Nov 25, 2017 Last Updated 10:16 AM, Nov 8, 2017

The Minister of Finance & the Public Service

The Honourable Minister Audley Shaw CD, MP, Minister of Finance and the Public Service. He is a graduate of Northern Illinois University (NIU) with a Bachelor of Arts and Master of...

Minister of State in the Ministry of Finance and the Public Service

The Honourable Rudyard Spencer, CD, MP is Minister of State (Public Service), with the Ministry of Finance and Public Service. Minister Spencer studied Industrial Relations at Medg...

Minister of State in the Ministry of Finance and the Public Service

The Honourable Fayval Williams, MP, is Minister of State in the Ministry of Finance and the Public Service. Minister Williams is a Chartered Financial Analyst (CFA), and holds an M...

Procurement Do's & Dont's

Corrupt and Fraudulent Practices
  • Insufficient or inadequate advertising
  • Excessively short bidding time
  • Collusion among bidders to establish an artificial non-competitive bid price
  • A public officer offering or receiving gifts of substantial value to influence the procurement process
Conflicts of Interest
  • When a Consulting firm is to be hired by a Unit in a Ministry and it had previously participated without being awarded the contract within in other bidding process carried out by the same Unit in the past six months
  • Two bidders using the same accounting firm to prepare their annual audited financial statements
  • Employee involved in the procurement process has a direct or indirect relationship with a bidder, declares the interest and continue their involvement in the procurement process.
Procurement Methods
  • Poor or lack of proper procurement planning
  • Fragmenting contracts so as to bypass approval thresholds (NCC & Cabinet)
  • Inviting tenders from unregistered contractors outside of the specified value range
  • Failure to advertise procurement opportunities within the specified value threshold
  • Failure to obtain the required number of quotes
  • Choosing inappropriate procurement method
  • Use of emergency contracting procedures without approval from the Head of the Procuring Entity
  • Variation to contract sum without written approval from Accounting Officer/Head of Procuring Entity
  • Require direct contracting without competition by artificially creating the “need”
  • Require prequalification for procurement that is not complex or of substantial amounts
  • Example: Suppliers/contractors collude to divide amongthemselves the different contracts available
Tender Process
  • Not specifying a clear address, contact name and room number for the submission of bids
  • Tender box that is not secured and restricted to the Tender Officer
  • Improper record keeping
  • Accepting bids after the specified date and time
  • Inappropriate use of mandatory site visits or pre-bid meetings
  • Delays in making payments to supplier/contractor