• To 

consult is to give or get help or advice

• A consultant (from Latin: consultare "to

Consult, deliberate") is a professional who provides expert
advice in a particular area such as security
Consultant and (electronic or physical), management, education,
accountancy, law, human resources, marketing (and
Consulting public relations), finance, engineering, science or
any of many other specialized ...
Services • The legal definition of consulting services is simply
the provisioning of services by an independent
contractor by means of consultations. Over time,
“consulting” ...
Consult, Consultant and Consulting Services

The Consulting Services are meant by study, research,

survey, design, drawing, supervision, Training, auditing,
PPA, 2063/ 2 ( e) development of software or any types of intellectual or
professional services.

 A wide variety of private and public entities including

WB/ADB international and national consulting firms, engineering
firms, individuals
 Types of Consultants
• Consulting Firm:
Usually used for complex assignments that require multiple –expertise team work .
Consulting firms may also be preferred for engagements that span over that span
over a long period and when the risks of loss of continuity is high.

• Individual Consultants:
Individual consultants are typically recruited when
 collective responsibility is not a requirement;
 additional outside ( home office) professional support is not required ; and
 Individual experience and qualifications are the main requirements for the
assignments.

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 When could consultants be hired?
Ref : PPA 2063 , 29 (1)
 The services they would be providing is beyond
Consultants the capability of the Procuring Entity to
undertake, either because it does not have the
may be hired if: expertise or it could not devote enough time to
the work due to numerous other assignments;

And/Or

 As per Financing Agreement with The

Development Partners; subject to use of foreign
sources .
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 Estimate Threshold to hire Consultants
(Ref. PPA- 30)
Level Threshold Process Remarks
National Up to NPR 0.50 million Direct
>NPR 0.50 million and up to • Prepare the Standing List of the
NPR 2 million Consultants
•Ask RFP from the Consultants ( min 3
& max 6 )corresponding to Standing
list
•QCBS method only adopted

> NPR 2 million and up to • Short listing of the Consultants (Min 3

100 million Nos.) through EOI
•RFP fro the Shortlisted Candidates
•RFP evaluation
•Negotiation with and award to
Winning Consultant

International > NPR 100 million •Short listing of the Consultants (Min 3
Nos.) through EOI
•RFP fro the Shortlisted Candidates
•RFP evaluation
•Negotiation with and award to
Winning Consultant

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Key Areas of Use of Consulting Services
Preparation Master plan, Pre/feasibility studies, Design,

Implementation Procurement services, Construction supervision, Project

management, Quality management,

Advisory Policy, Strategy, Institutional strengthening, Training,

Operation

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Differences between Procurement of Goods/Works
and Consultants services
Goods/Works Services
Physical deliverables (product based) Intellectual deliverables
(Knowledge based)

Tender/Bid Proposals

Prequalification Short-listing

Price major factor (provided bidder meets Generally Quality is the major evaluation
minimum qualification) factor

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Differences between Procurement of Goods/Works
and Consultants services (contd.)
Goods/Works Services
Specifications / drawings Terms of Reference

Generally No negotiations (except in direct Negotiations before contract award

purchase)

Tender documents Request for Proposals

Bid Security / Performance Security Generally no such Securities

Professional Liability

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  Need for high quality Services
 Need for Economy and Efficiency
 Need to give equal opportunities to all
Guiding eligible/qualified consultants to complete in
Principles of providing the services
Selection of
 Encouraging the development and use of national
Consultants
consultants in case of International Consulting/
Consultants to be procured
 Need for transparency in the selection process
  Private and Public entities
 Consulting and Engineering Firms
 Management Firms
Consultants’  Procurement Agents
Types  Inspection Service Providers
 Auditors
 UN Agencies
 Investment and Merchant Banks
 Universities and research instituitions
 Government Agencies
 NGOs
 Individuals
  Professionalism. ...
 Time Management. ...
A Good  Judgment. ...
Consultant  Good Communication Skills. ...
 Expert Knowledge. ...
 Good Listening Skills. ...
 Roles and Responsibilities. ...
 Involve Other consultants
  The ability to work as part of a team.
Skills required  Interpersonal and communication skills,
for a Good both oral and written.
Consultant  Creativity and innovation.
 Problem-solving and strategic planning
ability.
 Analytical skills.
 Flexibility.
 The ability to cope with pressure and
challenges
 • Conducts research to understand how a company functions and where a company can improve
• Analyses gathered information to form a hypothesis of company weaknesses and how to fix them
• Interviews all necessary groups, such as employees, management, and shareholders to aid in
consultancy
• Runs workshops to train employees on updated protocols and rules
• Prepares reports, proposals, and presentations

Responsibilities •
•
Stays current with latest trends in business and applies them to existing business models
Travels to different job locations as required

of Consultant •
•
Evaluates competitors to pinpoint advantages or disadvantages in the current market
Attends regular meetings to reevaluate new business model and adjusts as necessary
• Analyses financial statements including cash flow, net profit, expenditures, and revenues to find
problematic areas
• Researches any organisation dysfunction and provides solutions for improvement
• Prepares recommendations on organisational improvement
• Discusses long-term goals of the business as these goals pertain to a new business model
• Works with members of own team to offer different ideas
• Clarifies strategic and operational problems and successes with management
Difference between A Good Consultant and Bad Consultant
Indicators Good Consultant Bad Consultant
Project scope They provide work products that are They become self-replicating. As they build
actionable without creating dependency relationships throughout the organization
on the consultant for follow-on work. outside their constrained scope of work,
There are no change orders to the original they identify potential weaknesses and
consulting assignment. then convince senior management that
more consultants are needed to mitigate
risk. Two consultants become four, then
more. They create overhead that requires
more support staff from the consulting
company.
Knowledge transfer They train the organization to thrive once Their deliverable is a PowerPoint of
the consultants leave. They empower the existing organizational knowledge without
client with specialized knowledge of insight or unique synthesis. This is
technology or techniques that will benefit sometimes referred to as "borrowing your
the client in operational or strategic watch to tell you the time."
activities.

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 Difference between A Good Consultant and Bad Consultant
Indicators Good Consultant Bad Consultant
Organizational They build bridges among internal teams, They identify organizational schisms they can
dynamics enhancing communication through formal exploit, become responsible for discord and
techniques that add processes to complement cause teams to work against each other as a way
existing organizational project management to foster organizational dependency on the
approaches. Adding modest amounts of work to consultants
the organization is expected because extra
project management rigor can enhance
communication and eliminate tensions or
misunderstandings among stakeholders
Practical Recommendations are data-backed, are Recommendations lack depth. They are products
recommendations prioritized by relative value (cost multiplied by of uncorroborated interviews. They lack factual
benefit), reflect current community standards details and are a scattershot intended to create
and take into account competing uses of the fear, uncertainty and doubt. They focus on parts
organization's resources and time rather than systems. Implementing these
recommendations causes energy
to be drained away from more
strategic and beneficial initiatives.

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Difference between A Good Consultant and Bad Consultant
Indicators Good Consultant Bad Consultant
Fees Consultants use markup factors (amount they charge The engagement partner becomes more
versus the amount they pay their staff) concerned about billing you than serving
you. You begin to spend more time
managing the consultants than managing
the project. Consultants justify a markup
factor of 5 or 6 by saying, "We're so good,
we have high overhead."
Balancing Complex organizations execute numerous projects every Meetings are consistently scheduled with
Priorities year in the context of their annual operating plans. little advance notice and often conflict
Although consultants are hired to complete very specific with other organizational imperatives. Any
tasks, good consultants take into account the attention paid to organizational demands
environment in which they are working and balance their outside the consulting engagement are
project against the other organizational priorities. In this escalated to senior management as being
way, the organization can adapt to the changes caused "uncooperative.".
by the presence of the consultant while not significantly
disrupting their other work.

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Difference between A Good Consultant and Bad Consultant
Indicators Good Consultant Bad Consultant
Quality of The deliverables are innovative, are Material is reused from other
deliverables customized to the organization and represent organizations. The volume of
original work based on significant effort, due deliverables is increased with
diligence and expertise. boilerplate. The content seems
unhelpful, general or unrelated to the
details of your organization.
Managing project Risk is defined as the likelihood of bad things There is greater concern about risk to
risk happening multiplied by the impact on the the reputation of the consultants than
organization. Real risks to the project are the risks to project success
identified, and solutions are
recommended/developed collaboratively
with project sponsors

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 Procurement Guidelines Used

• WB Guidelines :
(a) For the Project before July 01, 2016
SELECTION AND EMPLOYMENT OF CONSULTANTS UNDER IBRD LOANS AND
IDA CREDITS & GRANTS BY WORLD BANK BORROWERS ,January ,2011
(b) For the Projects After July 01, 2016
• Procurement Regulations for IPF Borrowers
PROCUREMENT IN INVESTMENT PROJECT FINANCING
Goods, Works, Non-Consulting and
Consulting Services ,July 2016 , (Revised 2017 and2018)

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 Procurement Guidelines Used
ADB Guidelines
Projects with concept note prior to 1July 2017
•       Procurement Guidelines (2015)
•       Guidelines on the Use of  Consultants (2013)
Projects with concept note on/after 1 July 2017
·       ADB Procurement Policy  (April 2017)
·       Procurement Regulations for ADB Borrowers (April 2017)
Government of Nepal
Public Procurement Act 2063, & Public Procurement Rules ,2064
( Inclusive of all amendments in Act and Rules )

Note: In general PPA, 2063 and PPR, 2064 will be applicable for the procurement
of consultants except under explicitly stated under PPA -67(1)(b) ; as Development
Partner’s (DVs) Procurement Guidelines to be used in accordance with the
Financing /Loan /Credit Agreement between the GON and DVs.
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 Consultant’s Procurement
Cycle
Identification
Preparation of
of Services Procurement
Plan
Completion or
Termination of
Contract Short listing

Preparation
Contract
Implementation
and Approval
Start of TOR, Cost Issuing EOI/RfP
Stand Still Estimates, RFP Documents
period Period of Award of Documents
7 days Contract
Pre-Proposal
Contract Conference
Negotiations
LOI after 7 days
of Contract RFP Evaluation
RFP Submission
Negotiation Technical
/Financial
Opening

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  Procurement Strategy
 Procurement Plan ( Ref PPA-6 & PPR 7&8) required to
Basic  Identify the types of services required
 establish the mode of procurement
Requirement for  know the type of Consultant (Individual, firm, National,
Selection of International )
 determine the ABC
Consultants
 Approved Budget for Contract (ABC) (Ref PPR 7&8)
Factors  Technical complexity of the assignment
Affecting Choice of  Size and value of the assignment
 Other types of risk associated
the Contracting  Whether the impact of poor performance by the
strategy and consultant is high or low
 Whether proposals are comparable (i.e.,
the Planning assignment can be carried out in different ways?)
 Budget constraints
  identification of specific needs
 assessment of operating context and
In addition …. potential impact on procurement;
 assessment of the implementing
agency’s capacity
 assessment of the adequacy,
behaviour and capabilities of the
market
  This is the combination of selection methods ,
types of contract and market approaches used for
procurement of consultancy services
Defining the
approach to the  The selected approach should fit for purpose
(FfP):
consultancy 1. approach to market (national or international)
service 2. selection methods
3. contracting strategy

 It should also be reflected in Procurement Plan

for each contract.
In Particular :
Market Assessment and Analysis

 To develop a thorough understanding of the relevant sectors (market) &

potential applicants/bidders;

 To ensure that procurement approach maximizes participation and selection

of the right firm to deliver best VfM;

 To assess market-related risks and opportunities that will affect the

preferred approach-to-market strategy.
1
SN o

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D e sc r ip ti o n o f S e r v ic e s &

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C o n t r ac t ID N o .

3
P r io r / P o st R e v ie w

4
P P S t at u s
Project Name & ID:

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C o st E sti m at e (N R s M illio n )

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M e t h o d o f S e le c ti o n

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P ro . P ro c e d u re : G o N o r W B ?

8 A d v e r ti sin g f o r EO I

C o st Esti m at e , S h o r t li st & R F P
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to W B
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W B ’s N O L t o S L & R F P
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R F P Issu e d
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P r o p o sals S u b m issio n
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TP Ev al . R e p o r t t o W B
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W B ’s N O L t o TP E V al. R e p o r t
Executing Agency:

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P u b lic O p e n in g o f F P
Loan/Credit/Grant No.:IDA Grant Number: ------ Implementing Agency:

F ER & A w ar d R e c o m m . t o W B
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f o r in f o .
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N e g o ti at e d C o n t r ac t t o W B
Procurement Plan (PP) for Consulting Services -

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W B ’s N O L t o N e g o . C o n t r ac t
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C o n t r ac t S ig n in g

C o m p le ti o n d at e o f t h e
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c o n t r ac t

P r o c u r e m e n t at C e n t e r /
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D ist r ic t
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R e m ar k s
Standard Format of Procurement Plan for Services