly, (b) genuinely and speedily checked by the sender as to effectiveness.

My own experience with and understanding of information has been described in many of my publications, viz:

What is information?

Information is knowledge acquired through experience or study, knowledge of specific events, people, places or things or instruction, advice, opinion or judgement.  Information circulates through – and contributes to:

• action, research, trial and error,
• decisions and choices,
• discussions, debates and problem-solving,
• ensuring a healthy commitment to the purpose of the organisation,
• experiences, behaviour, attitudes and values,
• knowledge, fact and opinion, and
• perceptions, observations, analysis, views and opinions.

Information flows within any group, family, workplace or organisation from a variety of internal and external sources.  It is then processed, applied, altered, added to or discarded through a series of procedures and processes by different
people:

• if information circulates easily and well, knowledge and understanding will increase and all involved will benefit,
• if information is stifled, deliberately misinterpreted, misquoted or circulated in a way that displays negative use of power and authority, the effect can be traumatic for all involved,
• it takes courage to demand information that should be freely available,
• it takes courage to challenge people who are using information in a destructive or divisive way.

To manage information effectively and efficiently, each person must be able – or be assisted – to:

1. express themselves adequately,
2. convey exactly what they intend and need to convey,
3. assess and compare information,
4. trust the source and the content, and
5. appreciate and accept the results of the management of their information.

Management of information must ensure that:

1. a person or group is responsible for the content and quality of each piece of information moving through the organisation,
2. each piece of information is managed to and from each position and each level in the organisation, with the source and author/s clearly shown, and
3. every person is able to manage the relevant information to and from her/his position effectively and efficiently.

To manage information, it is necessary to:

1. treat information as a valuable and valued resource, product and service,
2. ensure clarification of expectations and requirements as to availability, which means establishing a number of categories to define the status of particular information, eg confidential, restricted, available on request, desired reading or required reading, and
3. determine appropriate audiences, frequency, format, status, timeliness give clear instructions as to storage, ie paper (hard-copy) filing systems, procedures and security; and computer access, back-up, filing, retrieval, disposal, security.

Effective and efficient information should, at the appropriate time, enable each person to:

1. inform, express and explain with accuracy,
2. predict, educate, persuade, empower, challenge,
3. convey emotion, logic, direction, choices, implications.

To be effective, information should be:

1. created and used sensitively,
2. captured in writing and in conversation,
3. portrayed in visual and graphic form,
4. assessed, queried, clarified, verified, tested, compared, acted upon,
5. owned,
6. located, stored, retrieved, disposed of,
7. built on, added to,
8. applied, adapted,
9. analysed, debated, criticised,
10. translated, explained,
11. offered, presented, defended, and
12. used economically.

Risks with information

Information can be mis-managed, which means it can:

1. cost or waste money and time,
2. cause frustration and despair,
3. generate hostility and lack of trust,
4. contribute to defensiveness and counter-productive attacks,
5. distance one community, organisation or group from another,
6. distance person from person,
7. further complicate any undesirable circumstances, and
8. contribute to the very problems that communities, organisations, groups or individuals are working so hard to redress.

There is such a thing as ‘un-managed’ information:

1. ad hoc in nature, interpretation and use,
2. has no clear or accepted policy and procedure for its use,
3. carries no obvious accountability,
4. creates mixed and misleading expectations,
5. can lead to confusion, embarrassment, distrust,
6. can lead to reduced job satisfaction, low morale, and lack of personal and professional credibility, or
7. can damage the professional reputation of a total organisation.

Mis-managed or un-managed information is open to abuse, to mis-interpretation, and to negative and disruptive use of power and control.

Organisations need formal information to function effectively and efficiently, and to achieve the objectives of the organisation.    Organisations need informal information for support, sharing, feedback, floating ideas and initiatives, inspiration or removing stress and distress.

Organisations need a system and process for the management of information which positively empowers its people to perform their responsibilities as effectively and efficiently as possible. 

If your system or process includes – or relies on – technology, be very sure that such technology is a tool for effective communication – as a means of transfering knowledge and information, and achieving organisational effectiveness.

‘Submission’ is used as a generic term, and includes tenders, quotes, proposals and any form of response document.   This article was written for The “Australian Project Manager” and published in 1987.  It’s very relevant today!

Let’s ask a few key questions about submissions in your Company:

1)      Who is preparing, writing and negotiating submissions?

2)       How many man/woman hours are spent in preparing, writing and negotiating submissions?

3)       What range of projects and clients has been canvassed by your submissions over the past twelve months?

4)       How many and which submissions have been accepted over the past twelve months?

5)       Are your projects managed and completed according to your original submissions, or are changes and amendments to schedules and details happening too often?

6)      How much repeat work are you getting, and how often are you invited to submit?

These questions will spark off even more in your own mind as you pick up the intent of the question ‘how seriously does your Company take the matter of submissions?’

A submission is a marketing document, marketing your Company’s ability, capacity, credibility, dependability, knowledge, expertise, experience and responsible management.

It promotes and portrays WHAT your Company is willing and able to do, HOW it will implement and manage the project, WHO will be involved, at what stage, and the level of and extent of expertise and experience they will individually and collectively bring to the project.

Most importantly, it will convince the reader WHY they should seriously consider YOUR offer.

A submission does not stand alone – your Company’s public image and reputation out in the market-place will be influencing the reader, so it is essential that you know how your Company is seen and perceived out there!

If your Company is seen to have particular strengths, you need to emphasise these in your Submission.

If your Company is seen to have particular weaknesses, you need to provide information and examples to show this is not the case.

But in order to do either, you need to know how your Company is seen out there.

How much energy do you put into ’market research’?

A Submission must have the commitment of your Company behind it.  Each claim and statement must be able to be verified, every figure must be able to be justified, and every offer must be able to be carried through and honoured.

Are your Submissions prepared and presented to this level of propriety?

Is your Company prepared to stand behind every Submission to this degree?

A Submission must be clear, concise, and confidently expressed.  Your intention and guiding principle must always be to make the assessment and comprehension of your Submission as easy as possible for the reader.  The skill of  writing is a technical one, selecting from the mass of information available to you only that which is the most appropriate, the most descriptive, and the most applicable to the reader and the project itself.

Some of the decisions your submission-writers will have to make will be:

1. How much detail to include,
2. What is the reader looking for, what is their measure of assessing and choosing the successful bid or offer,
3. How can we convince the reader without making our involvement unnecessary or under-valued, and
4. How do we make our document and presentation different and more persuasive than others.

Much of this will be decided by your submission-writing team’s knowledge and experience.

A submission depends on your Company’s negotiating skills.  This involves communicating your ideas and commitment, receiving and analysing the reactions and responses of the reader, and gathering knowledge of the needs,  wants, resources, strategies, finances, priorities and deadlines of the potential Client.

It requires respect for the image, reputation and purpose of both parties – especially for the idea or concept you are offering.

The extent and degree of commitment to your idea or concept, and intensive knowledge of the details involved, will fuel the level of support and enthusiasm you are seeking.  This does not infer an evangelistic enthusiasm, but rather an ability to make valid comment, challenge existing attitudes, respond to any and every criticism and query with facts, solutions, verifications, imagination and excitement.

Your Company’s negotiators must be familiar with the content and process of preparation of your Submission.  Ideally, they should be the submission-writers.

Submission-writing must be among your Company’s top priorities!  Submissions may well be the life-line to your Company’s prosperity.  Don’t ever under-value this life-line.  Make sure your best people are involved in their preparation, presentation and negotiation.

The market-place is extremely competitive – and your Submissions have to be similarly competitive, AND SUCCESSFUL!

Reading or writing a Brief requires and deserves intense concentration.    Therefore, allow adequate time for this early step in deciding whether to respond – or this early step in deciding whether to invite responses.

The tender/submission Brief – sometimes referred to as the bid document or specification – is a document (or set of documents) prepared by the outsourcer or funding source to detail the specifications against which a tender/submission will be assessed.  A Brief can be a number of separate booklets or documents available for a non-refundable fee, it can be a few pages – or it can be anything in between.  Reading or writing a tender/submission Brief is rarely light work!

When you are drafting a Brief, put yourself in the shoes of the respondees or applicants. 

Anticipate the range of queries they may have as they read and try their best to understand your requirements.  If you write your Brief in such a way that it addresses all anticipated queries, you will save yourself and the respondees or  applicants a lot of time and emotional uncertainty in their preparation - and improve the basis for your assessment procedure.   This seems to me to be an investment for all concerned.

Here’s a Checklist of what to look for when first reading a Brief, or what to make sure is included when you are writing a Brief:

1. background and role of the organisation – and reason for – inviting the response or application
2. aim or purpose, specifications and required outputs and outcomes of your requirements
3. eligibility to tender or submit
4. assessment or selection criteria and procedure
5. timeframe, logistics and milestones relating to your requirements
6. notional budget
7. value statement, including value-add
8. constraints, restrictions, limitations
9. standards and quality of component, product, service, procedure, process, capabilities, capacity, expertise, etc
10. legislative or statutory requirements to be met and maintained throughout the contract or agreement period – including performance, quality or service standards
11. mandatory requirements – as separate from non-mandatory requirements
12. contract or agreement terms and conditions, including payments, dispute resolution, variations, termination, etc
13. terminology, specifications, assessment criteria, conditions and timelines
14. project management details, including reporting requirements, throughout the contract or agreement period
15. requirements to ensure a conforming response document
16. deadline and procedure for lodging the response document or application
17. commencement date and procedure for implementation through the contract or agreement period

Difficulties in reading or writing a tender/submission brief

In many cases, different sections of the Brief are prepared by different persons, or culled from earlier Briefs prepared for completely different types of projects.  This makes for difficult reading, with potential respondees or applicants having to rely on guesswork or their own experience.

The reason for this is obvious – the Brief has not been edited!

The section in a Brief headed Selection or assessment can be very specific – yet when you turn over a few more pages into another section, you can find statements which obviously should have been included in the selection and assessment section.

When reading through a Brief – or editing the final draft of a Brief – highlight similar details as you read.  For example, any statements or requirements that directly or vaguely relate to standards, cost, delivery, timelines, selection/assessment, due date, method of lodging your response document, etc.  Use different coloured highlights for different categories of detail.

I have been closely involved with reading and writing tender/submission briefs for more than 30 years – take advantage of this experience, and check out my books and e-books available for on-line purchase.

We are experiencing a continuing global roll-out of a political, social and economic environment that is impacting on governments, businesses, investments, entrepreneurial initiatives, and community/social activities – as well as on individuals, families and neighbourhoods.   The impact of these changes can affect our personal, professional and business comfort and confidence – and has given voice to an increasing variety of spokespersons who regularly (even daily) share their ‘expert’ opinions and accusing predictions in and through a wide range of media.

Tough times can be the catalyst for innovation.

• Service-providers may be called upon to respond to changes in the practical or emotional needs of their service-users,
• Businesses are being called upon to initiate new or different products or components, methods of selling, and even the language and style of their customer contact,
• Community groups are dealing with increasing demands in the reality of decreasing resources,
• Member-based organisations (including peak bodies, service clubs, professional associations and political parties) may be facing the challenges of lower levels in membership recruitment, retention and revenue,
• Small and medium businesses may be facing changes in their customer or supplier base, and in credit facility demands or availability,
• People of all ages are dealing in a variety of ways with the overwhelming – and to some overpowering – presence, cost, intrusion and opportunities of or through technology,

A few things we can be sure about:

• increasing demand and opportunity for personal and organisational support,
• competition for available skills, competencies and resources,
• opportunities for innovation, new ways of thinking and collaborative ways of working.

Nonprofit and Corporate Boards, CEOs and SME Owner/Managers will need to consider the implications for their organisations on two fronts:

• impact on their structure and processes – which contribute to the manner and extent to which they plan and achieve growth, or are overcome by others more effective in planning and achieving growth, and
• impact on the immediate and wider context or environment within which their organisation chooses or is forced to exist.

My approach is always practical – take a few minutes to scan through the tools, strategies and suggestions offered in the variety of content categories on this website.

May I suggest starting with Core Business Strategies.

Don’t hesitate to Contact Jean if you would like to discuss specific strategies and tools.

A critical success factor is a factor which, if not functioning or operating satisfactorily, may place your quoting and tendering efforts at risk:

1.     Clarity

• use language, format and style that are appropriate to the assessors: don’t confuse them, or allow them to misunderstand or misinterpret your statements and claims

2.     Compliance

• ensure your ability to comply with all mandatory requirements as well as specifications: if there is any doubt that you are able to comply, consider not quoting or tendering and address your doubts in preparation for the next round

3.     Conformance

• ensure that your response document fulfils all stated requirements: if you submit a non-conforming quote or tender, your document can be declared unacceptable and discarded

4.     Consistency

• use consistent language, terms, style, formatting, references, etc: make your response document as easy as possible to follow, understand and appreciate – and be placed on the short list

5.     Coordination

• ensure that one person within your company or organisation manages and coordinates the preparation of each quote or tender to ensure clarity, compliance, conformance and consistency

6.     Corporate image

• ensure that your company or organisation is presented as credible, capable and reliable in each and every quote and tender – and then be sure that you are!

7.     Competencies

At some stage during the core business function of quoting and tendering, the following competencies will be essential.  Treat them as core business competencies:

Administration   

• administering the processes, procedures and systems involved in the development of a response document

Decision-making

• following a consistent decision-making style, particularly in relation to criteria for the assessment of options and implications during the development stage: the issues of risk avoidance, risk management and quality control are dependent on consultative yet incisive decision-making

Evaluation and Review

• fully understanding and appreciating the importance of  evaluation and review, scheduling appropriate procedures in the transaction/contract stage, and including allowances in the quote/tender budget

Financial Management

• appreciating and protecting all budget items in the interests of your company or organisation and in fairness to the assessor

Negotiation

• presenting and protecting the interests, integrity and credibility of your company or organisation and yourself

Networking                         

• keeping in touch with what’s going on in your industry or sector, including locating quoting/tendering opportunities, monitoring initiatives among competitors – and establishing formal linkages, networks and strategic alliances with reliable collaborators

 Organisational analysis and review           

• knowing and understanding your company’s or organisation’s ability, maturity, capability and willingness to fulfil or achieve the specified outputs and outcomes

Personnel management

• getting the best out of people within and external to your company or organisation: very often this requires motivating team members to ‘go the extra mile’ by working harder and faster as the quote/tender deadline approaches

Planning and Policy Development

• positioning each quote/tender opportunity within the strategic and policy framework of your company or organisation 

Selling your Ideas

• explaining your ideas convincingly and gaining commitment to them from people who will be involved with or affected by a successful quote/tender  

Therefore, you should include sufficient details of your proposed evaluation methodology to assure the assessors of your intention and ability to ensure satisfactory delivery of the specified goods or services, for example, meeting or complying with specifications relating to cost, delivery, quality and timeliness.

It’s very easy to make statements and claims relating to delivery of the specified goods or services offered in your tender, proposal, quote or submission document.  However, at key stages – and/or on conclusion – of the contract period, you will be held accountable for process and progress in fulfilling your statements and claims.

It’s always wise to include details of your evaluation (i) methodology and (ii) schedule in your document, explaining how you are going to monitor and measure process (how and in what order things are done) and progress (meeting/complying with assessment criteria, deliverables and schedules as detailed in the pre-deadline specifications or discussions). 

Note:  This article is also a feature of Jean’s Successful Quoting and Tendering e-book 

Suggested evaluation report

This article offers a structure for an evaluation report.  Apart from satisfying your client or funding source, such a report also offers substantial benefits within your own organisation by providing a factual basis for review and improvement of your existing systems, methods, estimating and project management, ie it becomes a tool in your internal continuous quality improvement processes.

The basis of an evaluation report should include:

a)      evaluation or assessment criteria and detailed specifications as set out in the pre-deadline documentation or discussions,

b)      stated aim and objectives of the contract or funded deliverables,

c)      offers of quality levels, value-add or innovative approaches presented in your document, 

d)      cost, price, delivery and timliness estimates,

e)      target dates through the project life-time, especially the target end-date,

f)        anticipated levels of satisfaction for key stakeholders,

g)      anticipated performance and continuity of people identified as significant in the contract implementation, management, monitoring and evaluation, and

h)       evaluation methodology as identified and explained in your document and included in your contract schedule, together with related costs that would have been included in your budget estimates.

Suggested structure

This sample structure – for the purpose of simplicity - is based on the following stated criteria for the assessment of small grant submissions from Community Workers for CALD-specific community awareness projects.   It can be adapted to projects of a wide range of complexity or simplicity.  You are welcome to contact Jean with any queries relating to adaptation, particularly relating to deliverables required to meet or comply with detailed and measurable specifications.

Five Criteria:

1. process of selection of the focus on community awareness reflects the needs of the specified CALD (Culturally and Linguistically Diverse) Community
2. project outcomes are relevant and clearly articulated
3. strategies for delivery are practical and reflect identified needs or specifications
4. evaluation methodology is practical and directly linked to the project
5. project is achievable within the time and budgetary constraints

First section:          Criterion 1 – process of selection of the focus on community awareness reflects the needs of the specified CALD (Culturally and Linguistically Diverse) Community

a)      Identify the community awareness focus

b)      Explain the process you used to select this focus

c)      Give your reasons for selecting this focus, which could include a description of the difficulties experienced through lack of awareness of community resources within your CALD Community, and how your project was designed to reduce the nature, extent and impact of such difficulties within your Community

d)      Explain the social, personal and financial impact of these difficulties on an individual, families, workplaces, neighbourhoods – or the community as a whole

e)      Explain the improvements/outcomes you expected through implementation of your project – immediate, short-term and long-term (these will be referred to as ‘anticipated outcomes’)

Second section:    Criterion 2 – project outcomes are relevant and clearly articulated - as you are writing this evaluation report very soon after completion of your project, you can only report on the immediate outcomes of your project:  short-term outcomes are things that happen or are recognised after a period of 3 months, and long-term outcomes are things that happen or are recognised after a period of 1 year

a)      List your project’s ‘anticipated outcomes’, as featured in your document, and explain the process you used to select them

b)      On reflection, were your anticipated outcomes realistic?  If not, why weren’t they?

c)      Explain how these ‘anticipated outcomes’ addressed (a) the incidence of your stated difficulties within your Community, (b) the effect, impact or likelihood of these difficulties within your Community

d)      Explain (a) whether, how and how well your anticipated outcomes were achieved, and (b) other things that happened that you had not expected, ie unanticipated outcomes

Third section:     Criterion 3 – strategies for delivery are practical and reflect identified needs or specifications

a)      Did your target group find your project easy to understand and follow?

b)      Was it easy for them to take part, or were numbers reduced due to travel or other ‘access’ difficulties?

c)      Was the information and assistance offered through your project accepted and used by your target group, and/or seen to be of use in the future?

d)      Did you expect the incidence of these difficulties to be less after your project than it was before:  did this happen, and how were you able to predict this?

e)      Explain how you can assess these likely outcomes (this relates to your evaluation method)

f)        On reflection, could you have implemented your project in another way to achieve a greater level of use and usefulness?

g)      Would you do anything differently if you were to repeat this project?

h)       What advice would you give to someone else who wishes to implement your project in another CALD community?

Fourth section:    Criterion 4 – evaluation methodology is practical and directly linked to the project

a)      Explain why you chose this evaluation methodology above another

b)      How did you implement your evaluation methodology?  (Was it a useful methodology?  Did it take a reasonable amount of time or too much time?  Did your target group feel comfortable with it?)

c)      How do you interpret your evaluation results?  (Link this interpretation directly to your anticipated outcomes firstly, then to your unanticipated outcomes)

d)      Did your budget cover your evaluation?

f)        Would you use this evaluation methodology again for a similar project?

Fifth section:      Criterion 5 – project is achievable within the time and budgetary constraints

a)      Explain whether your costs were within budget, and whether individual categories of expenditure were adequate

b)      Explain whether your implementation plan was able to be completed as planned, or if you had to change dates or sequence for any reason

c)      Explain if any task within your implementation plan was not able to be done, and why not

d)      Explain if there were other things that had to be done that you hadn’t anticipated, and whether your budget was adequate to cover the cost of these

e)      What pleased your target group most about this project?

Email Jean if you are interested in adapting this sample evaluation report structure to your specific requirements

 This relationship begins when an entity (eg business, organisation, government department) makes a calculated decision to invite tenders to create and/or supply specific goods or services:

• successfully inviting tenders begins with a careful analysis of the specific items or services that need to be purchased – and  preparation of appropriate and detailed briefs
• an effective tender brief or ‘invitation to tender/quote’ will provide sufficient, accurate and up-to-date detail on eligibility, specifications, quality, timelines, assessment/evaluation criteria, selection procedure, probity, confidentiality, negotiation procedures and contractual obligations.

The relationship continues when one or more entities make a calculated decision to submit a response to the tender brief, guidelines or invitation to tender/quote:

•  their response document will be assessed against specified criteria – it can be referred to as a tender, bid, estimate, quote, proposal, submission
• a successful response document must comply or conform with the mandatory requirements set out in the brief – as well as presenting a positive, powerful and persuasive business case
• an effective response document will include validated and sufficient detail on cost, quality, delivery and timeliness to convince the tender caller of the tenderer’s credibility, capability and commitment to a consistent and superior quality of product or service throughout the contract period

What is a successful relationship?

One that not only wins the contract, but also ensures that the work offered in the tender document is followed through to a successful conclusion – within budget, according to schedule, and meeting the terms and conditions of the negotiated tender contract.  This means ensuring that the work can be carried out effectively and efficiently in the interests of both the outsourcer and the tenderer.

Jean’s Checklist:  Exposing the traps in tendering and outsourcing

Part 1:             Contents of a successful tender brief from the outsourcer

1. background and business case of the outsourcer
2. background and environment of the work required
3. aim, requirements, specifications and required outputs of the work required
4. eligibility to tender
5. technical details
6. assessment or selection criteria and procedure
7. mandatory requirements and specifications
8. timeframe, logistics, milestones relating to the work required         
9. constraints, restrictions, limitations – including financial
10. standards and quality of the work required
11. legislative or statutory requirements through the contract period
12. probity procedure
13. confidentiality requirements
14. negotiation procedures
15. contractual obligations and arrangements, including payment schedule
16. project management details, including reporting requirements through the contract period
17. response document pro-forma or guidance for headings or sections in a free-form response document
18. deadline and procedure for lodging the response document
19. commencement date and procedure for commencement of the work required
20. draft contract and schedule

Part 2:            Successful tender response document

1.  carefully read the brief: examine the terminology, specifications, assessment criteria, conditions, timelines and any directions to structure your response
2. address all requirements listed in the brief
3. provide sufficient up-to-date, accurate and validated detail to convince the assessors of your capacity, capability and reliability
4. avoid a confusing or nonconforming response document put together in a hurry using bits and pieces from previous tenders:  thorough editing is essential if you have ‘cut and pasted’
5. validate your unit costings as well as your final figure
6. avoid quoting ‘under cost’ in order to win the contract, as there may be no chance to increase price within the contract period
7. do your best to ensure that your own suppliers or sub-contractors will prove to be reliable
8. offer a value over and above what is being asked for – but make sure you can ensure this value through the contract period
9. build on what the outsourcer already knows about you, but don’t rely on this to win the contract: make sure the response can ‘stand alone’
10. understand that if your reputation is in a different market, your response may have difficulty in being short-listed
11. your reputation goes ahead – whether true or not
12. avoid irrelevant, inappropriate language – be very specific in what you way and how you say it
13. you may be one of many who could do the job equally well, so it can come down to which tenderer is seen to have more ‘runs on the board’

Part 3:            Successful negotiations for outsourcer and tenderer

1. carefully and confidently assert your experience and knowledge in any negotiations, and be positive and friendly in your approach
2. look for ways to impress, especially on points you know to be significant to the other party
3. communicate your ideas and commitment in a practical way, and make valid comments
4. carefully analyse the reactions and responses of the other party
5. know your fall-back position, including strategies, finances, priorities, deadlines – and look for the other party’s fall-back position
6. unless it is tactical, try to minimise the number of qualifications
7. respond to any and every criticism and query with facts, solutions, verification, imagination and excitement – never with emotion
8. use your influence, and speak with authority and surety
9. protect your integrity and reputation at all times
10. don’t assume that the purpose of an interview is simply to arrange the starting dates: it is a negotiation process
11. prepare for a range of possibilities during the negotiation process: this will help in retaining confidence and focus
12. avoid being disadvantaged through lack of preparation
13. allow sufficient time
14. as outsourcer, ensure your negotiation panel is well prepared: don’t do this ‘on the run’
15. as tenderer, prepare a presentation that is based on your response document
16. as outsourcer and tenderer – be prepared to bargain, and provide a basis for further negotiation in case the other party changes the rules of the game

Part 4:            Successful project/contract management

1. anticipated cost savings eventuate for the outsourcer
2. the successful tenderer proves to have the technology and the knowledge and the experience
3. scheduled meetings of the successful tenderer’s project manager and the outsourcer’s contract manager are held – at least at each critical point or milestone through the contract period
4. unanticipated and excessive requirements in time and money through the contract period are negotiated before they present as a problem
5. key persons identified in the brief, response document or through negotiations prove to be as effective and efficient as claimed: if they become unavailable for any reason, they should be replaced by a person of equal or greater skill, knowledge and experience
6. a major risk to both parties is survival of both parties – and of suppliers or sub-contractors to the successful tenderer
7. the challenge of keeping up with technological advances may need to be negotiated and managed collaboratively
8. clear job descriptions for – and expectations of – the successful tenderer’s project manager and outsourcer’s contract manager

 In summary, don’t assume anything!

Successful Submission Writing – for Business and Nonprofits, 3rd Edition (Jean Roberts, 2009), published by Wilkinson Publishing of Melbourne, Australia

The focus of this book is the person or group writing the submission or grant application – and offers a 10-step model for successful submission

This 3rd Edition provides greater depth to each of the 10 Steps and 9 worksheets – consequently expanding your potential to:

• improve your strike/success rate with submissions, grant applications, proposals, estimates, quotes and tenders,
• reduce the costs associated with preparing these documents,
• contribute to the skills associated with preparing these documents being readily acknowledged as core business competencies,
• assist government departments, and philanthropic trusts and foundations, in inviting and assessing submissions, proposals and tenders, and
• assist commercial and nonprofit organisations in preparing to outsource.

The 10-Step Model of Successful Submission Writing clearly places development of the project plan ahead of completing the application form.

Your submission needs to be a positive, powerful and persuasive marketing tool:

• as well as being the vehicle for your project proposal, the submission document should present a positive, powerful and persuasive case for your company or organisation.
• it therefore has the potential to be both a marketing and educational document, informing the assessors of the uniqueness and strength of your company or organisation, the benefits for them in accepting your project, and expressing readiness to enter into negotiations prior to signing the contract and commencing the project.

A successful submission is one that not only wins the money or contract, but also ensures that you will be able to satisfactorily fulfil the contract – and complete the submission project.

Contents

Chapter 1 – What is a Submission?
Chapter 2 – Introduction to the 10-Step Model of Successful Submission Writing
Chapter 3 – Step 1 – Organisational Analysis
Chapter 4 – Step 2 – Assessment of Needs and Identification of Resources
Chapter 5 – Step 3 – Drawing Out Areas for Potential Action
Chapter 6 – Step 4 – Locating and Assessing Support, Funding, Sponsorship and Examining their Criteria
Chapter 7 – Step 5 – Conceptual Development of Your Potential Action Application of Criteria, and Management of Change
Chapter 8 – Step 6 – Development Aim, Key and Specific Objectives, and Detailed Costing, Budgeting and Scheduling
Chapter 9 – Step 7 – Development of Evaluation and Review Procedures
Chapter 10 – Step 8 – Writing and Presenting the Submission
Chapter 11 – Step 9 – Obtaining the Sponsor’s Approval
Chapter 12 – Step 10 – Implementing the Action, and Evaluation and Review
Chapter 13 – Back to your Organisational Analysis
Chapter 14 – Where to From Here?
Chapter 15 – Nine Submission Writing Worksheets

Buy Online

$29.95 GST incl.

Mini-Checklist No. 1:      For managers involved in outsourcing, ie inviting tenders, the process requires a tender brief that is written for the tenderer.  This means that the tender brief:

1. is easy for tenderers to follow,
2. uses language that is appropriate to the work, service, product or product component required,
3. features clear specifications and requirements, together with the nature and extent of risk expected to be borne by the successful tenderer,
4. details the tender assessment criteria, ranking and weighting,
5. clearly specifies the contract period - with an outline of the contract negotiation process, 
6. allows sufficient time for tenderers to prepare an adequate and appropriately professional tender,
7. gives tenderers confidence that their tender will be assessed fairly, objectively and professionally, and
8. gives tenderers confidence that yours is a professional organisation in its outsourcing procedures, knows what it needs and why – and has a genuine commitment to the work, service, product or product component required.

Mini-Checklist No. 2:   For managers involved in tendering, ie responding to a tender brief, the aim must be to continually improve your in-house tendering procedure:

•  if you are winning 40% of your tenders, you are losing 60%;
• if you are winning 40% of your tenders, it is costing you 100% of your total effort – which includes the effort involved in the 60% you aren’t winning;
•  if your current strike rate is considered adequate, you need to reduce the amount of time and resources spent on unsuccessful tenders in order to increase your strike or success rate: and the best way to do this is to overhaul and improve your current in-house tendering procedure.

Mini-Checklist No. 3:   Points for managers to consider before deciding to prepare and submit a tender:

1. your ‘need to tender’ vs ‘option to tender’,
2. your ability to undertake this contract whilst satisfactorily fulfilling existing contracts and commitments,
3. your ability and willingness to meet the specifications and requirements (as outlined in the tender brief) to the tender caller’s satisfaction and in compliance with relevant  standards, regulations or  requirements,
4. compare the cost of tendering for a project that may not proceed, with the benefit of having your tender in the tender caller’s hands,
5. the value of the opportunity to tender as a marketing or promotional opportunity for your business or organisation,
6. the costs of preparing and submitting the tender in relation to the likely benefit and profit in winning the contract, and
7. the risks you’ll be expected to bear should you win the contract.

 More detailed checklists are available by contacting Jean.