ADB - Winning Consultant Contracts PDF
ADB - Winning Consultant Contracts PDF
ADB - Winning Consultant Contracts PDF
March 2016
ABBREVIATIONS
Appendices
A Selected ADB documents and web information 19
B ADB summary organization chart 21
C ADB organization codes relevant for consulting services 22
D ADB acronyms relevant for technical assistance and consulting services 24
E Trust funds and global funds in support of ADB’s strategic priorities as of 26
December 2014
Acknowledgement and disclaimer
This booklet is an update of one originally prepared in 2013 that was commissioned by the Embassy of Canada in
the Philippines.1 The booklet necessarily summarises a lot of information and by so doing risks oversimplifying
certain aspects. As such, the information, advice, and guidance offered here does not necessarily reflect the
views of Asian Development Bank (ADB) nor the individual shareholders of the bank. This booklet does not
substitute for the information, guidance, rules, and regulations issued by ADB.
1
Department of Foreign Affairs & International Trade, Embassy of Canada to the Philippines. 2009. Winning Consulting
Services Contracts At the Asian Development Bank (ADB), Second Edition (2013). Manila.
Executive Summary
D
oing business with ADB requires familiarity with If you believe the prospects are good, an important
its procedures and policies. Formal procedures step could be to actually present yourself and your
for participating in tenders vary across the comparative advantages to the Bank informally,
different areas of business of ADB. Consultants are preferably by visiting the Bank and the relevant staff
contracted either directly by Bank staff (if financed in HQ in Manila or in the local ADB Office (Resident
with grants) or by the Bank’s borrowers (if financed Mission) in your country of interest. As opposed to
by loans) while supplies of goods and works are tenders for grant financed consultancies, tenders for
almost exclusively contracted by the Bank’s borrowers loan financed consultancies are managed directly by
and their implementing or executing agencies. the borrowing or recipient countries. This means it is
important to get to know the relevant authorities in
Companies or individuals interested in doing business the target countries and to make sure they understand
with ADB as a consultant need to register online2 the advantages of your services and products. Since
and follow the steps indicated. It is also important regional authorities and the ADB Resident Missions
to regularly check the ADB website for opportunities often originate individual projects, these contacts can
in the Consulting Services Recruitment Notices also help you discern potential business opportunities
(CSRN) section3 and Invitations for Bids (IFBs) for in a very early stage of the project cycle, when project
procurement of goods, works and related services.4 design is still very open. Officers in the Resident
Missions play a very important role in creating the
Some of the formalities may demand time and work, operational plans and in project development within
although not more so than for other multilateral the ADB, and are closest to the implementation as well
institutions. Once you get acquainted with these as the governments of the recipient countries. Gaining
procedures, you will discover that it becomes easier access might prove challenging, but valued services
in subsequent tenders. The formal process from initial and innovative solutions will attract attention if they
expression of interest to award can take several fulfil the needs and help solve a specific problem.
months, and in some cases up to a year or more.
Contracts with the Bank often take considerably less In general it is important to realize that immediate
time than with governments and executing agencies. results are by no means guaranteed. Making bids
successful will often depend on your ability and
Just as important as participating in the formal tender willingness to invest time and effort over a longer
itself is the preparation process leading up to bid period of time, including participating in several
submission. It is important to build your brand name tenders and perhaps taking on a number of smaller
and recognition to improve the chances of success. projects and assignments in the early stages of your
International consultants and suppliers of goods should involvement with ADB and/or the region. This will help
be aware of the often strong competition from regional you to establish a track record and build credibility.
companies and consultants with very competitive price
offers. Therefore, your success will often critically Many more details on how to engage with ADB are given
depend on your ability to offer innovative and high in the main text. A brief overview of the government
value added products and services that bring specific services of our shareholders, including the Embassies
advantages to the Bank and its clients. A necessary in Manila and the region, is also included to help you in
first step is to acquire a good understanding of the your process of exploring opportunities.
Bank’s policies, priorities, and operations in your sector
or sub-sector, as well as countries of interest and The Office of the Executive Director is perhaps best
how your expertise can help find solutions to address used in two ways; first, by new consultants who want
particular challenges. A first step is often to get to do business with ADB and where the office can
more focused insight from ADB’s Country Partnership make suggestions on the best approach and provide
Strategies5 and Country Operational Business introductions; and, second, for those consultants who
Plans6 for specific countries and sectors. A thorough have run into major issues or problems with ADB and
understanding of the local context in the countries are looking for help and guidance.
you are targeting is also highly recommended.
20
http://cms.adb.org
30
http://www.adb.org/site/business-opportunities/operational-procurement/consulting
4
http://www.adb.org/site/business-opportunities/operational-procurement/goods-services
5
http://www.adb.org/documents/series/country-partnership-strategies
0
6
http://www.adb.org/documents/series/country-operations-business-plans
Introduction
ADB offers excellent opportunities for individual However, ADB has recently started promoting the use of
consultants and consulting firms as well as academic performance-based ToRs for consultant selection rather
institutions, NGOs, professional associations and other than compliance based ToRs. Under this performance-
entities to win consulting services contracts in a wide based approach there is much more flexibility for
range of sectors and countries in the Asia and the Pacific consultants to package proposals for delivery of desired
region.7 In 2015, the total value of consulting contracts outputs, encouraging more creativity and less adherence
approved exceeded US$600 million. to prescriptive input requirements. Progress in this area
is likely to be gradual, as many national agencies tasked
The general purpose of this booklet is to help consultants8 with selecting consultants and executing the projects
from this Constituency enhance their performance in (and some ADB staff) are more comfortable using a
winning ADB-funded consulting services contracts. The more traditional approach to evaluations.
specific objective is to provide consultants with practical
information in a concise and easily referenced format. In addition to being competitive in technical quality
and cost, those seeking to win ADB consulting
This booklet is intended primarily for those international services contracts should: (i) understand the context
consultants that have either never done business with in which ADB staff select consultants, (ii) understand
ADB but want to or those that would like to improve what how ADB selects consultants, and (iii) understand
business they have or have had. the importance of developing constructive business
relationships with ADB staff that will help in achieving
Competition is fierce for ADB consulting services and maintaining a successful business relationship.
contracts. ADB recruits consultants from all 67 member This booklet focuses on these three aspects.
countries. Only member country nationals are able to
participate in these opportunities.
Basic lessons about winning ADB consulting
In the last decade the proportion of consultants from contracts
developing member countries (DMCs) funded by ADB
has increased from about 30% to more than 70%. This The following basic lessons have been repeatedly noted
trend has increased competition amongst international by consultants about winning consulting contracts at
consultants for the remaining share. Another trend is ADB:
the growing share of individual consultants rather than
firms winning contracts. Over the past five years, about
Stylized Facts and
92% of the total number of TA consultancies and staff Observations
Implications
consultancy contracts went to individual consultants. In
value terms the share is 44.1% of the total. To some ADB has an array
Become familiar with ADB policies
of policies and
extent these characteristics have to do with relative costs and procedures so you can work
procedures that apply
across competing countries, the relative importance of in whole or in part to
with ADB staff constructively on
price and quality in tenders, and the rates ADB offers. their terms.
consulting contracts.
ADB has a wealth of
While more competition from stronger and more Take advantage of ADB’s
technical knowledge
experienced national consultants in rising regional about development
knowledge and lessons learned
economies is to be expected and is outside ADB’s to use in your own EOIs and
that can be used by
control, the other dimensions are more manageable. proposals.
consultants.
Since 2014, ADB allows for the use of a 90-10 quality-
It is unusual for
cost ratio to give more weight to quality in evaluation of consultants to win
proposals. This should help level the field for international ADB contracts by Try to visit ADB at least twice a
consultants from the countries we represent. In terms of just registering and year to meet ADB staff and become
rates offered, things are a little more complicated. Some submitting EOIs: Visits known. Visits to meet EAs and the
tenders have extensive and detailed input requirements, to ADB and relevant ADB Resident Missions in DMCs of
which combined with the given budgets, imply rates that DMC EAs are essential interest should also be made.
are often not attractive for consultants from our countries. for profile and to learn
about ADB interests.
7
A good reference on how ADB views and uses consultants is set out in the ADB Operations Manual Section J 02 on ADB
website at: http://www.adb.org/sites/default/files/institutional-document/31483/om-j2-20130806.pdf. All consultants should
read this OM Section.
8
0In this document, “consultants” refers collectively to individual consultants, consulting firms, academic institutions,
international agencies, NGOs, professional associations and other entities that provide consulting services. Where relevant, a
particular type of entity is referred to specifically by that name.
Introduction (cont’d.)
Stylized Facts and In summary, a checklist for doing business with ADB
Implications includes:
Observations
After a consultant wins
a first ADB contract
i. Collect relevant business intelligence
Make sure the first contract is very
and name/work gets ii. Build your brand name
successful; it will be your best
known to ADB staff,
marketing tool for further success. iii. Express interest
further wins are more
likely. iv. Know the country of the assignment and project
A large proportion site
of ADB consultant
contracts are quite
Consulting firms should consider v. Consider offering a partnership to firms likely to
using staff for these individual be shortlisted
small (under US$ 1
consultant services contracts.
million) and are for vi. Prepare a responsive and strong technical
individual consultants. proposal
An increasing share
of ADB consultant
International consultants should vii. Prepare a responsive and competitive financial
focus on areas where they bring proposal
contracts are won
added value not offered by DMC
by DMC national viii. Do good work
national consultants.
consultants.
For evaluations and
staff consultancies
A good place to start with ADB can
ADB puts more
be in these two areas if regional
emphasis on technical
experience is lacking.
competencies than
regional experience.
The advantage is a consultant can
compete for any ADB TA contract
ADB contracts are regardless of funding source for
untied. Consultants the TA.
from all ADB member
countries are eligible Competition for ADB consulting
to compete. contracts is fierce. Consultants
must be competitive internationally
both in expertise and in cost.
ADB values prior
experience in Asia and It is unusual for consultants with
Pacific DMCs for its no prior experience from the region
TA consulting services to win large TA contracts
contracts.
Given competition,
it usually takes the
It is unrealistic to “cherry-pick” a
submission of several
single contract and then expect to
EOIs and more than a
win with a single EOI. Be prepared
year before even well-
to submit several successive EOIs.
qualified consultants
win a contact at ADB.
ADB has an anti-
corruption policy.9
ADB enforces its anti-corruption
Violators may be
policy. Violating it will put your
barred from future
future business at serious risk.
business with ADB and
other IFIs.
9
For a statement of this policy see ADB Operations Manual Section C5 at ADB website at: http://www.adb.org/sites/default/
files/institutional-document/31483/omc5.pdf
1 Quick start to begin business with ADB
Consultants who want to do business with ADB but have not worked with ADB before should consider following the
steps below:
Step 1 Step 9
Log on to the ADB website10 Contact the Embassy or Trade Representative covering ADB
http://www.adb.org/ about the next:
• ADB Business Opportunity Seminar in your country;
Step 2 • ADB Business Opportunity Fair in Manila (or this
On website go to: “E-Learning Tools” for consulting constituency office); and
opportunities • Business or export promotion visits to ADB and the
http://www.adb.org/site/business-opportunities/operational- Philippines.
procurement/consulting
Canada:
Step 3 http://www.international.gc.ca/trade-missions-
Read ADB Long Term Strategic Framework 2008-2020. commerciale/ctm-mcc/philippines-2015.aspx?lang=eng
http://www.adb.org/documents/strategy-2020-working-
asia-and-pacific-free-poverty Denmark:
http://filippinerne.um.dk/en/
Step 4
Read Guidelines on the Use of Consultants by ADB and Its Finland:
Borrowers. http://www.finpro.fi/web/finpro-eng/contact/indonesia
http://www.adb.org/documents/guidelines-use-consultants-
asian-development-bank-and-its-borrowers Ireland:
https://www.enterprise-ireland.com/en/Export-
Step 5
Assistance/International-Office-Network-Services-and-
Read ADB Operations Manual Section J02 Consultants.
Contacts/Singapore.html
http://www.adb.org/sites/default/files/institutional-
https://www.dfa.ie/irish-embassy/singapore/
document/31483/om-j2-20130806.pdf
Netherlands:
Step 6
http://philippines.nlembassy.org/organization/the-
Read ADB Operations Manual Section D12 Technical
embassy
Assistance.
http://www.adb.org/sites/default/files/institutional-
Norway:
document/31483/omd12.pdf
http://www.norway.ph/
Step 7
Sweden:
Read the latest ADB sector policies for sector(s) of interest
http://www.business-sweden.se/en/Trade/International-
and select the relevant document(s).
Markets/Asia-and-Middle-East/Malaysia/
http://www.adb.org/focus-areas
Step 10
Step 8
Register on-line on the ADB Consultant Management System
Read the latest ADB Country Operations and Business Plan
as individual or consultant entity.
(COBP) for country(s) of interest and select the relevant
http://cms.adb.org
document(s).
http://www.adb.org/countries/documents/main
Step 11
Review regularly ADB Consulting Services Recruitment
Notice (CSRN).
http://csrn.adb.org
http://www.adb.org/site/business-opportunities/operational-
procurement/consulting
Step 12
Plan a visit to ADB head office in Manila, Philippines,
possibly with a trade mission to ADB.
Asian Development Bank
6 ADB Avenue, Mandaluyong City
Metro Manila, Philippines
10
Almost every reference document you need to refer to can be accessed on the ADB website.
1
2 Volume and scope of ADB consulting contracts
ADB-funded contracts for consulting services fall in three Consulting contracts can be grouped in three general
general categories: categories based on the party (ADB or EA) with which
a consultant enters a contract. Different types of
• Contracts with an Executing Agency (EA) of the consulting work are funded by ADB using consulting
beneficiary government services contracts as follows:
ADB funding sources for each category (and sub TA loans – used CDTA-Capacity Administrative
mainly for development technical services under
categories) varies. However the basic regulatory
detailed project assistance institutional
framework for all categories (with some exceptions for design. procurement.14
contracts for internal operations and for grants to some PATA-Policy & advisory
Note: Some
partner institutions) is the same. In the case of contracts technical assistance
TA grants are
for consulting services with EAs, an EA must follow ADB’s attached to ADB PPTA-Project
policy and procedures for recruiting and selection of preparatory technical
loans.
consultants. assistance
RDTA-Research and
development technical
assistance
Guidelines
Guidelines
on the Use of
on the Use of
Consultants
Consultants Guidelines on the
by Asian
by Asian Use of Consultants
Development
Development by Asian
Bank and its
Bank and its Development Bank
Borrowers
Borrowers and its Borrowers
Note: The
Note: For JFPR and/or
procedure
and some other
followed and
bilateral trust ADB Administrative
decisions by
funds, there are Order
EAs have to be
some additional
confirmed by
TA approval steps.
ADB.
11
JFPR grants can also be used for small projects up to US$ 2.5 million as well as for consulting services up to US$ 2 million.
See Section 6 (d) in this booklet for more information on JFPR.
12
See Appendix E for list of trust funds used by ADB.
13
This technical assistance can also be sub-divided as “cluster”, “regional” and “small-scale” technical assistance. See ADB
Operations Manual Section D12/BP at: http://www.adb.org/sites/default/files/institutional-document/31483/omd12.pdf
14
See http://www.adb.org/site/business-opportunities/institutional-procurement
2
Composition of ADB Consulting Service Contracts 2015
Note: Consultant type is determined by comparing the borrowing country with the nationality of the consultant for
loan, grant and TA consulting contract. For regional TA, all consultants were classified as International. This was
resorted to in the absence of this indicator in the database.
a
Excludes the EA-administered grant for which category of the consultant is not known.
b
Includes the EA-administered grant that is unallocated to national and international.
Source: Operations Services and Financial Management Department
Also of note, the total number and percentage of contracts awarded to individual consultants has been increasing
while that to consultant firms has been decreasing. Over 2010-2015, 91.9% of the total number and 44.1% of the
total value of TA consultant and staff consultant contracts were Individual Consultant contracts.
3
3 Applicable ADB policy frameworks
ADB’s overall policy and regulatory framework has many These policies are made public in three formats:
dimensions and is covered in a wide range of documents.
These documents apply not only directly or indirectly to
i. The release by ADB of the original Report and
the work that is contracted out by ADB to consultants
Recommendations of the President (RRP) as
but are also relevant to consultants in the advice they
submitted to the ADB Board of Directors for
provide. It is not productive for consultants to advise or
approval;
recommend actions that are inconsistent or counter to
ADB-wide policies and regulatory frameworks. The main ii. Publication by ADB (Department of External
ADB-wide policy documents that consultants should be Relations) of booklets;
familiar with are: iii. Issue by ADB as updates in its Operations
Manual (OM) and/or its Project Administration
• Anti-corruption Policy15 (2010) Instructions (PAI).
• Long-term Strategic Framework 2008-2016
(2008) Consultants should refer to the OMs and PAIs for
information on policies and procedures.
• Safeguard Policy Statement 17
(2013)
• Review of the Accountability Mechanism Policy18
(2012)
• Review of the Public Communications Policy of
ADB: Disclosure and Exchange of Information19
(2012)
• Midterm Review of Strategy 2020: Meeting the
Challenges of a Transforming Asia and Pacific20
(2014)
15
http://www.adb.org/sites/default/files/institutional-document/31483/omc5.pdf
16
http://www.adb.org/documents/strategy-2020-working-asia-and-pacific-free-poverty
17
http://www.adb.org/sites/default/files/institutional-document/31483/om-f1-20131001.pdf
18
http://www.adb.org/sites/default/files/institutional-document/31483/oml1.pdf
19
http://www.adb.org/sites/default/files/institutional-document/31483/oml3.pdf
20
http://www.adb.org/documents/midterm-review-strategy-2020-meeting-challenges-transforming-asia-and-pacific-r-paper
21
http://www.adb.org/sites/default/files/institutional-document/31483/om-e1.pdf
22
http://www.adb.org/sites/default/files/institutional-document/31483/omd12.pdf
23
http://www.adb.org/documents/guidelines-use-consultants-asian-development-bank-and-its-borrowers
4
4 Applicable ADB programming and planning frameworks
Within the overall policy and regulatory frameworks that The Sector Policies/Strategies set out what ADB will
apply to consulting contracts there are also a number of focus on in the various sectors and the associated sector
programming frameworks that determine what kind of operational plans. These documents are of value to the
consulting service contracts ADB seeks. consultant seeking contracts in two important respects:
(i) They set out which specific areas and sub-sectors
ADB will be active in within a sector; and (ii) They set
out what are the key considerations and factors ADB is
concerned about within a sector.
ADB policy, strategy and/or operational plan
[Note] Other programming frameworks that determine the
sector and type of consulting opportunities available at
Country Partnership Strategies (CPS)24 ADB include those for:
[Updated every 3-5 years]
i. Private sector development;27
Country Operations Business Plans (COBP) 25
ii. Regional cooperation and integration;28
[Updated every 1-2 years]
iii. Japan Fund for Poverty Reduction and channel
financing agreements and trust funds;29
Sector policies or strategies 26
[Not all sectors covered] iv. Independent evaluation30 activities and other
specialized functions;
Sector operational plans v. Office of Public Private Partnerships and the Asia
[Not all sectors covered] Pacific Project Preparation Facility (AP3F)31
24
http://www.adb.org/sites/default/files/institutional-document/31483/om-a2.pdf and http://www.adb.org/documents/series/
country-partnership-strategies
25
http://www.adb.org/documents/series/country-operations-business-plans
26
http://www.adb.org/focus-areas
27
http://www.adb.org/sites/default/files/institutional-document/31483/om-d10.pdf
28
http://www.adb.org/sites/default/files/institutional-document/31483/omb01.pdf
29
http://www.adb.org/sites/default/files/institutional-document/31483/om-e2-1mar2011.pdf
30
http://www.adb.org/sites/default/files/institutional-document/31483/omk1.pdf
31
http://www.adb.org/documents/asia-pacific-project-preparation-facility
5
5 Opportunities and procedures for consultant contracts
Demand for consulting services contracts varies from year to year by sector and by use of individual consultants
versus consulting entities. ADB’s annual use of consulting services (number of contracts and by value) for the two
year period 2014-2015 by sector is as follows:
Consulting Services
2014 2015
Sector
Amount in Amount in
No. % of Total No. % of Total
US$M US$M
Agriculture, Natural Resources and
301 67.30 12.12 420 143.06 22.44
Rural Development
Education 245 42.86 7.72 239 25.26 3.96
Energy 309 60.56 10.91 368 107.96 16.94
Finance 233 22.88 4.12 211 12.14 1.90
Health 135 15.64 2.82 122 17.89 2.81
Industry and Trade 99 9.32 1.68 179 18.87 2.96
Information and Communication
4 0.35 0.06 12 1.95 0.31
Technology
Multisector 506 49.18 8.86 128 6.34 0.99
Public Sector Management 659 35.34 6.36 680 39.51 6.20
Transport 335 194.67 35.06 433 156.28 24.52
Water and Other Urban Infrastruc-
211 57.22 10.30 383 108.13 16.96
ture and Services
Technical assistance (TA) funded by ADB grants and ADB loans offer a large and important market for consultants to
seek contracts. Specific types of TA include: project preparation TA (PPTA), policy and advisory TA (PATA), capacity
development TA (CDTA), research and development TA (RDTA), and regional TA (RETA). There are also cluster TAs
for each of these types of TA.32 The TA market (both grant and loan funded) is the most competitive and demanding
for winning ADB contracts. Prior experience in Asia, in the country, and/or sector is almost always necessary to be
successful.
32
For best explanation of ADB technical assistance including what ADB uses TA for and types of TA see ADB Operations
Manual Section D on ADB website at: http://www.adb.org/sites/default/files/institutional-document/31483/omd12.pdf
6
(a) Grant-funded TA To the extent there is a standard model for project
approval and the contracting practice leading to a
Grant-funded TA is almost always administered directly consulting contract, the above is representative as the
by ADB, either in Manila or at Resident Missions. It can base for an ADB administered contract. The exact steps
be funded from a number of different sources within involved may vary by funding source and purpose.
ADB (TASF, JFPR, trust funds) and for different purposes
(public sector, private sector operations, evaluations, The main steps in recruiting and contracting with
etc.). Most TAs are funded by TASF for public sector consultants and time taken are:
TA with the practice for this described immediately
below. Other funding sources may involve variations in
consultant selection and contracting procedure used as Key steps … Comment …
noted later below.
A PID must be posted
Publication of the Project
within 30 days of
The main stages in ADB’s development and approval of 1 Information Document
approval of a project
(PID).33
TAs include: concept paper.
Many TAs are
Key stages in TA Comment… approved later in
Approval of the TA project
approvals… the year to start
2 (with the budget with
the following year.
international & national
Listing of planned The final approval
Listed in an Appendix of CPS consultant work-days).
TA in the CPS or in document is posted
1 document and updated at on the ADB website.
updates in the CPSU
least annually.
or COBP. Invitations for EOIs
Development and This is done internally within are usually posted
2 approval of a concept ADB with no reference to the within 30 days after
Posting of invitation for
paper for a TA. Board of Directors. final project approval
3 submission of Expressions
(and sometimes
Preparation and The ADB Public of Interest (EOIs) on ADB
before project
disclosure of a Communications Policy website on the CMS.
3 approval when
Project Information requires PIDs to be advance procurement
Document (PID). disclosed. is authorized).
In some cases PPTA The normal deadline
Consulting opportunities are
for investment for submission of EOI
4 also possible with the related 4 Deadline for submission of
projects to be is often as short as
loan. an EOI.
financed by loans. seven (7) days after
The ADB Public posting
In some cases
Communications Policy The normal time
a Summary
5 requires SEIAs to be Evaluation of EOIs submitted taken for completion
Environmental 5
disclosed. and completion of a short list. of a short list by ADB
Impact Assessment
Provides consulting is two weeks.
(SEIA) is required.
opportunities.
The RFP is normally
Board of Directors approves Issue by ADB of an RFP to issued within 10 days
Approval by Board 6
all TA loans and all TA grants shortlisted consultants of the short list being
of Directors or by
above US$ 1.5 million. completed by ADB.
President, Vice
6 However, most TA grants
President or Head The normal deadline
are below the US$ 1.5
of department as for submission of
million level with approval Deadline for submission
delegated. a proposal is 35
delegated. 7 of proposals to ADB by
days after posting.
Project Completion shortlisted consultants
7 Required for all projects. However some have
Report (PCR). shorter deadlines.
For some projects, Provides consulting
8
PCR validation. opportunities.
For some TA projects, Provides consulting
9
Evaluations. opportunities.
33
The complete text concerning disclosure of contents of PIDs (including for private sector as well as public sector PIDs) is
posted on ADB website at: http://www.adb.org/documents/pcp-2011
7
(b) Loan-funded TA
Key steps … Comment …
Planned TA loans are listed with the planned loans in
Time for evaluation the Annex of the COBP under lending products while
of technical proposals TA grants are listed in the Annex under non-lending
Evaluation and ranking of
varies with the products. The contracting procedures for consulting
technical proposals submitted
8 consulting services services contracts financed by ADB TA loans are managed
to ADB by shortlisted
required ranges from
consultants. by a DMC EA34 instead of by ADB directly. Occasionally
15 to 60 days or
more. ADB also delegates the contracting of a TA grant to an
EA. As a consequence, the relevant contacts with whom
Financial proposals
consultants must develop a good business relationship
are normally
Opening and evaluation of
opened one week
are the key officials in the EA of the borrowing country in
the financial proposals (when addition to relevant staff at ADB headquarters.
after completion of
9 required by selection method
technical evaluation
used) submitted by the
and then evaluated When an EA manages contracting other challenges may
consultants.
and ranked in the arise. Often issues related to language, culture, and
following week. business norms may be at least partially addressed by
Time for obtaining teaming up with a good local partner.
Signing TA Letter of counter-signing
10
Agreement with an EA and varies by country and While these challenges may be substantial, the
counter-signing by DMC circumstances: it may opportunities for winning a TA loan contract should not
Governor’s representative. take from one week be ignored as these are usually larger in total value.
to one year.
Also, if contracts are won and successfully implemented,
On receipt of counter- it often leads to more contracts with the same EA for
signed TA Letter consulting services with other sources of funding.
Invitation to submitter of the
of Agreement, the
first ranked proposal to start
11 normal time for
contract negotiations with EAs receiving ADB TA loans are obliged to follow
start of contract
ADB (or the EA). ADB’s Guidelines on the Use of Consultants by the
negotiations is 7-45
days. Asian Development Bank and its Borrowers. The EA
is also obliged to get ADB concurrence of certain key
The normal time for
conclusions and decisions that the EA makes during
completion of face-
Completion of contract this process. There are four main steps which must be
to-face contract
12 negotiations between ADB (or referred to ADB: (i) final short-list & proposed RFP; (ii)
negotiations at ADB
the EA) and the consultant. results of the technical evaluation; (iii) results of financial
with experienced
negotiators is 2 days. evaluation (for cost-based selection); and (iv) outcome
Signature of a contract By an authorized of negotiations and draft contract. These are important
13 between ADB (or the EA) and representative of the steps at which a consultant can warn ADB directly
the consultant. consultant. about any concerns if they are not satisfied a DMC EA
has followed the required ADB policy and procedures
for consultant selection and contracting. However, such
recourse by the consultant directly to ADB staff should
not be considered a substitute for developing a good
business relationship directly with the EA.
34
The EA in a DMC is usually one of the sector-related departments/ministries.
8
(c) Private sector TA (d) JFPR and other trust funds
ADB provides grant-funded TA in support of its private Multi-donor and bilateral-donor trust funds: Many
sector operations.35 The annual volume of approvals donors have entrusted ADB with funds focusing on
of such TA varies widely but is usually between US$ 5 specific sectors/themes or countries or sub regions.
million and US$ 10 million. There is no limit of the value While some of these multi-donor trust funds support
of specific projects but these are generally small—in the small investment projects they are mainly used to
US$ 500,000 to 1 million range. Projects can be funded support TA and thus consulting services contracts. Some
from any of ADB’s standard sources of financing for TA. of the bilateral TFs require a simple no-objection for
project approvals. All follow ADB standard contracting
Private sector TAs can be any category of TA in parallel procedures. The publicly available Office of Co-financing
to the strategic focus of ADB’s private sector operations, Operations’ “Partnering for Development: Donor Report
namely private sector infrastructure finance, financial 2014” lists trust funds and global funds.36 A list of all
institutions, capital markets, trade finance, and clean/ TFs at ADB active as of 31 December 2014 is given in
renewable energy. While non-sovereign, proposed Appendix E.
private sector TAs that are country specific require a “no-
objection” from the host government. ADB has access to and also receives bilateral
contributions in the form of trust funds (TF). In total
Private sector PPTAs are subject to cost-recovery when value these represent a significant augmentation to the
they lead to an ADB-funded non-sovereign project. If ADB’s Technical Assistance Special Fund (TASF) for grant
it does not lead to such a project or leads to a project TA and to its concessional (ADF) and non-concessional
funded by another agency cost-recovery is waived. (OCR) funds for loan-funded TA.
Of significance to the potential consultant seeking such Unlike in some other IFIs, ADB TFs are not tied to
a private sector TA contract, such TA contracts are procurement in the donor country. Any consultant from
subject to all of ADB’s standard consultant selection and any ADB member country can compete for consulting
recruitment guidelines, and safeguard policies. They are service contracts that are financed from any ADB TF.
also subject to ADB’s public disclosure policy with the
exception of confidential commercial information. Further, ADB trust funds are not open for direct unsolicited
proposals. The decision whether to fund a specific TA
In practice, a private sector TA is usually requested by from ADB’s TASF or to use a TF is an internal one by
a private sector partner seeking investment by ADB’s ADB. Such funding is considered when it supports ADB’s
Private Sector Operations Department (PSOD). Under an programming framework for a country/sector as well as
implementation agreement, the private sector partner if it aligns with the focus set for the TF by donor(s).
will request ADB for a consultant for the required TA. Consultants should be aware of such funds and the
ADB then follows its standard procedures in selection additional steps that some require in approval before a
and contracting for such a consultant. contract.
35
The key reference documents are: (a) ADB policy on non-sovereign operations see ADB OM D10, (b) ADB technical assistance
policy, and (c) ADB Guidelines of the Use of Consultants by ADB and Its Borrowers. See Appendix A for URL for these and a
selection of various other key documents.
36
http://www.adb.org/documents/partnering-development-donor-report-2014
9
Trust funds used for TA and consulting services contracts Step 1: Projects proposed by ADB staff are
fall in the following categories: consolidated & submitted about four times annually.
10
practices used in selecting providers of such services. (f) Staff consultants
The Director General of the Independent Evaluation
Department has the same delegated approval authority For 2016, the budget for staff consultants is set at $27.44
as Vice Presidents have for other types of TA and thus million (US$ 30 million in 2015). There are significant
approvals of evaluations are effectively streamlined. differences between the availability of consulting
contracts for staff consultants compared with those for
The evaluation work of IED covers the whole range of ADB evaluation consultants (discussed above):
operations and therefore offers consultants opportunities
relating to all countries and all sectors in which ADB
i. Staff consultants are funded from the ADB’s
has operations. There are many types of evaluations
administrative budget which means the allocation
ranging from Program/Project Completion Report
of available funds is more tightly controlled;
Validations, Program/Project Performance Evaluations
Reports (PPERs), TA Performance Evaluation Reports ii. The available administrative budget funds for
(TPERs), and Country Program Evaluations (CAPEs), etc. staff consultants has to be spread across many
Interested consultants can find the pipeline of planned departments with each department having a
evaluations and therefore planned contracts (although relatively small staff consultant budget; and
not listed as such) in the annual rolling work plan of iii. The available funds have to cover a wide range of
evaluations.37 expertise needed by ADB which means the funds
available for a given expertize in a year can be
Large evaluations, and all those requiring over 66 work limited; and
days and/or skills of a certain higher level, are advertised
and follow standard consultant contracting procedures. iv. There is no consolidated list of all planned staff
consultant services available for potentially
Smaller evaluations requiring under 66 work-days and interested in pursuing this type of consulting
which do not require an advanced skills level are not contract.
advertised (unless a former ADB staff has submitted
an EOI in which case it has then to be advertised). If As the case for consulting services for evaluations,
interested in evaluations, it is important that a consultant selection and contracting of staff consultants is covered
be registered on the CMS system and make himself well- by the Guidelines for Use of Consultants by ADB and
known to IED staff who will be preparing short lists used its borrowing Members. In this respect the same rule
as a basis for selection WITHOUT the evaluation being applies that if staff consultancies require more than 66
advertised. days and/or an advanced skills level, and/or a former
ADB staff member is being considered, they must be
Very small evaluations involving three or less work-days advertised on the Consultant Management System
and which do not require an advanced skills level are (CMS), see next section for more details.
also available. These are primarily Project Completion
Report validation evaluations and are handled somewhat
differently. For such very small evaluations, IED
establishes rosters for pre-qualified consultants (with
several rosters with each roster covering different
specializations). When required to arrange a PCP
validation, evaluation officers then select consultants
from these rosters to do these very small evaluations.
37
To see on-going evaluations, see ADB website at: http://www.adb.org/site/evaluation/ongoing-evaluations . To see a summary
of number and type of evaluation work is given in the ADB Budget at ADB website at: http://www.adb.org/sites/default/files/
institutional-document/178592/adb-budget-2016.pdf
11
6 Using the ADB CMS for registration and submitting
expressions of Interest
The Consultant Management System (CMS) for ADB Registered information can be updated in real time
administered contracts is integrated with the Consultant anytime. This allows the registration to be updated and
Registration System, publishing invitations for contents modified to give different emphasis to different
Expressions of Interest (EOIs), the submission of EOIs, experience most suitable for an EOI before the EOI is
and Request for Proposals/Non-Committal Inquiries. As submitted. It also allows review of the registration for
a result, registration, search for potential contracts, and errors and improvements without any delay.
submission of EOIs can all be done online.
If a consultant is short listed, the consultant will be
The system includes posting invitations for EOIs by invited to submit a proposal under one of the several
consultants for consultant services contacts. A consultant consultant selection methods ADB uses.39 This can also
can regularly monitor the current open invitation be done electronically using the CMS system (only for
requirements including sorting these by country, by ADB administered consulting).
sector, by value, by international/national consultant,
and by individual consultant or firm. Using the Business Opportunities for Procurement,
consultants can also access Procurement Plans for
There are two practical options for monitoring new projects. In some case these plans will indicate
invitations for EOIs: (i) registering for regular e-mail opportunities for consultants under expected sub-
notices of new invitations; and/or (ii) monitoring the contracts which would not be advertised on the CMS
ADB business opportunities page for consultant services
on the ADB website. It is important to monitor this on a
weekly basis as many EOIs have a short deadline.
38
The actual skill-levels and criteria for each level are not published with the only general reference being in PAI-2
39
These are not listed here as they are clearly set out in the ADB Guidelines on Use of Consultants.
12
7 Key players in ADB TA & contract approval decisions
40
The ADB Board of Directors has delegated TA approval authorities of: up to US$ 1.5 million to the
President; up to US$ 750,000 to the Vice Presidents; and up to US$ 225,000 to Heads of Departments
(excepting the DG/IED who has a delegated authority to approve TAs for evaluations up to US$ 750,000).
41
In the case of Regional TA grants (RETAs), the lead may be the Principal Specialist in a SDCC Sector Department.
13
8 Must do’s to win consulting contracts at ADB
There are certain conditions consultants must comply with and certain steps consultants must take to win
consulting services contracts with ADB. These include:
42
ADB requires consultants to use a standard format for CVs in proposals which include requirements to sign certain certifications.
The ADB standard format for CVs for proposals is available on the ADB website at http://www.adb.org/sites/default/files/
page/83267/cv-format-individual-10june08.doc. This CV format is not the same as that required for individual consultant
registration on the CMS. A CV submitted with a proposal is intended to provide the qualifications and experience that are
directly relevant to the TOR for the proposal. A CV included in the CMS registration is intended to indicate the broader range of
qualifications and experience relevant for all the types of contracts the consultant may wish to be considered when submitting EOIs.
14
9 Good practices to help win ADB consulting contracts
The following good practices have been noted by ADB staff and successful consultants. Use them in working with
ADB when trying to win consulting services contracts.
42
ADB’s Communities of Practice (COP) focus on sectors or themes of professional knowledge. They include staff professionally
interested in the sector/theme from all departments, regardless of current formal position. http://www.adb.org/about/knowledge-
management/sector-thematic-groups-adb
15
10 Bad practices that hinder winning ADB consulting contracts
42
The main exceptions are: if the consultant for the PPTA that prepares the TORs for the loan; and/or if there is some other conflict
of interest.
16
11 Further suggestions for working with ADB staff
There are further appropriate and acceptable ways a consultant can help an ADB officer, enhance a professional
relationship and increase the chance of winning contracts.
Avoid requesting meetings on Monday mornings Staff meetings are typically held on Monday mornings. There
2 and/or Friday afternoons. may be “catch up” work on Friday afternoons.
43
Available on ADB website at: www.adb.org/data/statistics
17
12 Best uses of the ADB website, Trade /Embassy liaison and
Executive Director’s Office
It is best to use the Trade/Embassy Liaison with The office can provide
New consultants who want to do
background and
ADB for: business with ADB
introduction.
This is the best channel
Advice and assistance on major to use to get access if
Information on/support for… Note…
issues and problems with ADB. it involves Management
This information and senior staff.
Checking for dates of ADB’s
can also often be This can suggest new
Business Fairs, Business Strategic developments at ADB.
requested through areas for business.
Opportunity Seminars (BOS) in
trade promotion
Constituency countries and trade This is useful
offices in constituency
missions to ADB. Constituency positions at ADB. background
countries
information.
This will ensure that
meetings are arranged
with all relevant
Getting advice on a program for officers, taking into
visits to ADB, particularly for a account recent staff
first visit by a consultant changes. The Office of
the Executive Director
will also be able to
assist here
18
Appendix A - Selected ADB documents and web information
As a general rule it is more instructive for consultants to use the documents in the ADB Operations
Manual (OM) and the ADB Project Administration Instructions (PAI) that ADB staff members use
themselves than to use the versions prepared for the general public (which may not include important
details) or original documents approved by the Board of Directors (which do not include updates and
detailed procedures).
ADB Budget 2016 [for statement of ADB’s planned operations] Japan Fund for Poverty Reduction (JFPR). Guidelines and
http://www.adb.org/documents/budget-asian-development- procedures for using JFPR.
bank-2016 http://www.adb.org/sites/default/files/publication/29321/jfpr-
brochure.pdf
Project Cycle (for Public Sector Projects)
http://www.adb.org/projects/cycle
Information about mandatory ADB policies
Information on how ADB uses consultants Operations Manual: Section C5 on ADB Anti-corruption Policy
http://www.adb.org/sites/default/files/institutional-
ADB Guidelines on The Use of Consultants by Asian document/31483/omc5.pdf
Development Bank and its Borrowers (March 2013)
http://www.adb.org/documents/guidelines-use-consultants- Operations Manual: Section L3 on ADB Public Communications
asian-development-bank-and-its-borrowers http://www.adb.org/sites/default/files/institutional-
document/31483/oml3.pdf
Operations Manual: Section J2 on Consultants
http://www.adb.org/sites/default/files/institutional- Operations Manual: Section F1 on ADB Safeguard Policy
document/31483/om-j2-20130806.pdf Statement
http://www.adb.org/sites/default/files/institutional-
Project Administration Instructions: Section 2.0 on Consultants document/31483/om-f1-20131001.pdf
http://www.adb.org/documents/project-administration-
instructions
19
Appendix A - cont’d.
20
Appendix B - ADB summary organization chart
Vice-President Operations 1
(South Asia Department / Central and West Asia Department)
Vice-President Operations 2
(East Asia Department / Southeast Asia Department / Pacific Department)
21
Appendix C - ADB organization codes relevant for consulting services
ADB Institute (ADBI) Department of External Relations Office of the Compliance Review
ADBI provides intellectual input for (DER) Panel (OCRP)
policy makers in ADB’s developing Provides leadership, resources and Provides support to ADB's independent
member countries. It does so by strategies for communicating with Compliance Review Panel which,
conducting research with a focus on internal and external audiences upon request by affected persons,
medium- to long-term development investigates ADB's compliance with its
issues of strategic importance that East Asia Department (EARD) operational policies and procedures
affects the region and through capacity Covers operations in the People's in the formulation, processing, or
building and training activities that Republic of China; Hong Kong, China; implementation of an ADB-financed
contribute to ADB’s overarching Republic of Korea; Mongolia; and project.
objective of poverty reduction. Taipei,China
Office of the General Counsel (OGC)
Budget, Personnel and Management • Office of the Director General, EARD Handles all legal aspects of operations
Systems Department (BPMSD) (EAOD) and activities, including providing legal
Provides advice and services in budget, • Energy Division, EARD (EAEN) advice
staff position management, human • Environment, Natural Resources &
resources, staff development, benefits, Agriculture Division, EARD (EAER) Office of Information Systems and
and compensation • Public Mgt, Financial Sector, & Technology (OIST)
Regional Coop Division, EARD Manages ADB's automated information
Controller's Department (CTL) (EAPF) systems and telecommunications
Maintains accounting policy and • Urban and Social Sectors Division, services
systems, prepares financial reports, and EARD (EASS)
authorizes loan, technical assistance, • Transport and Communications Office of the Ombudsperson (OOMP)
grants, disbursements, and other Division, EARD (EATC) Provides ADB staff with a confidential,
payments • Mongolia Resident Mission (MNRM) impartial, off-the-record and
• PRC Resident Mission (PRCM) independent setting to discuss and
Central and West Asia Department resolve work related concerns and
(CWRD) Economic Research and Regional issues. While maintaining staff
Covers operations in Afghanistan, Cooperation Department (ERCD) confidentiality, OOMP also alerts
Armenia, Azerbaijan, Georgia, Conducts rigorous data analysis and Management to trends and concerns
Kazakhstan, Kyrgyz Republic, Pakistan, strong database development and about the workplace that should
Tajikistan, Turkmenistan, and Uzbekistan management be addressed, providing them with
information and feedback on immediate
• Office of the Director General, Independent Evaluation Department and systemic issues and thus serves
CWRD (CWOD) (IED) as an early warning system and as a
• Energy Division, CWRD (CWEN) Helps ADB continuously improve catalyst for change in ADB's working
• Environment, Natural Resources & its development effectiveness and environment.
Agriculture Division, CWRD (CWER) accountability to stakeholders
• Portfolio, Results, Safeguards and Office of Public-Private Partnership
Social Sector Unit, CWRD (CWOD- Office of the Auditor General (OAG) (OPPP)
PSS) Undertakes financial, administrative, Responsible for coordinating and
• Public Management, Financial and information systems audits, supporting ADB's public–private
Sector, & Trade Division, CWRD assistance to external auditors, liaison partnership operations, and for providing
(CWPF) with international organizations and transaction advisory services to
• Regional Cooperation and anticorruption developing members.
Operations Coordination Div, CWRD
(CWRC) Office of Anticorruption and Office of Risk Management (ORM)
• Transport and Communications Integrity (OAI) Responsible for policy, system, and
Division, CWRD (CWTC) Is the designated focal point of contact operational risk; credit risk assessment;
• Urban Development and Water for allegations of fraud or corruption credit portfolio monitoring; corporate
Division, CWRD (CWUW) pertaining to ADB-financed activities or recovery; and market and treasury risk
• Afghanistan Resident Mission staff members
(AFRM) Office of the Secretary (SEC)
• Armenia Resident Mission (ARRM) Office of Administrative Services Provides advice and counsel to the Board
• Azerbaijan Resident Mission (AZRM) (OAS) of Governors, Board of Directors, and
• Georgia Resident Mission (GRM) Provides administrative support to Management
• Kazakhstan Resident Mission help management and staff enhance
(KARM) workplace effectiveness Office of the Special Project
• Kyrgyz Resident Mission (KYRM) Facilitator (OSPF)
• Pakistan Resident Mission (PRM) Office of Cofinancing Operations Responsible for actively responding
• Tajikistan Resident Mission (TJRM) (OCO) to the concerns of people affected by
• Turkmenistan Resident Mission Acts as ADB's focal point for planning, ADB-assisted projects through fair,
(TKRM) promoting, and arranging cofinancing for transparent, and consensus-based
• Uzbekistan Resident Mission (URM) ADB projects approaches
22
Appendix C - cont’d.
Operations Services and Financial • Office of the Director General, SARD resource mobilization
Management Department (OSFMD) (SAOD)
Responsible for planning, monitoring, • Portfolio, Results and Quality Control Sustainable Development and
and coordinating project processing Unit, SAOD (SAOD-PR) Climate Change Department (SDCC)
and administration work programs, • Energy Division, SARD (SAEN) Provides leadership, innovation, and
procurement reviews, and consultant • Environment, Natural Resources & knowledge sharing for ADB's sector and
recruitment Agriculture Division, SARD (SAER) thematic work
• Human and Social Development
• Office of the Director General, Division, SARD (SAHS) • Office of the Director General, SDCC
OSFMD (OSOD) • Public Management, Financial (SDOD)
• Financial Management Unit, OSFMD Sector, & Trade Division, SARD • NGO and Civil Society Center
(OSFM) (SAPF) (NGOC)
• Operations Management Unit, • Regional Cooperation and • Sector Advisory Service Division
OSFMD (OSOM) Operations Coordination Div, SARD (SDAS)
• Procurement Division 1 (OSP1) (SARC) • Agriculture, Rural Development and
• Procurement Division 2 (OSP2) • Transport and Communications Food Security Unit, SDCC (SDCC-
Division, SARD (SATC) AR)
Pacific Department (PARD) • Urban Development and Water • Knowledge Sharing and Services
Covers operations in Cook Islands, Division, SARD (SAUW) Center (SDCC-KS)
Republic of Fiji, Kiribati, Marshall • Bhutan Resident Mission (BHRM) • Climate Change and Disaster Risk
Islands, Federated States of Micronesia, • Bangladesh Resident Mission (BRM) Management Division (SDCD)
Nauru, Palau, Papua New Guinea, • India Resident Mission (INRM) • Environment and Safeguards
Samoa, Solomon Islands, Timor-Leste, • Nepal Resident Mission (NRM) Division, SDCC (SDES)
Tonga, Tuvalu, and Vanuatu • SLRM Sri Lanka Resident Mission • Social Development, Governance
(SLRM) and Gender Division (SDGG)
• Office of the Director General, PARD
(PAOD) Southeast Asia Department (SERD) Treasury Department (TD)
• Transport, Energy and Natural Covers operations in Brunei Darussalam, Responsible for mobilizing funds for
Resources Division, PARD (PATE) Cambodia, Indonesia, Lao People's operations and planning, as well as
• Urban, Social Development & Public Democratic Republic, Malaysia, managing ADB's finances
Management Division, PARD (PAUS) Myanmar, Philippines, Singapore,
• Pacific Liaison and Coordination Thailand, and Viet Nam
Office in Sydney, Australia (PLCO)
• Papua New Guinea Resident Mission • Office of the Director General, SERD
(PNRM) (SEOD)
• Pacific Subregional Office in Suva, • Energy Division, SERD (SEEN)
Fiji (SPSO) • Environment, Natural Resources &
• Timor-Leste Resident Mission Agriculture Division, SERD (SEER)
(TLRM) • Human and Social Development
Division, SERD (SEHS)
Private Sector Operations • Public Management, Financial
Department (PSOD) Sector, & Trade Division, SERD
Provides direct assistance to private (SEPF)
sector projects with clear development • Regional Cooperation and
impact Operations Coordination Div, SERD
(SERC)
• Office of the Director General, PSOD • Transport and Communications
(OPSD) Division, SERD (SETC)
• Private Sector Financial Institutions • Urban Development and Water
Division (PSFI) Division, SERD (SEUW)
• Infrastructure Finance Division 1 • Cambodia Resident Mission (CARM)
(PSIF1) • Indonesia Resident Mission (IRM)
• Infrastructure Finance Division 2 • Lao Resident Mission (LRM)
(PSIF2) • Myanmar Resident Mission (MYRM)
• Private Sector Investment Funds & • Philippines Country Office (PHCO)
Special Initiatives Division (PSIS) • Thailand Resident Mission (TRM)
• Portfolio Management Division, • Viet Nam Resident Mission (VRM)
PSOD (PSPM)
• Private Sector Transaction Support Strategy and Policy Department
Division (PSTS) (SPD)
Provides ADB with a strategic planning
South Asia Department (SARD) perspective and direction, ensures
Covers operations in Bangladesh, policy and operations coordination, and
Bhutan, India, Maldives, Nepal, and Sri maintains institutional relations with the
Lanka international development community,
especially on matters relating to
23
Appendix D - ADB acronyms relevant for technical assistance
and consulting services
ADF – Asian Development Fund [The DACON – data on consulting firms [an ADB
concessional financing facility of ADB] system replaced by CMS: see CMS]
ADTA – advisory technical assistance [an ADB DICON – data on individual consultants [an ADB
category of technical assistance] system replaced by CMS: see CMS]
APF – advance payment facility DMC – developing member country [of ADB]
BIC – bank identifier code EA – executing agency [usually referring to
an agency of the borrowing DMC]
BOF – Business Opportunities Fair [organized
by ADB] EM – extended mission [referring to
temporary assignment of ADB staff
BOS – Business Opportunities Seminar
member(s) to a DMC where there is no
[organized by ADB]
RM or at another location where there is
BTOR – back-to-office report an RM]
BTP – bio-data technical proposal EOI – expression of interest [by a consultant
CAPE – country assistance program evaluation for a business opportunity]
[by ADB’s Independent Evaluation ETP – evaluated total price [method of ADB for
Dept.] evaluating proposals]
CBO – community-based organizations ETSW – economic, thematic and sector work
CDTA – capacity development technical [usually referring to special assessment,
assistance research and studies]
[an ADB category of technical FBS – fixed budget selection [method of ADB
assistance] for evaluating proposals]
CFA – Channel financing agreement FTP – full technical proposal
CMS – Consultant Management System [of GEFP – gross evaluated financial proposal
ADB]
GFP – gross financial proposal
COBP – country operations business plan [an
BAN – international bank account number
implementation plan and update of a
CPS] IADB – Inter-American Development Bank
COP – Community of Practice [at ADB] IBRD – International Bank for Reconstruction
and Development (also called World
CPRM – country portfolio review mission
Bank)
CPS – country partnership strategy [basic
ICS – individual consultant system
framework for an ADB country program]
IEI – innovation and efficiency initiative
CQS – consultant’s qualifications selection
[method of ADB for evaluating INGO – international nongovernmental
proposals] organization
CRAM – Consultant Recruitment Activity JFPR – Japan Fund for Poverty Reduction [at
Monitoring ADB]
[system of ADB that monitors progress]
JSF – Japan Special Fund [of ADB now merged
CSC – Consultant Selection Committee [an with JFPR and just called JFPR]
internal committee of ADB]
LCS – least cost selection [method of ADB for
CSO – civil society organization evaluating proposals]
CSRN – Consulting Services Recruitment Notice MDB – multilateral development bank
[of ADB]
MOU – memorandum of understanding
CTA – cluster technical assistance [a group of
MRM – Management Review Meeting [an
related TA grants]
internal committee of ADB]
CV – curriculum vitae [also referred to as
NEFP – net evaluated financial proposal
“resume” or “bio-data”]
NGO – non-government organization [See also
C-CDTA – cluster capacity development technical
CBO, CSO, PO]
assistance [see CTA & CDTA]
OCR – Ordinary Capital Resources The non-
C-PATA – cluster policy and advisory technical
concessional lending window of ADB]
assistance [see CTA & PATA]
OM – Operations Manual [of ADB]
C-RDTA – cluster research and development
technical assistance [see CTA & RDTA]
24
Appendix D - cont’d.
25
Appendix E - Trust Funds and Global Funds in Support of ADB’s
Strategic Priorities As of December 2014
AUSTRALIAN TECHNICAL GLOBAL AGRICULTURAL AND FOOD Total commitment: $3.2 million
ASSISTANCE GRANT SECURITY PROGRAM Approval: $3.4 million for 12 projects
Contributor: Australia Global funding initiative
Total commitment: $61.7 million Approval: $39.1 million for 2 projects SPANISH COOPERATION FUND FOR
Approval: $59.7 million for 58 projects TECHNICAL ASSISTANCE
GOVERNANCE COOPERATION FUND Contributor: Spain
AUSTRALIA–ADB SOUTH ASIA Contributors: Canada, Denmark, Ireland, Total commitment: $9.6 million
DEVELOPMENT PARTNERSHIP and Norway Approval: $12.0 million for 23 projects
FACILITY Total commitment: $7.2 million
Contributor: Australia Approval: $7.76 million for 23 projects TYPHOON YOLANDA MULTI-DONOR
Total commitment: $11.3 million TRUST FUND
Approval: $12.1 million for 1 regional JAPAN FUND FOR POVERTY Contributor: United Kingdom
project REDUCTION Total commitment: $8.0 million
Contributors: Japan
BELGIAN TECHNICAL ASSISTANCE Total commitment: $662.4 million ASIAN CLEAN ENERGY FUND UNDER
GRANT FUND Approval: $672.2 million for 342 projects THE CLEAN ENERGY FINANCING
Contributor: Belgium PARTNERSHIP FACILITY
Total commitment: $2.4 million MULTIDONOR TRUST FUND Contributor: Japan
Approval: $2.5 million for 7 projects UNDER THE WATER FINANCING Total commitment: $55.7 million
PARTNERSHIP FACILITY Approval: $36.7 million for 26 projects
COOPERATION FUND FOR FIGHTING Contributors: Australia, Austria, Norway,
HIV/AIDS IN ASIA AND THE and Spain CANADIAN COOPERATION FUND ON
PACIFIC UNDER THE HEALTH Total commitment: $58.4 million CLIMATE CHANGE
FINANCING PARTNERSHIP FACILITY Approval: $52.1 million for 185 projects Contributor: Canada
Contributor: Sweden Total commitment: $3.4 million
Total commitment: $19.2 million NETHERLANDS TRUST FUND Approval: $4.0 million for 9 projects
Approval: $18.8 million for 7 projects UNDER THE WATER FINANCING
PARTNERSHIP FACILITY CARBON CAPTURE AND STORAGE
COOPERATION FUND IN SUPPORT Contributor: The Netherlands FUND UNDER THE CLEAN ENERGY
OF MANAGING FOR DEVELOPMENT Total commitment: $34.8 million FINANCING PARTNERSHIP FACILITY
RESULTS Approval: $30.3 million for 40 projects Contributors: Australia and United
Contributors: Canada, the Netherlands, Kingdom
and Norway NEW ZEALAND–TECHNICAL Total commitment: $73.5 million
Total commitment: $2.9 million ASSISTANCE GRANT FUND Approval: $10.8 million for 13 projects
Approval: $3.5 million for 10 projects Contributor: New Zealand
Total commitment: $0.5 million CLEAN ENERGY FUND UNDER
FINANCIAL SECTOR DEVELOPMENT Approval: $0.4 million for 5 projects THE CLEAN ENERGY FINANCING
PARTNERSHIP FUND PARTNERSHIP FACILITY
Contributor: Luxembourg PEOPLE’S REPUBLIC OF CHINA Contributors: Australia, Norway,
Total commitment: $7.5 million POVERTY REDUCTION AND Sweden, and Spain
Approval: $7.1 million for 18 projects REGIONAL COOPERATION FUND Total commitment: $99.8 million
Contributor: People’s Republic of China Approval: $44.1 million for 82 projects
FINANCIAL SECTOR DEVELOPMENT Total commitment: $40.0 million
PARTNERSHIP SPECIAL FUND Approval: $27.6 million for 59 projects CLEAN TECHNOLOGY FUND
Contributors: ADB and Luxembourg Global funding initiative under the
Total commitment: $9.0 million REGIONAL MALARIA AND OTHER Climate Investment Funds
Approval: $3.8 million for 11 projects COMMUNICABLE DISEASE TRUST Approval: $509.4 million for 14 projects
FUND UNDER THE HEALTH
FINNISH TECHNICAL ASSISTANCE FINANCING PARTNERSHIP FACILITY CLIMATE CHANGE FUND
GRANT FUNDS Contributors: Australia and United Contributors: ADB with regional and
Contributors: Finland Kingdom private partners
Total commitment: $12.5 million Total commitment: $35.6 million Total commitment: $59.0 million
Approval: $12.7 million for 22 projects Approval: $19.6 million for 4 projects Approval: $49.6 million for 49 projects
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Appendix E - cont’d.
INVESTMENT CLIMATE
FACILITATION FUND UNDER
THE REGIONAL COOPERATION
AND INTEGRATION FINANCING
PARTNERSHIP FACILITY
Contributor: Japan
Total commitment: $31.5 million
Approval: $18.2 million for 21 projects
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