DEVELOPING

THE ANNUAL PROCUREMENT

PLAN

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General Guidelines – Developing the Annual Procurement Plan Table of Contents

Table of Contents
1.0 Preamble ........................................................................................................................... 1
1.1 Purpose of this guideline ................................................................................................. 1

1.2 Who should use this guideline? ....................................................................................... 1

1.3 How should these guidelines be used?............................................................................ 1

1.4 The Trinidad and Tobago Public Procurement Procedure ............................................... 2

1.6 How does this guideline link to the Trinidad and Tobago Public Procurement
Procedure? ............................................................................................................................ 2

2.0 Introduction ...................................................................................................................... 3

3.0 The Annual Procurement Plan .......................................................................................... 4
4.0 Contents of the Annual Procurement Plan – Template .................................................... 6
5.0 Annual Schedule of Planned Procurement Activities ...................................................... 16
Glossary of Terms.................................................................................................................. 17
List of Acronyms .................................................................................................................... 26

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General Guidelines – Developing the Annual Procurement Plan Preamble

1.0 Preamble

1.1 Purpose of this guideline

The purpose of this general guideline is to demonstrate to public bodies the Listing of public bodies
relevance and importance of the Annual Procurement Plan to the a) The Office of the
achievement of the objectives of the Public Procurement and Disposal of President
Public Property Act, 2015, as amended (“the Act”). b) The Parliament
c) The Judiciary
d) A Ministry or a
department or
1.2 Who should use this guideline? division of a Ministry
This guideline should be used by Accounting Officers and officers performing e) The THA, or a
an equivalent role, procurement officers and other officers and managers division of the THA
involved in the planning and preparation of annual budget estimates and the f) A Municipal
Corporation
development of procurement and contract management strategies. g) A RHA
h) A statutory body
i) A State-controlled
1.3 How should these guidelines be used? enterprise
j) A Service

Preamble
These guidelines should be read in conjunction with the Act, the Public
Commission
Procurement and Disposal of Public Property Regulations 2019, the k) A body corporate or
Handbook of Procurement, Retention and Disposal of Public Property and incorporate,
the General Guidelines. established by the
President, a Minister
As may be applicable, a procuring entity may use these guidelines as a model or another public
for developing its own special guidelines. In such instances the public body authority,
must: performing a
function on behalf of
1) Map all changes (inclusions, edits, deletions) against this model guide the State
2) Subsequently submit a copy of its own special guidelines to the Office l) A body corporate or
incorporate that
of Procurement Regulation (“the OPR”) for review and approval.
uses public money

Public bodies are to note that approval of their special guidelines will be granted in
accordance with the procedures outlined in the publication entitled

“A Preparation of Special Handbooks and Guidelines for Approval by the OPR.”

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1.4 The Trinidad and Tobago Public Procurement Procedure

The Trinidad and Tobago Public Procurement Procedure is derived from the objects of the Act.

Section 5 (1) The objects of the Act are to promote –

(a) The principles of accountability, integrity, transparency and value
for money;
(b) Efficiency, fairness, equity and public confidence; and
(c) Local industry development, sustainable procurement and
sustainable development,
in public procurement and the disposal of public property.
.
1.6 How does this guideline link to the Trinidad and Tobago Public Procurement Procedure?
The procurement procedure described in clause 1.4 above is based on achieving good governance
objectives utilising a modern-day, principled approach rather than the traditional prescriptive
model. Critical to the achievement of the specified objectives is the investment of resources by
the public body that are required for the development of the Annual Procurement Plan. This plan
will guide procurement activities during the fiscal year and support the capacity development
initiatives necessary for the successful implementation of the procurement system.

Preamble

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2.0 Introduction
The General Guidelines: Framework for Internal Control for Procurement identifies the
Annual Procurement Plan as one of the key control points in the internal control framework
for procurement operations.

High-risk/ High-value
Procurement or Disposal
Strategies

Contract Management
Plans

Low-risk/ Low-value
Procurement Strategies

Annual Procurement
Plan

Diagram: Key Control Points for Internal Control of Procurement and Disposal Activities
The Annual Procurement Plan (“the Plan”) is therefore one of the reporting tools required
by the OPR.
The Plan is to be developed by the ‘named’ Procurement Officer in collaboration with the
public body’s budget holders, utilising its Annual Estimate of Capital, Recurrent and PSIP
Expenditure.
The Plan will provide for the 12-month period details of the items to be procured, risk and
market analyses, procurement strategies and objectives and contract management
strategies for its spend categories.
Upon approval by the Accounting Officer, the Plan must be transmitted within six (6) weeks
of the approval of the National Budget to the OPR for its review and noting.

Where necessary, the OPR will provide guidance to the public body to ensure that the key
elements of the Plan, including proposed procurement procedures, procurement and
contract management strategies, are suitable for the achievement of the objects of the
Act.

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3.0 The Annual Procurement Plan

The Annual Procurement Plan presents a strategy through which a public body can manage
its procurement-related risks and opportunities in support of the delivery of its
organisation mandate and strategy.
Framing the Annual Procurement Plan involves identifying the linkages between
procurement and the public entity’s programmatic goals and objectives. It is based on
review of the entity’s mandate and strategy and an analysis of its procurement portfolio,
function and capacity.

Note:
An Annual Procurement Plan is NOT a schedule of anticipated procurement actions to be
undertaken during a period. However, such a schedule (The Annual Schedule of
Procurement Activities) flows from the Annual Procurement Plan and will be attached as
an Appendix to the Plan.

Annual Procurement Plan

The following diagram outlines the process of Annual Procurement Planning.1

Diagram 1: The Annual Procurement Planning Process

The Annual Procurement Plan is an essential element of the Operational Internal Control
Framework for Procurement, and it is important for the following reasons. It:
1) Focuses procurement effort on supporting achievement of programmatic or
business goals and objectives;

1
Reproduced from the UN Practitioners’ Handbook
https://www.ungm.org/Areas/Public/pph/ch02s03.html downloaded January 2015
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2) Optimises procurement objectives, strategy, organisation, systems, policies and

procedures and capabilities around managing the risks and opportunities inherent
in the procurement portfolio;
3) Controls the management of the procurement effort in two aspects, namely:
a) by identifying, in advance, the categories of goods and services that will
receive heightened attention because of the high relative risks and values
involved; and
b) by establishing segment and category strategy with which transactional
procurement strategy should be aligned;
4) Provides a logic for allocating scarce resources to the procurement effort; and,
5) Identifies the aspect of procurement effort that will be targeted for performance
improvement and associated performance measures.

Notes:
1) The Annual Procurement Plan is drafted by the ‘named’ Procurement
Officer for approval by the Accounting Officer, Chief Executive Officer or
person occupying a similar position.

2) The Plan mediates the configuration of resources in the pursuit of

improved procurement performance and is therefore key to the
procurement accountability of the Accounting Officer or equivalent
person.

3) The plan also frames boundaries of the management of the procurement

function under the leadership of the “named’ Procurement Officer, in
accordance with the General Guidelines: Framework for Internal Control
for Procurement.

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4.0 Contents of the Annual Procurement Plan – Template

The following Template is provided as a guide for the development of the Annual Procurement
Plan by the public body.

Annual Procurement Plan – (Year)

(Entity Name)
Approved by:
Date approved:
1.0 Introduction

a) Explains the programmatic goals and objectives of the procuring entity and explains
how procurement effort supports their achievement.
b) Sets out the main focus of the Plan for the current year, comparing and contrasting it
with the previous years’ Plans.
c) Explains the main procurement related risks and opportunities faced by the procuring
entity in the forthcoming period.
d) Provides a general explanation of how the Plan addresses both general practice
improvements, specific support for the achievement of programmatic/ business goals
and objectives as well as the specific alignment of objectives, organisation, systems,
policies, procedures and capabilities with the risks and opportunities inherent in each
segment of the entity’s procurement portfolio.

2.0 Current status of entity procurement management

2.1 Background

Provides an overview of the inputs to the Plan:

• Analysis of the programmatic/ business goals and objectives of the entity and the
procurement related challenges that these pose
• Analysis of the entity’s procurement portfolio
• Analysis of key issues in prior year’s performance
• Analysis of the procurement function and associated capacity assessment.

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2.2 Progress

• Provides an overview of progress made during the last period in improving

procurement performance.
• Highlights how learnings during the previous period will impact on planned progress to
be made in the ensuing period(s).

2.3 Issues arising from prior year performance

Explains the results of baseline measurement, or of prior period performance measurement,

and how these will inform future procurement management strategy.

3.0 Purpose and nature of the Annual Procurement Plan

Explains how the procurement function of the entity will be improved and managed during
the ensuing period in three aspects:
i) general strategy for improved procurement capacity,
ii) strategy to address procurement management in support of programme/ business
effectiveness, and
iii) strategy for managing the risks and opportunities in the procurement portfolio.

3.1 General strategy for improvement of procurement capacity

Sets out how progress will be made in developing procurement capacity. (Refer to the General
Guidelines: Procurement Capacity Development).

Planned improvements for

Baseline period Forthcoming
Procurement enabler most recent period/ Results
observed practices year planned
for most recent period

Procurement
leadership and
governance

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Planned improvements for

Baseline period Forthcoming
Procurement enabler most recent period/ Results
observed practices year planned
for most recent period

People

Significant
procurement planning

Managing supply

3.2 Enhancing programme/business effectiveness through better procurement management

Sets out how procurement strategy will support the achievement of programmatic/ business
goals and objectives during the forthcoming period with particular reference to entity’s
priorities/ major projects.

3.3 Strategy to manage the procurement portfolio

In this Section information is provided about the procurement portfolio management

approach….

3.3.1 Managing risk and opportunity in procurement: a portfolio management approach

Refer to General Guidelines: Procurement Portfolio Management.

(Below, shaded in light blue, is a general introduction to this section that may be customised to
the public body to suit its unique circumstances.)

The portfolio approach to procurement involves the assessment and management of risk
and opportunities associated with each of the categories of goods and services which the
entity acquires. In making this assessment, risks and opportunities inherent in the demand
of the organisation, complexity in relationships, and supply market related risks are
considered. This assessment produces a four-segment representation of the entity’s
procurement portfolio. It provides a basis for optimising procurement effort in each
segment, including the general procurement objectives, strategy, organisation, systems,

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policies and procedures and skills to be applied. The implications of such optimisation
include the following:
• Identification of categories of goods and services that are classified as low risk and
low relative expenditure as candidates for simplified procurement processes that reduce
transaction costs.
• Categories that are classified as low risk and high relative spend are candidates for
aggregation of demand to reduce cost and transaction costs.
• Identification of high risk and/or high relative expenditure categories or projects as
significant, and therefore requiring further analysis, as a basis to category/project/
transaction level procurement strategy.
• Formulation of an organisation-level procurement plan based on the analysis of
the procurement portfolio which addresses objectives, strategies and performance
measurement.
Figure 1 depicts the framework for differentiating the treatment of each of the four
quadrants in the portfolio of goods and services to be acquired. This figure includes norms
in terms of percentage of procurement related expenditure usual in each segment which
have been derived from the experience in many public sector organisations. The
percentages for this procuring entity are slightly different because of … [Specific
information related to each entity’s portfolio can be provided using the sample data
presented in Figure 2.]
There is a different overall approach indicated for categories/ projects included in each of
the four segments of the portfolio. The treatment is differentiated between segments
according to objectives, strategy, organisation, policy and procedures, systems and skills
required to address the challenges of each segment. By optimising effort around each of
these dimensions, effective trade-offs are made between the effort (resources applied)
and the procurement outcomes achieved.

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Analytical Framework
1 - 5 % of total spend 50 - 60% of total spend
Objective : risk reduction Objective : value for money over time
Strategy : problem solving and risk management Strategy: effective supplier relationship management
Organisation : support technical expertise with commercial Organisation : governance boards/ steering committees,
expertise project team
Policy or procedure : procurement strategy development Policy or procedure : business case and procurement
and approval, risk management strategy development and approval, contracting to achieve
Systems : None in particular outcomes/ performance
Skills : contingency planning, market analysis, risk Systems : project management, supplier performance
management, supplier development, problem solving and monitoring and management
supplier performance monitoring and management Skills : relationship management, complex negotiations,
supplier performance management, strategic planning,
Risk

market analysis
<5% of total spend 20 - 30% of total spend
Objective : transaction cost reduction Objective : cost reduction: cost of goods/services and
Strategy : efficient transaction management transaction costs
Organisation : decentralised Strategy : Aggregate demand and efficient transaction
Policy or procedure : devolution of budget and decision- management
making close to the point of need Organisation : specialist procurement group
Systems : efficient payment systems Policy or procedure : procurement strategy development
Skills : process management and approval, buyer discipline
Systems : e-tendering, e-catalogues, e-reverse auctions,
efficient purchase to pay in FMIS
Skills : market analysis, negotiation, supplier performance
management, contract management, demand management

$
Figure 1. Procurement portfolio analysis

There is increased efficiency and effectiveness in the management of procurement effort resulting
from this approach. Specifically, there is scope for potential savings and benefits in two aspects:
a. The optimal level and nature of resources are applied to each segment of the procurement
portfolio
b. Categories of goods, works and services to be acquired in each of the four segments of the
portfolio receive the correct treatment for achieving potential savings and benefits including:
• transaction cost reductions, (low risk/low value),
• cost reductions through demand aggregation plus transaction cost reductions, (low
risk/high value),
• value for money through risk and opportunity management, (high risk/low value), and,
• value for money through effective supplier relationship management, (high risk /high
value).

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3.3.2 The procurement portfolio of this entity

[INSERT DIAGRAM SHOWING PROCUREMENT PORTFOLIO OF THE ENTITY HERE]

Distribution by quadrant

Purchase
Expenditure Vendors Transactions Categories
Orders

Routine % % % % %

Volume % % % % %

Specialised % % % % %

Critical % % % % %

Total

Figure 2. Procurement profile (expenditure in $TT)

The treatment of each segment, including the specific actions being undertaken, is outlined as
follows.

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Low risk/low value – $TT or % of the entity’s procurement related expenditure

Objective: Minimise transaction costs

Explain the procurement management objective relative to the categories in this segment

Strategy: Efficient transaction processing

Explain how transaction costs are being reduced

Organisation:
Explain how the management of categories in this segment is organised

Systems:
Identify any systems that are used to improved transaction processing efficiency in this
segment

Policies and procedures:

Identify the policies and procedures that are in place to support procurement of goods and
services categories in this segment.

Skills:
Identify training that is in place to support those undertaking the procurement of goods and
services categories in this segment.

Performance monitoring and management

• Baseline transaction cost measures as calculated…and improvements measured….

when, how?
• Other measures…end user satisfaction with procurement in these categories???

Anticipated procurement actions in this segment during the next twelve months (Refer to the
Act, Section 27)
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Low risk/high value – $TT or % of the entity’s procurement related expenditure

Objective: Minimise transaction costs AND costs by leveraging the entity’s volume in the
market
Explain the objective relative to the categories in this segment

Strategy: Aggregate demand and ensure efficient transaction processing

Explain the costs and transaction costs will be reduced in the procurement of categories in this
segment….

Organisation:
Explain how procurement of categories in this segment is organised.

Systems:
Identify any systems that are used to improve procurement outcomes in this segment

Policies and procedures:

Identify the policies and procedures that are in place to support procurement of goods and
services categories in this segment.

Skills:
Identify training that is in place to support those undertaking the procurement of goods and
services categories in this segment.

Performance monitoring and management

• Baseline assessment of costs and transaction costs associated with each category????
• Improvement targets????

Anticipated procurement actions in this segment during the next twelve months (Refer to the
Act, Section 27).
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Low Value/high risk – $TT or % of the entity’s procurement related expenditure

Objective: Reduce risk
Explain objective relative to categories in this segment

Strategy: Problem identification, solution and risk management

Explain how the strategy will be implemented relative to the categories in this segment

Organisation:
Explain how procurement of categories in this segment is organised.

Systems:
Identify any systems that are used to improve outcomes in this segment

Policies and procedures:

Identify the policies and procedures that are in place to support procurement of goods and
services categories in this segment.

Skills:
Identify training that is in place to support those undertaking the procurement of goods and
services categories in this segment.
.
Performance monitoring and management:

• Identify how reductions in risk will be monitored and measured???

Anticipated procurement actions in this segment during the next twelve months (Refer to the
Act, Section 27).

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High value/high risk – $TT or % of the entity’s procurement related expenditure

Objective: Achieve best value for money over time
Explain how this objective will be addressed relative to the categories in this segment.

Strategy: Effective supplier relationship management

Explain how this strategy will be implemented relative to the categories in this segment.

Organisation:
Explain how procurement of categories in this segment is organised.

Systems:
Identify any systems that are used to improve outcomes in this segment

Policies and procedures:

Identify the policies and procedures that are in place to support procurement of goods and
services categories in this segment.

Skills:
Identify training that is in place to support those undertaking the procurement of goods and
services categories in this segment.

Performance monitoring and management:

• Performance expectations of suppliers are anticipated in the procurement planning

process and are implemented during execution of any subsequent contract….identify
methods for monitoring and measuring outcomes relative to the categories in this
segment.

Anticipated procurement actions in this segment during the next twelve months (Refer to the
Act, Section 27).

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Identify any general strategies flowing from portfolio management

For example: Client focus, staff training and development; Client capacity development.

5.0 Annual Schedule of Planned Procurement Activities

Section 27 of the Act mandates each procuring entity to publish on its website, or in any other
electronic format, information regarding all planned procurement activities for the following
twelve (12) months after approval of the National Budget.
This information must be published no later than six (6) weeks after approval of the National
Budget and any changes to the plan must be updated during the period of the activities.
Public bodies shall publish their planned procurement activities in the format provided in the
Annual Schedule of Procurement Activities provided in the table below.
The completed schedule shall be submitted to the OPR as an insert or an Appendix to the Annual
Procurement Plan.
In instances where the public body finds it necessary to update the schedule from time to time
during the fiscal year, a copy of the updated schedule shall be published on its website and
submitted to the OPR within three (3) working days of the approval of the revised schedule by its
management.
Table 1: Template for the Annual Schedule of Planned Procurement Activities

UNSPSC Estimated
Proposed Standstill
Code Expected Project
date for period (if
Project Project Lvl 3 Brief Delivery/ Duration Procurement Contract
No. Issue of applicable)
Number Name Description Completion (for works Method Type
Bidding – No. of
Date and
Documents days
services)

Supply and
Supply and
43211500

RFP# Delivery of Fixed

Delivery of Open
1 003/2019- 80 Laptops Nov-19 Sep-20 N/A 10 term
Computer Bidding
2020 and contract
Equipment
Desktops

The public body shall provide a printed copy of the Annual Schedule of Planned Procurement
Activities upon request from any potential contractor or any member of the public, upon payment
of a reasonable fee. The fee shall be in alignment with the cost of reproducing and transmitting
(where necessary) the printed Schedule to the requestor.

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Glossary of Terms
Terms Meaning

allows an interested party to ensure that the objectives are being

Accountability
achieved.

a person responsible for ensuring that the financial business of the State
Accounting Officer for which he/she is responsible is properly conducted and that public
funds entrusted to his/her care are properly safe guarded.

the Public Procurement and Disposal of Public Property Act, 2015, as

Act
amended

a negotiated and typically legally binding arrangement between parties

Agreement
as to a course of action.

Annual Procurement a monitoring mechanism performed on contract delivery progress and

Performance Report close-out.

the requisite document that the procuring entity must prepare to

reflect the necessary information on the entire procurement activities
Annual Procurement Plan
for goods and services and infrastructure to be procured that it plans to
undertake within the financial fiscal year.

as-built drawing is a revised set of drawings submitted by a contractor

as-built’ upon completion of a construction project. As-built drawings show the
dimensions, geometry, and location of all components of the project.

the process of ensuring that a company's tangible and intangible assets are
Asset Management
maintained, accounted for, and put to their highest and best use

a person that is responsible for identifying and procuring the goods and
Buyer
services that an organization requires.

Codified the arrangement of laws or rules into a systematic code.

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 Terms Meaning

Project commissioning is the process of assuring that all systems and

components of a building or industrial plant are designed, installed,
Commissioning
tested, operated, and maintained according to the operational
requirements of the owner or final client

a procedure where an organisation is able to conduct dialogue with

Competitive Dialogue suppliers/contractors with the goal of developing suitable alternative
solutions.

Confidentiality the state of keeping or being kept secret or private.

The process of officially notifying a tenderer that they have been

Contract Award
selected as the preferred provider for a specific contract.

to ensure that all parties to the contract fully meet their respective
obligations as efficiently as possible, delivering the business and
Contract Management
operational outputs required from the contract and providing value for
money.

The contract price is the price for the goods or services to be received
Contract Price in the contract. The contract price helps to determine whether
a contract may exist.

actions established through policies, procedures, guidelines and

Control Activities
directives.

Control Environment set of standards, process and structures.

A defects liability period is a set period of time after a construction

Defects liability Period project has been completed during which a contractor has the right to
return to the site to remedy defects

a procuring entity may also opt to purchase directly from one, or where
Direct Contracting feasible, more than one supplier or contractor without competition
where circumstances dictate.

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Director of Public
the office or official charged with the prosecution of criminal offences.
Prosecutions

includes the transfer without value, sale, lease, concession, or other

Disposal of Public Property
alienation of property that is owned by a public body.

Efficiency achieving procurement objectives within reasonable time and cost.

to consider an urgent and unexpected requirement where the

conservation of public resources is at risk. Where an emergency exists,
Emergency Procurement
procuring entity may pursue procurement contracts without complying
with formal competitive bidding requirements.

Electronic purchasing (e-purchasing), automates and extends manual

buying and selling processes, from the creation of the requisition
E-purchasing through to payment of the suppliers. The term e-purchasing
encompasses back-office ordering systems, e-marketplaces and
supplier websites.

Equity all suppliers/contractors have a fair chance of winning the contract.

the opening and assessing of bids to identify the preferred provider for
Evaluation
the project.

a serious interest from a buyer that their company would be interested

Expression of Interest to pay a certain valuation and acquire the seller’s company through a
formal offer.

an even playing field, where all suppliers/contractors are treated

Fairness
equally.

the price of a good or a service is not subject to bargaining. The term

commonly indicates that an external agent, such as a merchant or the
Fixed price
government, has set a price level, which may not be changed for
individual sales.

an agreement or other arrangement between one or more procuring

entities and one or more contractors or suppliers which establishes the
Framework Agreement
terms, in particular the terms as to price and, where appropriate,
quantity, under which the contractor or supplier will enter into one or

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 Terms Meaning
more contracts with the procuring entity during the period in which the
framework agreement or arrangement applies.

Goods items you purchase such as furniture, laptops et cetera.

Ineligibility List the removal of a supplier/contractor from the procurement database.

Integrity avoiding corruption and conflicts of interest.

a process, effected by the public body’s board of directors,

management and other personnel, designed to provide reasonable
Internal Control Framework
assurance regarding the achievement of objectives relating to
operations, reporting and compliance.

a request from the procuring entity inviting providers to submit a

Invitation to Bid
proposal on a project for a specific goods, works or services.

a person whose job involves buying low value, low risk goods, works
Junior Procurement Officer
and services.
Common legal phrase indicating that an agreement has been
consciously made, and certain actions are now either required or
Legally Binding prohibited. For example, a lease for an apartment is legally binding,
because upon signing the document, the lessor and the lessee are
agreeing to a number of conditions.
Letter of Acceptance a formal indication of a successful offer for the project.

to enable a procuring entity to engage a limited number of suppliers or

Limited Bidding
contractors.

activities that serve to enhance local capacity and competitiveness by

involvement and participation of local persons, firms and capital market
Local Industry Development
and knowledge transfer during the conduct of the programme of goods,
works or services that are being procured.

a contract of more than five years in duration. A long-term contract is

Long term contract
a contract to perform work for another over an extended period of time

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to understand how the supply market works, the direction in which
Market Analysis the market is going, the competitiveness and the key suppliers within
the market.
Mean Time Between is the predicted elapsed time between inherent failures of a system,
Failures (MTBF) during normal system

is a basic measure of the maintainability of repairable item. It represents

Mean Time to Repair (MTTR)
the average time required to repair a failed component or device

Mobilisation refers to the activities carried out after the client has
appointed the trade contractors, but before the trade contractors
Mobilization
commence work on site. It is a preparatory stage during which the
majority of activities are managed by the construction manager

a person that leads an organisation’s procurement department and

Named Procurement Officer oversees the acquisitions of goods, works and services made by the
organisation.
Non-Governmental
any non-state, non-profit, voluntary organisation.
Organization
an invitation to bid that is advertised either nationally, regionally or
Open Bidding
internationally.
is the arm of the State entrusted with the responsibility of making laws
Parliament for good governance, and providing oversight of the Government or
Executive.
Payment terms are the conditions under which a vendor completes a
Payment terms sale. The payment terms cover. When payment is expected. Any
conditions on that payment. Any discounts the buyer will receive
A performance bond, also known as a contract bond, is a surety bond
issued by an insurance company or a bank to guarantee satisfactory
Performance Bonds completion of a project by a contractor. The term is also used to denote
a collateral deposit of good faith money, intended to secure a futures
contract, commonly known as margin.

Procurement the acquisition of goods, works and services.

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 Terms Meaning

to ensure procurement activities including the disposal of public

Procurement and Disposal
property are conducted in line with accepted professional purchasing
Advisory Committee
practices and appropriate rules and regulations.

in relation to public procurement, includes the process of procurement

from the planning stage, soliciting of tenders, awarding of contracts,
Procurement Proceedings
and contract management to the formal acknowledgement of
completion of the contract.

Procuring Entity a public body engaged in procurement proceedings.

ranging from Ministries to the Tobago House of Assembly (THA),
Municipal Corporations, Regional Health Authorities, Statutory Bodies,
Public Body State Enterprises, Service Commissions, Parliament, State-owned
Enterprises, Non-Governmental Organizations, the Judiciary and the
Office of the President.
Public Confidence trust bestowed by citizens based on expectations.

Public Money money that is received or receivable by a public body.

an arrangement between a public body and a private party under which

Public Private Partnership
the private party undertakes to perform a public function or provide a
Arrangement
service on behalf of the public body.
Public Procurement Review a Board to review decisions made by The Office of Procurement
Board Regulation.

to obtain general information about goods, services or providers and is

Request for Information
often used prior to specific requisitions for items.

the Request for Proposals to be prepared by the Procuring Entity for the
Request for Proposals
selection of Consultants.

to invite suppliers into a bidding process to bid on specific products or

Request for Quotation
services.

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 Terms Meaning

Retention (public property) the continued possession, use or control of goods.

is a percentage of the amount certified as due to the contractor on an

interim certificate, that is deducted from the amount due and retained
Retention (works)
by the client. The purpose of retention is to ensure that the contractor
properly completes the activities required of them under the contract

the potential for failures of a procurement process designed to

Risk
purchase services, products or resources.

a dynamic and iterative process of identifying, analysing and assessing

Risk Assessment
risks.

the detailed communication of requirements for civil or building design

Scope of Works
and/or construction works.

a person whose job involves buying high value, high risk goods, works
Senior Procurement Officer
and services.

A service-level agreement is a commitment between a service provider

Service Level Agreements and a client. Particular aspects of the service – quality, availability,
(SLA) responsibilities – are agreed between the service provider and the
service user

the work to be performed by the Consultant/Contractor pursuant to the

Services
Contract.

Temporary contracts. Similar to fixed-term, temporary contracts are

Short-term contract
offered when a contract is not expected to become permanent.
environmental, social, economic and other policies of Trinidad and
Tobago authorised or required by the Regulations or other provisions of
Socio-Economic Policies
the laws of Trinidad and Tobago to be taken into account by a procuring
entity in procurement proceedings.

seeking information from supply market participants including in the

Solicitation case of pre-qualifications. A solicitation more usually involves seeking
bids to supply goods, services or works.

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 Terms Meaning

a clear, complete and accurate statement of the description and

Specifications
technical requirements of a material/item/service.

the period from the dispatch of a notice as required by the Act, during
Stand-Still Period which a procuring entity cannot accept the successful submission and
suppliers, or Consultants can challenge the decision so notified.

a business enterprise where the government or state has significant

State-Owned Enterprises
control through full, majority, or significant minority ownership.

a business practice that is used to measure, analyse, and manage the

Supplier Performance
supplier’s performance to cut costs, alleviate risks, and drive continuous
Management
improvement.
the first step in our process of building and enhancing a global supplier
community. The information you provide about your company will be
Supplier Registration
used to source potential opportunities so be sure to enter as much
detail about your capabilities as possible.

the systematic approach of assessing suppliers' contributions and

Supplier Relationship influence on success, determining tactics to maximise suppliers'
Management performance and developing the strategic approach for executing on
these determinations.

the developmental projects that meet the needs of the present without
Sustainable Development compromising the ability of future generations to meet their own
needs.
a process whereby public bodies meet their needs for goods, works or
services in a way that achieves value for money on a long-term basis in
Sustainable Procurement terms of generating benefits not only to the public body, but also to the
economy and wider society, whist minimising damage to the
environment.
the Terms of Reference that explains the objectives, scope of work,
activities, and tasks to be performed, respective responsibilities of the
Terms of Reference
Procuring Entity and the Consultant, and expected results and
deliverables of the assignment.

The Office of Procurement a body corporate established pursuant to an Act of Parliament, namely
Regulation the Public Procurement and Disposal of Public Property Act, 2015.

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 Terms Meaning

Transparency appropriate information is placed in the public domain.

Treaty a formally concluded and ratified agreement between countries.

a procurement method where submission of proposals takes place in

Two-Stage Bidding two (2) stages, where the technical and financial proposals are
submitted separately.
the value derived from the optimal balance of outcomes and input costs
Value for Money on the basis of the total cost of supply, maintenance and sustainable
use.

Customer’s claim for repair or replacement of, or compensation for

Warranty Claims non-performance or under-performance of an item as provided for in
its warranty document

Works the construction and engineering works of all kinds.

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List of Acronyms

ABBREVIATION EXPLANATION

ACI American Concrete Institute

AO Accounting Officer
APETT Association of Professional Engineers of Trinidad and Tobago
APP Annual Procurement Plan
APPR Annual Procurement Performance Report
ASPA Annual Schedule of Procurement Activities
ASTM American Society for Testing and Materials
BATNA Best Alternative to a Negotiated Agreement
BOATT Board of Architecture of Trinidad and Tobago
BOETT Board of Engineering of Trinidad and Tobago
BOQ Bills of Quantities
BS British Standards
CAP Contract Administration Plan
CBTT Central Bank of Trinidad and Tobago
CEO Chief Executive Officer
CFR Code of Federal Regulations
CIMS The Cleaning Industry Management Standards
CIPS Chartered Institute in Procurement & Supply
CM Contract Management
COSO Committee of Sponsoring Organisations of the Treadway
Commission
CPAF Cost Plus Award Fee
CPFF Cost Plus Fixed Price
CPIF Cost Plus Incentive Fee
CPM Contract Management Plan
CQS Selection based on Consultants’ Qualifications
CSR Corporate Social Responsibility
CTB Central Tenders Board
CV Curriculum Vitae
DBR Design Brief Report
DN Delivery Note
DPP Director of Public Prosecution
DSR Design Standards Report
ECCE Early Childhood Care and Education
EMA Environmental Management Agency
EN European Standards
EOI Expression of Interest

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 EU European Union
FBS Selection under Fixed Budget
FFP Firm Fixed Price
FIDIC Fédération Internationale Des Ingénieurs-Conseils
FPEPA Fixed Price with Economic Price Adjustment
FPPI Fixed Price Plus Incentive
GPS Global Positioning System
HP Hewlett Packard
HSSEQ Health Safety Security Environment and Quality
IAS Institute of Advanced Study
ICT Information and Communication Technology
IDS Intrusion Detection System
IFB Invitation for Bid
IFRS International Finance Reporting Standards
IGRF Internal Goods Received Form
ILO International Labour Organisation
IR Inception Report
ISO The International Organization for Standardization
IT Information Technology
ITB Invitation to Bid
JPO Junior Procurement Officer
JV Joint Venture
KPI Key Performance Index
LCS Least Cost Selection
LHA Local Health Authority
LTA Long Term Agreement
MOWI Ministry of Works and Infrastructure
MS Microsoft
MTBF Mean Time Between Failure
MTTR Mean Time to Repair
NASPO National Association of State Procurement Officials
NATT National Archive of Trinidad and Tobago
NGO Non-Governmental Organization
NGOs Non-governmental Organisations
NIB National Insurance Board
OECD Organisation for Economic Co-operation and Development
OPR The Office of Procurement Regulation
OSH Trinidad and Tobago Occupational Safety and Health
OSH Occupational Safety and Health
OSHA Occupational Safety and Health Administration
P&DAC Procurement and Disposal Advisory Committee

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 PMBOK Project Management Book of Knowledge - Guide Sixth Edition
PO Procurement Officer
PP&DPP Public Procurement and Disposal of Public Property ACT 2015, as
amended
PPC Public Procurement Cycle
PPDPPA Public Procurement and Disposal of Public Property Act
PPPA Public Private Partnership Arrangement
PPRB Public Procurement Review Board
PR Preliminary Report
QBS Quality Based Selection
QCBS Quality and Cost-Based Selection
RFI Request for Information
RFO Request for Offer
RFP Request for Proposal
RFQ Request for Quotation
RH Relative Humidity
SAMF Strategic Asset Management Framework
SCP Sustainable Consumption & Production
SDGs Sustainable Development Goals
SLA Service Level Agreements
SOE State-Owned Enterprises
SOR Statement of Requirements
SOW Scope/Statement of Works
SP Sustainable Procurement
SPM Supplier Performance Management
SPO Senior Procurement Officer
SRM Supplier Relationship Management
SSID Service Set Identifier
STOW Safe to Work
SWOT Strengths, Weaknesses, Opportunities and Threats
TCPD Town and Country Planning Division
TOR Terms of Reference
TTD Trinidad and Tobago Dollars
TTFS Trinidad and Tobago Fire Service
UPS Uninterrupted Power Supply
VAT Value Added Tax
Vfm Value for Money
VPN Virtual Private Network
WASA Water and Sewerage Authority of Trinidad and Tobago
WHO World Health Organisation

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