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					                                  PROCUREMENT SERVICES
                                   PROCEDURES MANUAL


Chapter 16 Disposal of Surplus Property
Surplus or obsolete assets must be reported. The Budget Center Manager should
schedule a pick-up of the assets and submit form FA006 (Surplus/Obsolete Request)
when assets have been removed from the site.

An authorized representative will contact Procurement Services to schedule an
auction of the surplus property. All surplus auctions are held on GovDeals.

A detailed list of items to be auctioned should include the following:
    Description
    Brand / Model #
    Quantity
    Condition
    Vehicle inspection form (vehicles only)
    Digital picture(s)
    Street address where items will be picked up
    Name and phone number / e-mail address of person who can answer bidder
      questions

The requesting department will create special instructions including:
    Inspection - location, date and time if applicable
    Payment - date and time due
    Removal - date, time and special instructions if applicable

Payment and Pick Up
Once the auction closes and an item has been sold, online auction site will send an
e-mail copy of the Winners Seller’s Certificate to APS and the high bidder. If an item
does not sell, online auction site will e-mail an Asset Status – Closed Bid Report to
APS and APS may choose to re-list and auction again.
The high bidder should contact APS to schedule payment and pickup.
Procurement Services will maintain copies of the following:
    Title (for vehicles only)
    Bill of Sale
    Check or Money Order
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Procurement Services will scan and e-mail the following to APS Fixed Assets
Department for vehicles and buses:
    Title (for vehicles only)
    Bill of Sale
    Check or Money Order
    Buyers Certificate

Procurement Services will send the following to APS Treasury Services:
    Memo with check or money order number, list of items sold and name of
      bidder
    Check or Money Order




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Chapter 1 Evaluating Formal Solicitations
When scheduling an evaluation of a formal solicitation, members of the Procurement
Department must review the following information with the User Department and the
members of the Evaluation Committee, as it relates to Departmental procedures for
evaluations:


Instructions for Evaluation Committee Members

You have been selected to participate in the Evaluation Committee for RFP/RFQ
(name and #). As a Committee Member, we ask that you follow the guiding principles
that help define fair and equal treatment by Atlanta Public Schools (APS). Members
of the committee are accountable for the integrity of the evaluation process. APS
believes that the vendor selection process should be fair and honest, ensuring fair
competition that meets the requirements of the solicitation. As a Committee Member,
your participation contributes to the ultimate achievement of performance, time and
cost factors that have been set by the Customer. You are providing a forum where
each vendor is subject to the same conditions and treatment. We cannot be arbitrary
and therefore your commitment of time and professionalism is necessary during this
process. Remember, APS must be able to defend its choice.

At this meeting, we will distribute the original solicitation, the vendor’s proposals and
reference questions. After your review and individual evaluation scoring of each
proposal, we will discuss questions and/or comments. The Evaluation Committee will
come to a consensus regarding which proposal(s) is the most advantageous to the
District.

As a member of the Evaluation Committee, we will ask you to do the following:
    After reading the solicitation, please thoroughly review each proposal; the
      ―Scope of Work‖ and ―the Special Instructions to Vendors‖ for the information
      requested by the District.
    All comments should address the vendor’s response to our specific
      requirements of the solicitation.
    Worksheets containing your comments and ranking will become a part of the
      file which is a public record.
    Notify the Procurement Officer if additional information or clarification from a
      vendor is required to complete the evaluation.
    Each Committee Member shall individually write their comments, both
      negative and positive on the forms provided. If possible, make all comments
      brief and to the point.


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         List any questions and comments you may have regarding any area of the
          proposal that may need clarification. If the Committee feels that it is
          necessary, the vendors will make formal presentations where your attendance
          will be mandatory.
         If discussions are held, or upon Committee recommendations, the final step in
          the evaluation process may be to request a Best and Final Offer (BAFO).
         When the BAFO is received, if there are any changes, the BAFOs will be
          distributed to the Committee for comment.
         If there are no further comments from the Committee, an award will be made.

Establishing Evaluation Criteria
While the Requesting Department is ultimately responsible for determining the
evaluation criteria and vendor recommendation, the Procurement Services
Department must ensure that the integrity of the process is maintained. Typically the
Requesting Department develops the criteria with some assistance and guidance
from the Procurement Officer.

Determining the Point Allocation of Evaluation Criteria
After determining the evaluation criteria to be used, the relative importance must be
established by the Requesting Department. Each criteria should be weighted
according to their relative importance.

Evaluation Committee Composition
The Evaluation Committee should include members from different functional areas
who are free of bias or conflict of interest. Most evaluation committees should have
three (3) to five (5) members. Those members must sign a confidentiality agreement
prior to starting their evaluation which will limit them from discussing any part of the
process with internal staff or with any vendor that has submitted a proposal. They
must also be prepared to be part of the process through the vendor presentations,
where applicable.

Ratings
The following levels of ratings are used to score vendor proposals:
   1. Insufficient - Does not meet the requirement/expectation or did not provide the
       requested information. Evaluator must provide comments to support an
       insufficient rating.
   2. Marginal - Minimally meets the requirement/expectation.
   3. Good - Adequately meets the requirement/expectation.
   4. Excellent - Fully meets or exceeds the requirement/expectation.

Members of the evaluation committee will review the vendor proposal and select one
of the ratings.


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Awarding to Multiple Vendors
If awarding to more than one vendor, the Requesting Department should determine
the number of vendors that will be required to meet the needs of the District. This
should be determined before the Evaluation Committee meets.

Evaluation Keys
Evaluation keys are the measurement baseline that will be used by the evaluator to
determine whether a proposal meets, exceeds or fails to meet a requirement. Using
these keys helps to establish the minimum level of acceptability for a requirement
and provide the basis on which ratings above and below the minimum is set

Pricing
Pricing is scored by the Procurement Officer using the following formula:
    (Lowest price / price of proposal being evaluated) x points available for price =
    score

Once all pricing has been scored it will be added to the evaluation summary.

Oral Presentations
APS reserves the right to request that vendors provide an oral presentation. All
presentations will be evaluated and scored by the evaluation committee. Scores for
the oral presentation will be added to the evaluation summary.

Responsibilities of the Procurement Officer
The assigned Procurement Officer will be responsible for the following:
   1. Conducting an administrative review of all proposals to determine
      responsiveness. Proposals that are determined to be non-responsive should
      not be evaluated.
   2. Developing a schedule for the Evaluation Committee and ensure that the
      evaluation is completed in a timely manner.
   3. Creating the evaluation template based on the submission requirements and
      criteria listed in the solicitation.
   4. If a contract is going to be awarded to multiple vendors, the Officer should
      obtain, from the Requesting Department, the number of vendors required to
      meet the needs of the District.
   5. Scheduling and coordinating activities of the Evaluation Committee.
   6. Provide the members of the Evaluation Committee the time, date and location
      of the evaluation prior to the solicitation being released.
   7. Reviewing, with the Evaluation Committee, the procedures for the evaluation
      process.
   8. Reviewing, with the Evaluation Committee, the solicitation and criterion to be
      evaluated.
   9. Reviewing, with the Evaluation Committee, the confidentiality agreement.

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     10. Scheduling and coordinating vendor presentations, if applicable.
     11. Creating an agenda and evaluation template for vendor presentations, if
         applicable.
     12. Requesting additional information or clarification from vendors.
     13. Requesting Best and Final Offer (BAFO), if applicable.
     14. Evaluating cost proposals.
     15. Compiling the final evaluation summary and sending to the Requesting
         Department for their review and concurrence.

Administrative Review
After the closing date and time, the assigned Procurement Officer will conduct a
preliminary review of all bids/proposals received to determine responsiveness and
which ones should be submitted to the evaluation committee for review. The
administrative review should eliminate the following:
   1. All late proposals,
   2. Any proposals which are missing required documents or information,
   3. Any proposal submitted by a vendor which is currently debarred by APS.

Each bid/proposal will be declared responsive or non-responsive. Responsive
proposals will be evaluated by the evaluation committee. Bids are not evaluated by a
committee. Non-responsive bids/proposals will not be evaluated by the evaluation
committee or reviewed by the Procurement Officer.

Competitive Range
When acquiring supplies and services through simplified acquisition procedures,
negotiations (if any) need only be held with the number of vendors necessary for
maximum practicable competition (normally at least three sources).

APS will evaluate all responsive proposals and reserves the right to establish a
competitive range. The competitive range is defined as the proposals as determined
during the evaluation process of having a reasonable chance of being selected for
award. Vendors in the competitive range will be required to give an oral presentation
to the ABE. Proposals not in the competitive range are given no further consideration.

Not Awarding to the Highest Rated Vendor
Once the evaluation is complete, the Requesting Department is provided an
Evaluation Summary. The Evaluation Summary recommends the vendor for award
based upon the highest score. However, if the Requesting Department decides to
award to a vendor who does not have the highest overall rating, then the Requesting
Department must submit written justification to the Director of Procurement Services
for review and approval.



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Best and Final Offer (BAFO)
Once all proposals have been evaluated, a best and final offer (BAFO) can be
requested from each vendor. BAFO’s are not requested for scopes of work or
specifications that differ from those included in the solicitation. A BAFO is issued for
revised pricing related to the original solicitation.

Any substantive changes to the scope of work or specifications of a solicitation must
be re-bid.




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Chapter 2 Developing Specifications / Scope of Work

Definition – A statement of needs to be satisfied by the procurement of external
resources.

Its purpose is to present prospective vendors with a clear, accurate and full
description of the organization's needs, and so enable them to propose a solution to
meet those needs. The vendor's response to the requirement is evaluated to arrive
at, depending upon the procurement strategy, either the vendor to be awarded the
contract, or those vendors invited to take part in negotiations.

The requirements in the specification subsequently become incorporated in the
contract with the successful vendor.

Responsibility:
Preparation of specifications and scopes of work are the responsibility of the
requesting school or department. Prior to issuing a solicitation the assigned
Procurement Officer is charged with the responsibility of ensuring that the
specifications and scopes of work are unrestrictive to vendor, clear, concise, and free
of grammatical errors.

Specifications:
Specifications are primarily used in ITB’s in the provision of goods and occasionally
services.
The term "specification" refers to that portion of a solicitation that describes the
characteristics of a commodity or service required by a school or department.
   a. A specification sets limits and thereby eliminates, or potentially eliminates,
       items outside the boundaries drawn.
   b. A specification should be written to encourage, not discourage, competition
       consistent with seeking overall economy for the purpose intended.
   c. A good specification should do four things:
           1. Identify minimum requirements;
           2. Allow for a competitive bid;
           3. List reproducible test methods to be used in testing compliance with
              specifications; and
           4. Provide for an equitable award at the lowest possible cost.
   d. A specification may include requirements for samples, prototypes, inspection,
       testing, warranty, and packaging.




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Developing Specifications:
Although Procurement Officers have final responsibility for the competitiveness and
suitability of specifications, they do not have to initiate or prepare all specifications.
The following apply to the development of specifications:
    a. The Procurement Officer is responsible for final editing of specifications,
       ensuring clarity of language without jargon, or in-house terminology.
    b. The Procurement Officer is responsible for ensuring specifications are non-
       restrictive to one product or vendor.
    c. The purchase of commercial products is preferred over specifications that
       require that items be custom made.
    d. Specifications should emphasize functional and performance characteristics
       and call for design and other requirements only to the extent necessary.

Purpose:
The overall purpose of a specification is to provide a basis for obtaining supplies,
materials, equipment, or services that will satisfy a particular need at economical
cost.
   a. Carrying out this purpose implies considerations related to suitability and to
      cost-effectiveness, including factors beyond minimums or initial price.
   b. Another purpose of a specification is to invite maximum reasonable
      competition. To this end, specifications may not be unduly restrictive.

Types of Specifications:
There are several types of specifications. The development, selection, and use of a
particular type of specification are dependent on the situation, time, information
available, and school or department needs. The type of specification selected should
provide the most cost effective approach to the project objectives of simplicity as is
consistent with exactness, avoiding expensive specials when feasible, reasonable
intolerance, yet capable of being checked at minimum expense.

Performance Specifications:
The terms "functional" and "performance" are used interchangeably to designate an
approach to specifications that is less interested in dimensions, materials, and
configurations and more interested in what a product does.
   a. The performance specification is less interested in how a product is made, and
       more interested in how it performs, how well it performs, and at what cost.
   b. Performance purchasing is results oriented in terms of function and cost.
   c. Performance specifications are preferred since they communicate what a
       product is to do, rather than how it is to be built.




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Design Specifications:
Design specifications customarily employ dimensional and other physical
requirements of the items being purchased. "Design" in this sense means that the
specification concentrates on how the product is to be put together.
   a. Design specifications are normally prepared by Architects and Engineers for
       construction or custom manufactured products. Among the ingredients of a
       design specification would be the following:
       1. Dimensions, tolerances, and specific manufacturing or construction
           processes; and
       2. Use of drawings and other detailed instructions to describe the product.

Brand Name Specification:
A brand name specification or a detailed specification is written to have the effect of
limiting the bidding to a single product is the most restrictive kinds of specifications.
Brand name specifications will not be allowed unless only one product will meet an
intended need, the school or department has submitted written justification to this
effect, and the Director of Procurement Services has approved the use.

Brand Name or Equal:
A brand name or equal specification cites one or more brand names, model numbers,
or other designations that identify the specific products of a particular manufacturer
as having the characteristics of the items desired.
   a. Any other brands or models substantially equivalent to those named are
       considered for award, with the Procurement Officer reserving the right to
       determine equivalency.
   b. Although there may be situations when the use of this specification is our only
       means of attempting to satisfy the requirements, its use should be limited and
       justified prior to solicitation.

Qualified Products List:
A qualified product list (QPL) is a specification based on manufacturers' names,
brand names and model numbers, but it is arrived at by a systematic and formal
process. QPLs are especially useful where there are a large number of products on
the market but the quality of the products vary widely. Janitorial products, such as
floor wax, cleaners, etc., are normally well suited for a QPL.
    a. A QPL is predicated on a written specification that includes certain tests or
       other criteria for comparing or examining and approving products prior to
       soliciting competitive bids. These criteria and the methods for establishing and
       maintaining a QPL vary widely for different products. Some may require that
       committees test the products, others may simply require that brands be tested
       under controlled conditions and assessments made of their performance and
       others may require laboratory tests.


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     b. School and departments wishing to establish a QPL must list the products that
        have been tested and are considered equal, state testing methods used to
        establish the QPL and indicate steps to be taken by vendors to add products
        to the QPL.

Specification Process:
To avoid organizational and/or potential vendor conflict of interest and to assure
objective specifications, vendors should not prepare specifications. If necessary,
several vendors may be contacted to obtain the assurance that specifications are not
unnecessarily restrictive.
   a. School and departments are responsible for the first draft of specifications.
       Specifications should be submitted by e-mail to Procurement Services in MS
       Word  format.
   b. The use of model numbers or brand names should be minimized, but is
       justifiable in some circumstances.         In such cases, they should be
       accompanied by identification of pertinent characteristics and by language
       explaining that their use is not intended to be restrictive. Whenever brand
       names or model numbers are used, equivalent items should also be listed.
   c. Specifications should not call for features or quality levels that are not
       necessary to an item's intended usage.
   d. Maximum use should be made of industry standards or specifications and
       specifications available from Federal, State, and Municipal Agencies.
   e. Model numbered and brand named products are acceptable; however, they
       should be carefully categorized and to the extent possible set forth on an
       established Qualified Product List that can be made available to all schools
       and departments.
   f. A receiving inspection and testing process will be set forth in specifications
       citing both the Procurement Services Department’s and the schools and
       department’s responsibilities and authority.

Scope of Work:
Scope of work is used primarily in RFP’s and RFQ’s in the provision of services. The
scope of work (SOW) may be is used to purchase complex requirements that
detailed requirements need to be developed containing ―what is to be done.‖ The
language is precise and definitive with a certain emphasis on terminology.




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When To Use:
A SOW should specify in clear, understandable terms the work that is to be done in
developing the services or goods being acquired. It covers the work requirements for
projects and programs. Normally, the SOW is a performance-based description of
the tasks to be performed in terms of required outcomes or results. When this is
accomplished, the offeror is the one responsible and accountable for achieving the
results based upon the requirements listed in the SOW. In addition, the SOW should
state the standards or evaluation factors to be used to determine whether the
requirements have been met. The following are attributes of a scope of work:
    a. The SOW is thought of as the specifications for a Request for Proposal or
       Request for Qualifications.
    b. It must adhere too many of the attributes for a specification except it does not
       provide specifics of how to build a good or perform a service.
    c. It is, as stated earlier, more of a performance specifications where the APS
       has a situation that needs a solution; however, the APS does not direct how to
       solve the situation.
    d. The SOW is seeking the best result to satisfy and bring closure to the
       situation.
    e. The SOW should be clear, concise, and grammatically correct.
    f. The SOW is structured differently and provides the specifics of the situation.

Preparing Scopes of Work:
To begin preparing a scope of work, remember the basic definition: detailed
description of work, which the APS wants the contractor to perform. The SOW may
contain a number of different elements—introduction, background, requirements, and
so on. But what makes a SOW a SOW instead of a specification is that it identifies a
situation and asks offerors to provide possible solutions to the situation that will be
the best value or most advantageous.
    a. It is easy to get confused when writing a scope of work and to tend to
        approximate the specification.        It is much easier to develop detailed
        specifications than to develop a performance-based, conceptual description of
        an objective-based requirement. The SOW requires one to use a greater
        degree of creativity and innovation. A well-written SOW should have the
        following attributes:
            1. Specifies requirements clearly to permit the APS and offerors to
               estimate the probable cost and the offeror to determine the levels of
               expertise, manpower, and other resources needed to accomplish the
               requirements.
            2. States the specific duties of the offeror in such a way that the offeror
               knows what is required and can complete all tasks to the satisfaction of
               the Procurement Services Department.
            3. Written so specifically that there is no question of whether the offeror is
               obligated to perform specific tasks.

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Scope of Work Format:
There is no all purpose structure for a scope of work. The structure for a SOW
presented here is one that can serve all schools and departments. It includes all
those features that are required in a general-purpose scope of work. The SOW
structure proposed here is one that addresses the requirements to be included in a
SOW.
    a. The scopes of work can vary in length and intricacy depending on the
       services/commodities that are to be purchased. SOW’s will communicate the
       user’s requirements to the offeror. A SOW may not necessarily tell the offeror
       how to accomplish or solve the requirements. Unnecessary ―how to‖ or detail
       should not be provided so as to give the offeror freedom to determine how to
       best solve the stated needs. Stated in the SOW are the requirements in terms
       of the required results and the criteria for verifying compliance. It does not
       indicate the methods for reaching results.
    b. All information in a SOW should be presented in a standardized format and
       applicable to all scopes of work. Using a standardized format will greatly assist
       offerors doing business with the jurisdiction and ease the burden on those
       preparing scopes of work. Similar requirements and information can always
       be found easily and appear in subsections under the applicable section.

Specifications/Scope of Work Do’s and Don’ts:

Do’s
   a. Be specific and detailed in presenting mandatory requirements for goods or
      services, i.e., licensing, insurance, warranties.
   b. State a requirement of fact once and avoid duplication.
   c. Include essential characteristics.
   d. Exclude non-essential characteristics.
   e. Clearly delineate vendor obligations by including a precise statement of:
          a. the goods or services required
          b. the work to be performed
          c. the items to be delivered and when
   f. Explain terms and conditions, compliance obligations, reports, testing, etc.
   g. Provide a clear, consistent and reproducible method for determining if
      requirements have been met.
   h. Include a clear statement of the intended use.




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     i.   Write plainly and precisely
             1. Eliminate ambiguity
             2. Allow no room for misinterpretation
             3. Eliminate legal liabilities
             4. Use accurate technical and trade terms
             5. Use short, concise words
             6. Use phrases and words consistently
             7. Include mandatory language proper to your statutes
             8. Do not use unnecessary words
             9. Do not use words that have multiple meanings
             10. Use words in their normal, common connotation

Don’ts:
       a. Present something as mandatory if it is really optional;
       b. Write specifications or scope of work that restrict response to a single
          bidder/offeror;
       c. Place bid/proposal administrative or contractual terms in the specification
          portion of the document.
       d. Do not put anything in the specification that is in conflict with anything else
          in the document.
       e. Leave no loopholes.
       f. Avoid using acronyms.
       g. Avoid making assumptions.
       h. Avoid the use of clichés.

Review and Signoff:
The specification is a key procurement document. It forms the basis against which
the successful vendor will be chosen and will become incorporated into the contract
setting out what the vendor will deliver. Its final review and signoff is therefore a key
decision point in the procurement process, and it is important that those undertaking
it have the necessary knowledge, authority and experience.

Development of Evaluation Criteria:
Although Procurement Services has final responsibility for the competitiveness and
suitability of evaluation criteria, it does not have to initiate or prepare all evaluation
criteria. Developing evaluation criteria is primarily the responsibility of the originating
school or department. Evaluation criteria are not part of the statement of work, but
the evaluation criteria are as important as the statement of work and need to be
developed to ensure the best value proposal is selected. Evaluation criteria are the
criteria that will be used to determine the best value proposal.




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The RFP or RFQ will list the criteria which will be used to evaluate submitted
proposals. The evaluation factors shall relate to the proposer’s ability to satisfy
the requirements as specified in the proposal. The following are to be considered
when developing evaluation criteria:
   a. Evaluation criteria may be weighted by having specific values assigned to
       each criterion.
   b. Evaluation criteria may also be listed in order of importance without
       including values.
   c. Only the factors listed as part of the evaluation criteria may be used to
       determine the successful proposer.
   d. Values/weights for evaluation criteria must be established and submitted to
       the Procurement Officer prior to distribution of the proposals to the
       evaluation committee.
   e. Where cost is a factor in the evaluation criteria, cost analysis must be
       conducted and recorded in the evaluation process.
   f. All information needed for evaluation is requested from vendors;
   g. All requirements and information requests in the specification are covered by
       the evaluation;
   h. Vendor responses will be provided in a form that matches the evaluation
       model.




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Chapter 3 Forms
PROCESS PRE-BID/PRE-PROPOSAL CONFERENCE CHECKLIST


PRE-CONFERENCE CHECKLIST
  1. Confirm the time, date and location of the conference with the Owner’s
     Representative
  2. Reserve a room for the conference. Make sure the room is large enough and
     has adequate seating.
     3. Confirm attendance by the Owner’s Representative.

     4. Send meeting invitation to:
           Owner’s Representative
           All Team members (Procurement Officer, Procurement Assistant,
             Contract Administrator)
           Procurement Services Management

     5. Create a sign in sheet.
     6. Print extra copies of the solicitation.
     7. Bring recorder.
     8. Bring laptop if using screen/projector.


POST-CONFERENCE CHECKLIST

     1. Place the sign in sheets in the solicitation binder.
     2. Download the video recording of the pre-bid / pre-proposal conference on the
        shared drive.
     3. Review all vendor questions submitted and forward them to the owner’s
        representative of the requesting department.
     4. Post an addendum with the questions and answers by the date and time listed
        in the tentative timeline.


The Pre-Bid/Pre-Proposal PowerPoint Template is available on the Procurement
Shared Drive under the sub-folder entitled ―Forms‖.




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PROCESS PRE-BID/PRE-PROPOSAL CONFERENCE PRESENTATION SCRIPT
Opening Remarks:
   1. Good morning/afternoon. My name is      and I am the assigned Procurement Officer for:
      Solicitation name:                      Solicitation #:               .
   2. Welcome vendors.
   3. Announce that the conference is being recorded.

Introductions:
    1. Introduce all APS staff in attendance
            a. Contract Administrator, Owner’s Representative(s), Support Staff, Others.

General Information:
   1. Confirm that everyone has signed in and provided a business card.
   2. Discuss the following:
           a. State the purpose of this conference.
           b. State the solicitation due date, time and location.
           c. Explain that responses received after the time due will not be considered.
           d. Remind vendors that if delivering bid / proposal in person be sure to allow time
               for traffic, parking and security check in.
           e. If the solicitation is an ITB there will be a public opening.
           f.   If the solicitation is and RFP or RFQ there will not be a public opening.
           g. Review the tentative timeline of the solicitation.
           h. Explain how addendums will be handled.
           i.  Review the submission requirements - what to submit, how to submit, where to
               submit.
           j.  Review the APS general terms and conditions and where they can be viewed
           k. Explain the evaluation process if the solicitation is an RFP or RFQ.
           l.  Review the process for background check requirement for employees working on an
               APS site.
           m. Review the APS contract requirement.
           n. Explain the process for new vendor registration.
   3. The owner’s representative should review the scope of work or specifications.
   4. The Contract Administrator should describe the contract process.

Q&A
  1. Explain how questions regarding the solicitation will be handled including:
         a. Provide e-mail address of the person to send questions to.
         b. Due date and time to submit a question.
         c. Date when answers to questions will be posted.
         d. Where solicitation Q&A will be posted.
  2. Allow vendors to ask questions.
         a. Tell vendors they should also submit their questions via e-mail to the assigned
         Procurement Officer.

Closing Remarks
   1. Provide APS Procurement Services web site address.
   2. State the solicitation due date, time and where they must be delivered.
   3. Thank everyone for attending.



Rev. 3/25/11                                                                                   17
                                          PROCUREMENT SERVICES
                                           PROCEDURES MANUAL

SOLICITATION REVIEW FORM

Solicitation Name:

Solicitation Number:

Solicitation Type:                □ ITB         □ RFP            □ RFQ

Procurement Officer:

Requesting Department:

Requesting Department Contact:

ITB
Final bid tab saved on shared drive:                          Yes          No

RFP / RFQ
Evaluation template finalized and saved on shared drive:      Yes          No

Evaluation committee finalized:                               Yes          No


                          Signature or E-mail
Approval                                            Date Submitted       Date Returned
                          Confirmation
Requesting
Department
Proofed (by Team)

Assistant Director

Director



Comments:




The Solicitation Review Form is available on the Procurement Shared Drive under
the sub-folder entitled ―Forms‖.




Rev. 3/25/11                                                                             18
                                                             PROCUREMENT SERVICES
                                                              PROCEDURES MANUAL


SOLICITATION BINDER REVIEW FORM

    Solicitation Name:                                                                       Reviewed By:
    Solicitation #                                                                           Date Reviewed:
    Procurement Officer:                                                           Provided Returned To:      CA___________________       PO_____________________
                                   Notice of Award                                                                            Comments
 1 Copy of signed letter(s) of intent.
 2 Contract signature page from awarded vendor(s)
 3 Notice of non-award letter(s)
                                    Board Agenda
 4 Copy of board agenda (page 1 & 2)
 5 Memo indicating board approval not required
                                   Correspondence
 6 Emails and other written documentation related to the solicitation
                                Tab Sheet, Evaluation
 7 RFP or RFQ final evaluation summary
 8 RFP or RFQ individual evaluators scoring sheet
 9 RFP or RFQ, signed confidentiality agreements
 10 ITB, final bid tabulation
 11 Administrative review form
                                Solicitation, Addendums
 12 Solicitation Receipt Log
 13 Signed addendum(s) (if applicable)
 14 Pre-bid / pre-proposal sign in sheet (if applicable)
 15 Signed final solicitation document
                                  Vendor Responses
 16 Original copy of vendor proposal
 17 CD-ROM with the vendor proposal
 18 Two (2) hard copies of awarded vendors proposal/bid

    Board Approval required - submit binder to Contract Administration by the Friday following the Legislative board meeting.
    Board Approval not required - submit binder to Contract Administration within 3 days after the letter of intent is sent to the recommended vendor(s).




The Solicitation Binder Review Form is available on the Procurement Shared Drive
under the sub-folder entitled ―Forms‖.




Rev. 3/25/11                                                                                                                                                19
                                                                  PROCUREMENT SERVICES
                                                                   PROCEDURES MANUAL


ADMINISTRATIVE REVIEW FORM


Review completed by:
Date completed:

  Section #/Page                       Description                     Company Name   Company Name   Company Name   Company Name   Company Name
                   Offeror affirmation form
                   Price proposal form
                   Offeror information form
                   Offeror reference form
                   Joint venture affidavit
                      Will this be a joint venture?
                   Primary vendor / subcontractor utilization
                      Will subcontractors be used?
                   Promise of non-discrimination
                   Copy of local or state business license or permit
                   Signature page to APS contract
                                   Other - List below




The Administrative Review Form is available on the Procurement Shared Drive under
the sub-folder entitled ―Forms‖.




Rev. 3/25/11                                                                                                                                 20

				
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