The first stage consists of three hotels which are expected to be completed in the immediate future. The second stage contains the last two hotels which will commence after operating the former stage. Project 1 is required to be completed by Februaryand whilst the construction is on-going at a certain level during this construction, the second and third hotels will commence.
Innovative Approaches and Best Practices D uring our many discussions with different departmental PSAB coordinators and buyers, many excellent practices were outlined. Although a technique that is effective in one organization may not necessarily be equally effective in another, some of these techniques and practices are outlined below in the hope that they may provide inspiration.
Furthermore, supplier development activities are seen by many departments to be a more sustainable forum for Aboriginal business development rather than other PSAB instruments such as mandatory set-asides.
Although the results indicate that government contracting with Aboriginal suppliers has increased, the need to continue supplier development activities is evident.
Some of the effective methods used by departments and agencies to support and further the development of Aboriginal suppliers include the following: It appears that those organizations that have been the most effective at communicating the requirements of the PSAB to senior management, and to its buyers, are the ones that have been most successful in implementing the PSAB.
Furthermore it appears that this type of effective communication is often able to overcome problems and difficulties created by the decentralized nature of some of these organizations.
Similarly, the establishment of honest and open lines of communication indicating that the organization is open for business to Aboriginal suppliers appears to have been important in the development of effective business relations between departments and agencies and Aboriginal suppliers.
Most departments and agencies are therefore required to use voluntary set-asides which require a more considered decision process. As a result, there still exists, in many departments and agencies, a reluctance to use the voluntary set-aside instrument.
Voluntary set-asides have been shown to be a valuable tool in giving Aboriginal suppliers an introduction to the federal bidding process and a valuable first chance to demonstrate their capabilities and capacities.
The concern with a dependency on set-asides per se is the potential of a supplier or group of suppliers to become dependent on their use, and only focus on opportunities that are setaside. If a set-aside is truly successful in assisting the development of an Aboriginal supplier, the supplier must eventually be in a position of no longer requiring the set-aside vehicle to access federal government contracts.
Accordingly, provisions were made in the PSAB to encourage these activities. Feedback from departments indicates that, with some exceptions, Aboriginal suppliers have not yet made extensive use of these provisions.
These services qualify for the mandatory set-aside provisions of the PSAB and must, whenever possible, be obtained from an Aboriginal supplier or an Aboriginal supplier in partnership with a non-Aboriginal supplier.
This requirement generated perhaps the most significant contract, certainly in terms of dollar value and impact, of any set-aside contract awarded up to that time. It was a 5-year contract with an option of two extensions of two years each. The contract is significant because it demonstrates the capability of a First Nations entity to take a lead role in providing services in a complex area where this capability and capacity were not immediately evident.
As such, it can provide a successful and dynamic model for a variety of other similar complex government requirements, including those for services not directed to Aboriginal clients of departments and agencies. The fact that these successful Aboriginal suppliers are also very active in partnership building and joint venturing is indicative of the value of these activities in developing a strong and productive business entity.
One such department is Statistics Canada which meets its objectives via a strategy of routinely including Aboriginal suppliers in its bid solicitations, for requirements not posted on MERX. For both goods and services requirements, in its RFPs or quotations, Statistics Canada includes one or more Aboriginal supplier s in the tendering process.
Furthermore, these measures are being extended to Financial Responsibility Centres within the organization. The methods used by Statistics Canada to achieve their performance objectives are notable in that they do not restrict competition to Aboriginal suppliers, but only give these suppliers a bidding opportunity.
The fact that Aboriginal suppliers are successful indicates that Aboriginal businesses are able to compete successfully on a level playing field with nonAboriginal suppliers when given the opportunity to do so.
This would appear to be a good indicator that Aboriginal firms are competitive. The purpose of the LOI is to solicit interest and determine if sufficient capacity and capability exist among suppliers to bid on a requirement. This gives both Aboriginal and non-Aboriginal suppliers notice of the upcoming requirement and allows them both to position themselves to bid on the requirement.
Furthermore, it ensures that qualified and capable Aboriginal suppliers do exist for a requirement before bids are called. The LOIs normally state that a minimum of three Aboriginal suppliers must indicate that they have the required qualifications before an RFP will be issued.
This ensures that, if a requirement is set-aside, there will not only be qualified and capable Aboriginal suppliers, but that there will be enough of them to ensure that competitive bids are received for a requirement. These have not been extensively used by departments and agencies other than INAC.
Aboriginal bid evaluation criteria are frequently used in INAC contracting activities when a requirement is valued at less than international trade agreement thresholds, as requirements valued over this threshold cannot use these criteria, unless they are set-aside.
Interest in using Aboriginal bid evaluation criteria was expressed by several departments and agencies at various conferences. The major reason that they are not used more extensively in government contracting is the lack of a viable published model and framework for their use.
The development of such a framework would supply departments and agencies with an approved process and guidance enabling them to utilize this innovative technique prudently and effectively.
This is an area that INAC will pursue in the near future. However, similar to Aboriginal bid evaluation criteria, their parameters have not yet been well defined or widely accepted by departments.City of Melbourne is committed to providing greater opportunities for the economic participation and development of Aboriginal people.
We see this as one way we can help close the gap of existing disadvantage. Get this from a library! Procurement Strategy for Aboriginal Business, performance report for : PSAB.. [Canada. Indian and Northern Affairs Canada.;].
MODEL ABORIGINAL PROCUREMENT POLICY Introduction Led by the Aboriginal Chamber of Commerce, this Model Aboriginal Procurement Policy is designed to foster and encourage the creation and participation of more Aboriginal Businesses in.
Procurement Strategy for Aboriginal Business PERFORMANCE REPORT FOR Procurement Strategy for Aboriginal Business PERFORMANCE REPORT FOR EduCheer! Free Samples and Examples of Essays, Homeworks and any Papers. Aboriginal procurement past, present, future specific populations and objectives.1 As the federal govern-ment’s Procurement Strategy for Aboriginal Business (PSAB) turns fifteen years old, and circumstances within Canada and report from the director general on Trade-related developments, June ).
We are proud to release these guidelines for the Indigenous Procurement Policy. Getting Indigenous adults into work is a critical priority in Indigenous Affairs. With employment, people have financial independence, control over their own lives and the A strong Indigenous business sector will help drive financial independence, and create.