253464_Procurement_GuideAug8_for_web_English.doc

The mash annex or any additional agreements entered

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the MASH Annex or any additional agreements entered into by those provinces or territories which are signatories to the agreement, the agreement that is more conducive to trade liberalization prevails to the extent of the inconsistency. A Guide to Developing Procurement Bylaws 72
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APPENDIX 5: THE “TWO-ENVELOPE” PROCUREMENT PROCESS The two-envelope approach is used when the purchaser wants to evaluate the technical and qualitative information of a given proposal without being influenced by prior knowledge of the corresponding pricing information. Proposal evaluation is done usually by a team of staff from possibly more than one department who have relevant expertise for making the evaluation. In the two-envelope approach, each proponent must submit qualitative and technical information in a sealed envelope (envelope one) and pricing information in a second sealed envelope (envelope two). The contents of envelope one are evaluated and scored according to pre-determined criteria such as relevant firm experience, project team’s qualifications/experience, personnel time allocation, understanding of scope of work, methodology/thoroughness of approach, quality and completeness of proposal submission, etc. When the scoring of envelope one is completed, then the pre-determined process for moving to envelope two is followed. In some procurement strategies, a minimum score threshold is in place at envelope one, and only proposals which meet or exceed that threshold are eligible to proceed to the opening of envelope two and subsequent price evaluation. If a proposal is not eligible to proceed to price evaluation, the proponent is disqualified from further consideration and the second envelope is returned to the proponent unopened. For each proposal where envelope two is opened, the bid price(s) are scored according to the pre-determined process. The particular procurement and evaluation strategy will dictate the process for scoring the price and subsequently taking the scores from the envelope one and envelope two processes into account, resulting in a total evaluated score for the proposal. The total evaluated scores are ranked, and the proposal with the highest ranked score is considered the successful proposal, unless council or the local board, as applicable, decides otherwise. In the event of a tie, the pre- determined process for handling a tie is followed. A Guide to Developing Procurement Bylaws 73
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APPENDIX 6: PROCUREMENT GUIDE WORKING GROUP MEMBERS Name Title Organization Marlene Knight Consultant, City Service Review Project City of Mississauga Lou Pagano Director of Purchasing City of Toronto Andrea Mindenhall Manager, Purchasing Regional Municipality of Halton Janet Powers Revenue, Purchasing, Tendering Clerk City of Quinte West Dawn Hipwell Corporate Manager: Purchasing Fleet and Property County of Simcoe Troy Speck Chief Administrative Officer City of Elliot Lake Melody Couvillon Manager, Purchasing City of London Tim Sheffield Chief Administrative Officer City of North Bay Minali Prem Policy Analyst Canadian Federation of Independent Business Atul Sharma Vice President, Policy
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