pacific leadership and governance precinct executive...

Pacific Leadership and Governance Precinct

Executive Leadership Program ‘The PNG Way’

Request for Expression of Interest

September 2015

1 Executive Leadership Program – Request for Expression of Interest

14 September 2015

Executive Leadership Program – ‘The PNG Way’

Expression of Interest (EOI)

1. The Papua New Guinea Pacific Leadership and Governance Precinct Program (the Precinct) was recently established through a new partnership agreement between the Governments of PNG and the Government of Australia (December 2014). The goal of the Precinct is to strengthen leadership, ethical behaviours, governance and the core capabilities of the public service in Papua New Guinea at national, provincial and district levels, as outlined in the Government of PNG Ethics and Values-Based Leadership and Management Capability Framework.

2. The Executive Leadership Program (ELP) will be delivered as part of the Precinct initiative.

3. The ELP is being commissioned by the Australian Government through the Education Capacity Development Facility (ECDF) that is managed by Palladium.

4. Palladium is seeking expressions of interest from suitably qualified organisations to consult, design and implement an innovative and strategic implementation arrangement for the ELP.

5. Following the evaluation of EOIs submitted, Palladium intends to undertake a competitive tender exercise through a Request for Proposal (RFP). The solicitation documents will only be sent to the shortlisted bidders to respond to a detailed Scope of Services.

To enable you to submit an Expression of Interest (EOI) for services, please find enclosed: Annex 1: Scope of Services Annex 2: Instructions to Bidders Annex 3: EOI submission forms

EOI submission forms are to be submitted by 1.00 pm Australian Eastern Standard Time

(AEST time) on Thursday, 8th October 2015 to [email protected]

This letter is not to be construed in any way as an offer to contract with your firm/ organisation.

Yours Sincerely,

Education Capacity Development Facility


Annex 1: Scope of Services

Note: The included Scope of Services is indicative of any Scope of Services

that may be included in the RFP to short-listed Bidders. It is provided here for

the purposes of prospective Bidders to respond to the EOI and assess their

capacity to respond and deliver the program and identify suitably qualified

personnel.

1. Background

An Executive Leadership Program (ELP) for Papua New Guinea (PNG) is being established

to produce values-based and ethical leaders who will contribute to improving the effectiveness

and efficiency of PNG’s public service so it can support sustainable economic and social

development in PNG, and prosperity for all Papua New Guineans.

The ELP will be delivered as part of the Pacific Leadership and Governance Precinct (the

Precinct) that was recently established through a partnership agreement between the

Governments of PNG and the Government of Australia (December 2014). The goal of the

Precinct is to strengthen leadership, ethical behaviours, governance and the core capabilities,

of the public service in Papua New Guinea at national, provincial and district levels, as outlined

in the Ethics and Values-Based Leadership and Management Capability Framework1, as well

as private and other institutions.

Public sector development and reform has been an ongoing process in PNG since

Independence. In response to what has been described as,“…the acute crisis of public sector

management” in the period 1995-2001, many new government strategies and initiatives

intended to strengthen PNG’s public administration and expenditure management have been

introduced. They include substantial investments by Australia in public sector capacity-

building, education and technical training programs, scholarships for public servants, technical

advisory assistance and strengthening programs within higher education institutions.

There are now initiatives in place to improve the ranking for PNG public service efficiency and effectiveness in order to fight corruption. These include initiatives to address challenges identified by the Government of PNG (GoPNG) for the public sector including:

1. Strengthening overall senior executive leadership

2. Instilling core values of impartiality, objectivity, honesty and service to the people, including respect for the law

3. Transparency of senior appointments and due process and integrity in decision-making

4. Transparency and accountability in service delivery

5. Addressing serious skill shortages and poor knowledge and capabilities within agencies

6. Increased commitment to reform

1 http://www.pswdp.org.pg/download/draft_leadership_framework.pdf

http://www.pswdp.org.pg/download/draft_leadership_framework.pdf


7. Increased knowledge of why departments need to work collaboratively and with other levels of government and how to do this

8. Embedding a culture of innovation and self-reflection to identify improvements

The PNG long-term Vision 2050 pays particular attention to the enabling role that PNG

leadership must play if its outcomes are to be realised. It calls for leadership renewal on three

fronts:

1. Political Leadership

2. Bureaucratic Leadership

3. Private Sector Leadership

As Vision 2050 continues to evolve, and public sector reforms continue, more emphasis is

being placed on the important role that women will increasingly play in decision-making and

leadership roles in both the political and bureaucratic spheres. In 2007 women held 24.7 per

cent of PNG’s public service positions and occupied just 12 per cent of executive management

positions, such as Departmental Secretary or Deputy Secretary2. The National Public Service

Gender Equity and Social Inclusion (GESI) Policy3 identifies women in decision making as a

priority action area, acknowledging the unequal representation of women participating in the

workforce in PNG. It is therefore appropriate to add a fourth dimension to PNG’s leadership

challenge, that of Women’s Leadership.

The proposal to establish an innovative ELP for the Precinct therefore is primarily based on

the hypothesis that there is a need for increased ethical leadership in PNG as well as a

pressing need for increased collective action to solve difficult or at times even simple

problems. More than a training exercise, the ELP aims to build a cadre of ethical leaders that

contributes to promoting PNG’s collective bureaucratic and political action in the interest of

the public good.

2. Executive Leadership Program (ELP)

2.1. Purpose

The purpose of the ELP is to bring together institutions and high-performing, committed people

on the cusp of assuming management positions from across the public, private and NGO

sectors, with the goal of developing a cadre of ethical and accountable public officials that

have the capability (and the motivation) to collaborate, lead and manage the delivery of

equitable government services to all citizens of PNG. Ethics and values-based leadership and

management will be a unifying focus for the ELP. The strategic intent of the ELP is to build

powerful incentives amongst potential future PNG leaders, including leaders of the

Autonomous Region of Bougainville (ARoB), to be part of a broad-based suite of prestigious

activities. These will be directed at outstanding individuals with high potential for assuming

future senior leadership roles and through a program that sets them up for not only future

individual success in the public sector based on good performance, but also that the program

2 Department of Personnel Management (2012) “National Public Service Gender Equity and Social

Inclusion Policy”, p18. 3 bcfw.org.pg/wp-content/uploads/2014/11/PNG-NPS-GESI-Policy-.pdf


would equip them with new ways of thinking about leadership that are highly suited to the PNG

governance context, and its profound weaknesses and challenges.

The ELP should therefore deliver unique opportunities for these future leaders and empower

them in the critical areas of ethical decision-making and leadership as well as improving

technical abilities to undertake more effective collective action into the future.

The strategic guiding principles of the ELP are that:

ELP provides an avenue to embed the PNG Ethics and Values-based Leadership Framework in the PNG Public Sector;

PNG stakeholders contribute to the design of a suite of courses that meet PNG’s public sector needs;

Courses sourced from international providers and used for the ELP are carefully calibrated for the PNG context;

Selection processes are a crucial part of the design to target the right agencies, departments, and people. Participants of ELP are selected to support the building of an effective whole of government relationship;

Short courses must target important PNG policy priorities and reflect Australia’s aid policy emphasis;

The ELP recognises and rewards outstanding performance and plays a key role in building the next generation of PNG leaders; and

The ELP draws on the assistance and expertise of the PNG and international private sectors.

2.2. Overview

It is envisaged that the ELP will comprise two strands;

1. Precinct Future Leaders Programme (PFLP) i.e. a continuing programme

consisting of a series of activities for a selected cadre of high performing individuals

from both the public and private sectors; and

2. Precinct Initiative Programme (PIP): stand-alone demand-driven bespoke

initiatives across four thematic areas including: diversity and gender in leadership,

corporate skills for the public sector, private sector and economic development,

decentralization and subnational governance.

The GoPNG Ethics and Values Based Executive Leadership & Management Framework will

provide the foundations for the two strands.

A Service Provider will be engaged to consult with Precinct stakeholders in PNG and develop

a quality ELP design for approval, support the Australian High Commission in achieving

stakeholder support for the design and then implement the agreed ELP. The Service Provider

will be expected to manage all elements of the ELP including but not limited to: engaging

personnel for design, delivery and implementation of the ELP, contracting; participant

selection and management; stakeholder relations; quality assurance; monitoring and

evaluation; and reporting. The contract will include a design phase, a pilot implementation year

and a three-year option to extend.


2.3. Phases

2.3.1. Design Phase

The Design Phase will be undertaken over a two-month period commencing no later than

January 2016, by a team to be proposed by the Service Provider. The design team may

include international and national expertise, at the discretion of the Service Provider.

Partnerships between international and PNG organisations is encouraged.

The design must be conducted in consideration of;

Local Context

There has been considerable investments in training programs that are successfully building

competency in PNG. To varying degrees these offerings apply Western or developed country

thinking to PNG solutions as well as building skills and competencies for Papua New Guineans

that were designed with a developed country context in mind.

A key point of emphasis for the ELP, therefore, will need to be relevance to the local context.

The ELP should not be a re-badging of courses provided in Western or developed countries.

It is tempting to accept high quality offerings of seasoned providers that have only superficial

tailoring for the PNG context. These should be avoided. A key criterion to determine a

successful EOI and subsequent Proposal will be the capacity of an organisation to deliver

offerings not just specifically tailored for the PNG context, but wherever possible, delivered for

and by Papua New Guineans in collaboration with the best available international experts.

This will necessarily include those from key Precinct partners, the University of Papua New

Guinea (UPNG) School of Business and Public Policy (SBPP) and the Institute of Public

Administration (PNGIPA).

The ELP Design will need to be highly relevant to PNG’s leadership challenges – the

economic, social, ethical, environmental, governance, educational and cultural impediments

to good leadership. It is expected that a considerable proportion of new offerings would be

developed as ‘greenfield’ approaches to applied learning that draw on PNG-relevant

incentives for behavioural change. Offerings may not be courses so much as opportunities

for discussing ‘the PNG way’, and applying PNG approaches within the participants work and

social sphere. There is a strong desire of both the PNG and Australian Governments for the

new program to be innovative and with the best available international leadership development

resources and thinking.

Political, bureaucratic and private sector buy-in to the concept are also essential. A new and

innovative program is of little value to PNG development if it is largely donor driven. A key

element of the Design and Implement approach is to ensure not only that the program is for

and by Papua New Guineans and their context, but that it is owned, driven and fostered by

Papua New Guineans. One way of ensuring this occurs, is the establishment of a broad-

based selection board for program participant selection. This must be a consideration of the

design approach to ensure sustainability and the design should provide options for selection

that recognize the existing selection processes for public sector capacity development in PNG.

Possible elements of the ELP


A menu of possible activities under an ELP is presented below as indicative suite of possible

options only rather than a mandated set of deliverables. It will be important that the activities

taken as a whole exhibit some integration and build on other elements. An atomised collection

of activities, without an overarching design or clear outcome indicators, is not being sought.

As noted above, the intent is to equip future leaders with the personal attributes, knowledge

and skills to become effective ethical accountable and collaborative leaders. Experiential

learning and practice should form part of the approach.

Elements of both strands of the ELP, therefore, could include but not be limited to:

1. Symposia: A joint symposium on ethics and values based leadership in PNG – what is it

and how to develop it. This could, over time, lead to leadership research partnerships.

2. Short Seminars: Inviting an organisation to conduct short seminars on aspects of ethics

such as resolving ethical dilemmas. Such a series will expose the PNG Public Service to

the varying ways that different organisations approach the question of selecting and

developing strategic leaders as change agents. Options could include:

. The approach in the private sector to identifying, developing, motivating and

retaining leaders;

. The approach in the armed forces. The PNGDF and the Australian Defence Force

could lead a discussion on how the armed forces identify and develop leaders;

. The approach in the churches to build leadership. A panel from the PNG Council of

Churches could discuss leadership development in their churches;

. The role of professional associations in building leadership. A small group of PNG

professional associations could discuss their approach to leadership and

management development and what have been their success factors to date; and

. Stories from the Pacific. Inspiring individual leaders or institutions engaged in

building leadership capacity in the Pacific.

3. Leadership Programs: The Service Provider could draw on internationally successful

leadership programs to guide the mode of operation for PNG.

4. Cross-over initiatives: between the National Public Service Gender Equity and Social

Inclusion (GESI) Policy and developing women leaders at district level.

5. Collaboration with local organisations: Working with the PNGIPA and other tertiary

institutions to help them operationalise the new PNG Ethics and Values Based Executive

Leadership and Management Framework.

6. Short Courses provided by Established Providers: Providing opportunities for participants

to attend tailored courses to be delivered by organisations of international repute that

specialise in the delivery of leadership training.

7. Seminars: Establishing problem-solving seminars and public policy debates in

collaboration with the ANU’s State Society & Governance in Melanesia program and with

James Cook University through their Twinning Partnership with UPNG and other leading

schools undertaking research on PNG society and governance


8. Mentor Programme: Identifying the most motivated and committed PNG leaders that have

a track-record of ethical leadership and establish them as mentors for the next generation

of future PNG leaders. The development of a mentoring program needs to be researched

and evidenced based.

9. International Opportunities: Giving selected individuals access to international

opportunities – giving PNG’s next generation of leaders a variety of experiences that

would equip them with a global perspective on leadership and ethical behaviours.

10. Alumni Network: An active and adequately resourced alumni network that builds coalitions

of change to tackle some of PNG’s pressing public service development questions. There

will need to be clear linkages established with Australia Awards programme alumni.

11. Distance learning: Providing access to on-line distance learning for accredited post-

graduate programs, where appropriate, providing in-PNG education mentoring from

qualified teaching staff at intermittent periods.

12. Personal Development Opportunities: The program should be a reward and incentive for

outstanding performance, values, character and motivation. The approach must be highly

selective and upon completion, and over time ideally become a recognised and

prestigious underpinning of future public sector promotion and advancement

opportunities, such as an accreditation or certification. There should be opportunities for

credit recognition, for example, as well as the possibility of accreditation leading to the

UPNG SBPP graduate certificate programme.

Diversity

Women’s empowerment is a cross-cutting theme that should be embedded into all elements of the program. The design will reference successful international initiatives that have been implemented in developing countries and explain why and how they can be implemented in the PNG context.

Reference to existing successful Pacific regional initiatives highly desirable and a plan for future engagement in the Pacific essential. This may include involvement of individuals and organisations throughout the Pacific.

In addition, diversity is broader than women’s issues and the successful provider will provide a design for incorporating overarching diversity training opportunities, e.g. appreciating cultural and socio-economic diversity, men in leadership, etc.

Reintegration/Reflective Practice

The design should consider options to support participants in the ELP to transfer their knowledge into action to enhance their own leadership capabilities and to start to influence actions in their workplaces. Issues to consider include ethical behaviours, governance and the core capabilities of the public service in Papua New Guinea at national, provincial and district levels


Stakeholder Collaboration

The design will need to consider options to promote and foster the collaboration of Precinct partner organisations (UPNG, PNGIPA, DHERST, DPM, Australian Government and GoPNG).

Private Sector

Economic development is an overarching goal of any development programme, and this therefore places the private sector as a pivotal partner. The design must consider ways to engage the private sector and promote private sector growth – to create jobs and reduce poverty.

The design should seek opportunities to encourage involvement of the private sector in the various stages of delivery during the Implementation Phase, to promote an enabling environment that enhances ethical behaviour and good governance in private sector/ public/private partnerships. Opportunities for the public sector to learn from the business practices of the private sector are encouraged.

Communications

The program should be used as a vehicle through which the Precinct raises the profile of PNG’s national conversation on ethical leadership through events and activities that have a public profile. ELP communication activities would support the Precinct’s communication strategy and be delivered in collaboration with the Precinct’s communication specialist.

2.3.2. Implementation Phase

The Service Provider will be responsible for developing implementation arrangements for ELP Program 2016-17. The first output of the Service Provider will need to be an Implementation Plan (2016 -2019). This will then need to be approved by the Precinct Executive Board. The appropriate number of participants in the Precinct Future Leaders Programme (PFLP) strand of the ELP will be determined through the design process but based on the premise that this is highly targeted to a selected high performers and those most likely to assume future senior PNG leadership roles. Determining the optimum number of participants will also focus on value for money and quality. The Implementation Plan will also include participant selection methodology and timelines; specified implementation personnel and recruitment strategy, personnel recruitment timelines; monitoring and evaluation framework and risk matrix.

The Implementation Plan will also need to include detailed methodology and approaches in

regard to the following, but not limited to;

Incentives

Determine and establish incentives for participants to join the program. This could include tied scholarships, accredited international training, a formal mentoring program with respected leaders, or links to promotion. The implementation arrangements also need to ensure that incentives exist for participants to remain with the public sector upon successful completion of the program. The arrangements should give consideration to whether the program should


have assessment components which then create pathways for articulation and/or accreditation. It may not be enough, for example, that participants simply attend the training to benefit from the prestige it is intended to attract.

Selection processes

The Implementation approach will need to determine appropriate selection processes. Australia has found out through a decade of public sector training that generic and specialist courses tend to be attended by ‘the usual suspects’. This is likely because of the strong part played by informal networks (and the wantok culture) in PNG. The program should look to innovative approaches to ensure that ELP selection processes are transparent, fair and provide access to participants on the basis of performance, ability, ethics and motivation rather than who an individual knows and/or their status among peers or supervisors. Given the emphasis on the empowerment of women, specific strategies to ensure appropriate participation by women should be included.

Alumni

The implementation approach will need to outline the methodology and approach to engaging alumni across the ELP program to continue to network and be supported, to foster relations with alumni of relevant other programs, to actively promote the Precinct, and to generate dialogue on ethnic and governance issues.

It is envisaged that the Implementation Plan will include, but is not limited to:

1. Background

2. Purpose

3. Governance Framework

4. Project Management/Coordination arrangements

5. Implementation Schedule (by strand)

a. Offerings and schedule

b. Participant profile

c. Selection Criteria

d. Pathways

e. Reintegration/Mentoring support

f. Alumni Activities

6. Stakeholders collaboration activities

7. Monitoring and Evaluation Framework and Plan

8. Media and Communications Strategy

9. Risk Management Framework

10. Financial Costings


11. Reporting Requirements and Templates

2.4. Timeline The table below provides an indicative timeline. With the delivery of the ELP program to

commence implementation in mid 2016.

Request for EOI released 14 September 2015

Request for EOI Closed 9 October 2015

Assessment of EOI 15 October 2015

Short-list Bidders approved and notified 30 October

RFP released to Shortlisted Bidders 2 November 2015

RFP Closed 26 November 2015

Assessment of RFP Proposals 30 November 2015

Approval to engage preferred Service Provider 9 December 2015

Contract negotiated and signed 15 January 2016

Consultation and Design Phase January - March 2016

Final Design Document approved by AHC April 2016

Development of Implementation Plan May 2016

Approval of Implementation Plan by AHC June 2016

ELP Implementation commences June 2016

Review of Year 1 (2016) April 2017

Option to Extend for 2017-19 Delivery June 2017

2.5. Outputs

The anticipated outputs from the Service Provider are described below.

2.5.1 Design Framework:

a. Literature Desk Review: Paper to include research on all relevant recent

international experience in delivering similar programs;

b. Stakeholder Consultation: Consult all major stakeholders including Precinct

partners/implementing partners, specifically the existing short course program

implementing partner, confirming stakeholder commitment and ownership;

c. Options Paper: Fully justified Options Paper/Brief with suite of possible activities

and assessments/recommendations;


d. Draft Design Framework: Submission and Presentation - Including Literature

Review findings, Rationale, Methodology with monitoring and evaluation

framework, Options Paper, Staffing Structure, Administrative Support, Participant

selection methodology, and recommendations for elements of the Executive

Leadership Program

e. Feedback on Draft: discussion and AHC requests for amendment; and

f. Final Design Document: Submission and Presentation: incorporating feedback.

[STOP/GO POINT - Pending Design Document Australian High Commission

approval]

1.1.1. Implementation Plan:

To include:

a. Detailed Pilot Year-One (2016) Schedule of activities with costing;

b. Indicative Out-Years (2017, 2018 & 2019) Schedule of activities with indicative

costing;

c. Recommended service provider options with justification and indicative costing;

d. Confirmed stakeholder commitment and project ownership;

e. Participant Selection methodology and timelines;

f. Specified implementation personnel and recruitment strategy;

g. Personnel recruitment timelines;

h. Key Program Result Areas (outputs focused);

i. Risk Mitigation Strategy (including Risk matrix)

j. Monitoring and Evaluation Framework

Submission of Draft

Submission of Final Implementation

[STOP/GO POINT - Pending Implementation Plan AHC Approval]

1.1.2. Pilot Implementation of ELP in 2016:

[Pending Design and Implementation Plan AHC Approval]

1.1.3. Implementation of ELP in 2017-19 (Option to extend):

[Pending Design Review and exercising options to extend for years two, three and four]


Annex 2: Instruction to Bidders

General Conditions

1. If the Bidder finds any discrepancy, error or omission in this EOI or wishes to make any enquiry concerning this EOI, it is to notify Palladium in writing to [email protected] at least ten days prior to the EOI closing date. Where appropriate, answers to any such notices or questions will be given by Palladium in the form of an Addenda and will be issued to all bidders up until five days prior to the EOI closing date.

2. Palladium may amend the EOI at any time prior to the closing date and time, including (without limitation) the Conditions. The Bidders may rely on no explanation or interpretation of the EOI unless given in the form of Addenda. Such addenda will become part of the EOI.

3. The information contained in this EOI is not guaranteed with respect to accuracy and completeness and Palladium accepts no responsibility for interpretations placed on the information by Bidders.

4. The Bidder is responsible for examining the EOI and any other information relevant to the risk, contingencies and other circumstances having an effect on its EOI which it is responsible to obtain.

5. Palladium reserves the right before closing date and time to extend the deadline for submission of EOIs. In the event that Palladium extends the deadline for submission, it will do so in the form of written Addenda.

6. Palladium may, in its absolute discretion, terminate or abandon the EOI process, or reject EOIs’ by giving notice in writing to the Bidders. If Palladium does terminate or abandon the process, it will not be liable for any costs, losses, expenses or damage incurred by the Bidder as a result of such termination or abandonment.

7. The Bidder is responsible for all costs incidental to the preparation and delivery of the EOI, or any subsequent stage(s) of the procurement process, including answering any queries and providing any further information sought by Palladium.

8. Palladium reserves the right to: a. seek EOIs’ from any organisation b. request clarification in relation to the Bidder, or request for additional information,

to enable it to make an assessment as to the Bidder’s technical capacity to undertake the Activity. If the Bidder fails to submit any information required by Palladium by the date and time stipulated, the EOI may be treated as invalid

c. publish the name of any short listed bidders on the basis of the documentation received

d. seek information or negotiate with any organisation that has not been invited to submit a EOI.

9. No legal obligations or agreement whatsoever is intended to be or is created between Palladium and the Bidder by virtue of this EOI (including but not limited to statements contained in this EOI or its Addenda) unless and until contract negotiations are completed and a formal written agreement acceptable to Palladium is entered into and executed by an authorised officer of the successful Bidder.

10. The Bidder acknowledges and agrees that Palladium, its employees, agents and advisers are not, and will not be responsible, or liable for the accuracy or completeness of any information contained in the EOI or any Addenda.

11. The Bidder must warrant that it has not engaged in collusive or anti-competitive practices

with any other tenderers in the preparation of the EOI.


ELIGIBILITY CRITERIA

12. This EOI is open to organisations/firms/companies and/or entities that are legally registered in their country of origin.

LODGEMENT OF PROPOSAL

13. It is the responsibility of the Bidder to ensure that the documentation is received at Palladium electronically by the closing date and time prescribed in this EOI. An EOI lodged after the closing date and time is a late submission.

14. A late submission will normally not be considered unless it can be demonstrated by the Bidder that the documentation would have arrived at the submission point by the required date and time as prescribed in this EOI. Palladium may allow a late EOI to be assessed at its absolute discretion.

15. Palladium will not consider or entertain any queries about a decision to assess or reject a late EOI.

16. The EOI is to be in English. CONFORMING PROPOSAL

17. The Bidder must submit as part of the EOI process the EOI Submission Forms detailed in Annex 3.

18. The EOI is to be endorsed on the form as outlined in EOI Submission Form 1.

19. If the Bidder is a firm, it is to provide: a. the name and address of the Authorised Executive Representative; b. the name of the company or corporation, the address of the registered office and

the ABN / CAN / IPA or similar; and c. If the Tenderer is a consortium or Joint Venture, provide the details of the agreements

with consortium partnership or joint venture.

ASSESSMENT

20. Bidders must comply with the requirements in this EOI. Failure to include all required information may result in rejection of the EOl by Palladium, on the basis of non-compliance.

21. Palladium’s selection process is conducted on a commercial-in-confidence basis in accordance with Commonwealth Government and DFAT Procurement Rules. It will assess through a Technical Assessment Panel (TAP) the merit of the EOI Submission Forms submitted to ensure that it meets its requirements as set out in this EOI. The TAP will also assess the EOI having regard to the Selection Criteria as contained in Annex 3.

22. It is Palladium policy not to reveal the names of TAP members in view of confidentiality of the TAP’s proceedings and TAP members participate on that basis. TAP members are required not to make contact with or to discuss deliberations of the TAP with third parties.

23. Palladium shall not be bound by any oral advice given or information furnished, but shall be bound only by written advice or information.

24. Palladium reserves the right, in its sole and absolute discretion, to:


i. take into account in assessing an EOI, past performance of the Bidder and

nominated personnel members:

a) as a contractor, consultant or subcontractor on previous projects

b) as an associate of a contractor, consultant or subcontractor or as a joint venture

partner on previous projects; and

ii. seek reference from third parties in respect of the Bidder’s previous projects or

contracts and to take these references into account in the EOI assessment.

ACCEPTANCE

25. Palladium is not bound or required to accept any EOI.

26. A Bidder may be required to provide certification to Palladium that it has satisfactory financial management and control systems with the capability to administer any claim for payment, reimbursement or expenditure acquittal.

27. After assessing all Bidders EOIs, Palladium may, without limiting other options available to it, do any of the following:

(a) prepare a short list of Bidders and invite short listed Bidders to participate in a

competitive tender exercise through a Request for Proposal (RFP);

(b) conduct a subsequent procurement process calling for the goods and/or services or

any similar related goods and/or services;

(c) enter into pre contractual negotiations with one or more Bidders;

(d) decide not to proceed further with the EOI process or any other procurement process

for the goods and/or services; or

(e) commence a new process for calling for Bidders’ responses on a similar or different

basis to that outlined in the original invitation.

28. Being short listed does not give rise to a contract (express or implied) between any

preferred Bidder and Palladium. No legal relationship will exist between the organisation

and a Bidder relating to the supply of goods and/or services unless and until such time

as a binding contract is executed by both parties.

FURTHER REQUIREMENTS

29. If intending to lodge an EOI on the basis of a joint venture, the Bidder must include detailed information on the joint venture and the manner in which it will meet the selection criteria.

COMPETITIVE NEUTRALITY

30. Competitive neutrality requires that government business activities do not have net competitive advantages over their private sector competitors simply as a result of their public ownership. Publicly owned bidders are required to formally declare that their bid complies with competitive neutrality principles. These principles include:

1. the activity’s full costs like depreciation and costs of capital;

2. any in-house activity does not enjoy regulatory advantages;

3. actual, or equivalent, taxation arrangements are put in place; and

4. there is an appropriate rate of return.


Bidders are responsible to ensure they meet the Competitive Neutrality principles if they apply

to the EOI. More information on the application of competitive neutrality can be found at the

following internet web site at http://www.dofa.gov.au and http://treasury.gov.au.

ENQUIRIES

31. All enquiries must be directed to the following email address in writing: [email protected]


Annex 3: EOI Submission Forms

Expression of Interest: Submission Form 1

DETAILS OF ADVERTISED ACTIVITY

Executive Leadership Program – The PNG Way

Request for Expression of Interest

DETAILS OF BIDDER

NAME OF ORGANISATION:

Address for correspondence: Email address:

Contact phone numbers: (including country code) Home: Work: Mobile:

Details of two professional referees: Name: Position: Phone number: Email address:

Name: Position: Phone number: Email address:

COMPETITIVE NEUTRALITY DECLARATION

The Bidder has complied with the principles of competitive neutrality in preparing its bid (publicly owned Bidders only).

And I make this solemn declaration by virtue of the Statutory Declarations Act 1959, and subject to the penalties provided by that Act for the making of false statements in statutory declarations, conscientiously believing the statements contained in this declaration to be true in every particular.

(Signature of person making declaration)

Declared at ( ) on the ( ) day of ( 2015)

Before me, (Title of person before whom the declaration is made)

DECLARATION

I, declare that the information contained in this application is true and correct, and understand that giving false or misleading information is a serious offence. I declare that if selected for this activity, (insert name of organisation) will be available to commence work (from January 2016) for the duration of the assignment.

I (Signature of person making declaration) Declared at ( ) on the ( ) day of ( 2015)


Expression of Interest: Submission Form 2

Submission Form 2 must not exceed a total of 6 pages.

1. Selection Criteria (max 3 pages in total)

Criteria Weighting Brief Description of Bidder’s

status in regards to the criteria

Legally registered organisation/firm/entity in country of origin

Yes/No

Clear organisational profile and structure, demonstrated organizational capacity, personnel and expertise to manage and implement a project as described in the Scope of Services.

10%

Previous experience working on

relevant projects with international

development objectives

10%

Prior experience in designing and

implementing internationally recognised

leadership programs

10%

Prior experience in PNG and/or

Melanesian countries on similar or

related projects

10%

Proven ability to be innovative and

flexible drawing on international

success stories in innovative leadership

development

10%

2. Methodology and Approach (max 1 page – weighting 25%)

Provide detail on the approach to conducting the design phase in response to the Scope of

Services, as well as some indicative approaches to the implementation phase.


3. Proposed Personnel (max 1 page – weighting 25%)

Qualifications and Experience of indicative key personnel to manage and execute the project

(attach CVs for a max 5 people), including technical and project management personnel.

Name Position Qualifications Very brief summary of key

skills and relevant experience

4. Partner/Consortium (if applicable, max ½ page)

Please detail any partner and consortium arrangements, providing supporting Letters

of Association. (Note: Participation of PNG organisations is actively encouraged).

pacific leadership and governance precinct executive...

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