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Bringing Economy to Health by Creating Healthy Ec
onomies
Where theres health, theres hope!
Using commerce to serve the needs of humanity!
The GlobalView Health Network
The Electronic Public / Private Procurement System
Todays problems cant be solved with
yesterdays tools!
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Mission Statement

• To prevent Human Crisis in the face of worldwide
  Financial Crisis. Not just for a small group of
  people - but the whole family of mankind - and
  those yet to be born. To counter the enormous
  increase in human misery in crisis-stricken
  countries that threatens to spawn social and
  political unrest, desperation, hopelessness,
  decline and mass confusion.
• To bring about humanitarian benefit and economic
  improvement through creative transformation of
  public and private commerce with adequate
  attention given to meeting long-term development
  needs that promote health, education, nutrition
  and infrastructure building.
• To establish an international information
  infrastructure that links all public/private
  sector trading partners to enable a global
  e-commerce approach that generates
  self-sustaining funding mechanisms to support
  value-added state reform and modernization
  programs / infrastructure.
• To provide more resources, new strategies, better
  decisions throughout all sectors accelerating
  integration in the ongoing globalization.

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GlobalView Overview

• A humanitarian project of planetary proportion to
  be deployed and operated in each nation by an
  alliance of multinational and local firms.
• A common, secure, computer-based network that can
  offer significant savings by organizing
  information infrastructure requirements in
  support of growth in standard-based networked
  applications.
• Designed to meet the critical business process
  needs of government and private sector trading
  partners for e-commerce and data transfer for
  social and fiscal programs.
• An Electronic Public / Private Procurement System
  adapted to the opportunities and risks of
  globalization that will replace the complex,
  diverse, redundant, and costly multiple
  communication / EDI connections that currently
  exist throughout the supply chain.
• Preserves and strengthens national and global
  flows of trade both in developing and
  industrialized nations.

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GlobalViews Global View

• Regardless of todays financial setbacks
  (recession, devaluation, currency flight,
  slowdown in demand. GDP growth swings moving from
  plus to minus percent, etc.) governments must
  continue to provide adequate funding for meeting
  basic social needs and financing infrastructure
  building that promotes health, nutrition and
  education.
• GlobalView is devoting its energies to the
  creation of a new architecture for developing
  vast flows of capital to help governments provide
  uninterrupted universal access to these basic
  services regardless of how destabilized economies
  may become in developing, industrial and
  post-industrial nations.
• Everyone agrees with GlobalView that there needs
  to be better information generation, information
  gathering, and information sharing throughout all
  public sectors for better decision making. Timely
  and appropriate information can even strengthen
  the global flows of trade and foreign investment.
  

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GlobalViews Blueprint for
Change

• GlobalView has created a blueprint of dramatic
  reforms in the way governments conduct their
  business dealings to ensure that life-saving and
  life-enhancing programs are not reduced or
  eliminated. A blueprint that shows governments
  how they can deploy The GlobalView Network
  throughout their nation immediately without
  any financing required.
• GlobalView is moving toward a planetary
  information infrastructure for the whole global
  economy and all the governments and systems
  within it. A series of short- and
  intermediate-term actions that GlobalView can
  help execute can help governments with specific
  problems
• Improvements in public procurement and public
  sector management
• An internationally supported public procurement
  adjustment program
• Immediate procurement supervisory and training
  steps for each nation
• Vigorous, accelerated efforts to structure
  domestic / global e-commerce
• Improved arrangements focusing on greater public
  / private coordination
• Redefining roles and responsibilities for
  pragmatic design, integration and implementation
  of GlobalViews structural reform programs

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A GlobalView Thought

• On our planet vast gulfs exist between one mans
  (or womans) reality and anothers. Even so, each
  man is born with the yearning to make the most of
  his life regardless of the environment in which
  he lives. An individuals state of health is
  often a determining factor between a life of
  fulfillment or a life of frustration. A life of
  success or a life of despair.
• Where theres health, theres hope!
• With health a person can reap benefits in their
  life that now would seem unattainable throughout
  many parts of the world.
• With health a persons experience can be extended
  providing far greater resources at their command.
  
• Family relationships can show the greatest
  changes.
• There can be a metamorphosis liberating many who
  will rise above economic and political
  circumstances to develop their abilities to live
  happier, more fulfilling lives.

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The Information Age

• The transition from industrial to post-industrial
  societies requires even the most advanced nations
  to adapt their institutions and mentality to the
  Information Age.
• The Information Age requires pragmatic,
  conceptual and philosophical solutions for coping
  with the problems of post-industrial society. It
  is not confined to the material evolution of
  society itself, but builds on such an evolution
  the appropriate political and humanitarian
  elements that make Information Age societies more
  efficient and agreeable
• The Information Age recognizes the private sector
  as the engine of growth. Government
  interdependence, the necessity to compete, equal
  opportunity and mutual responsibility are all
  elements that have universal application.
• Alan Greenspan, U.S. Federal Reserve Board
  Chairman, says higher levels of growth in the
  U.S. probably can be credited to productivity
  increases made possible through better use of
  information technology.

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Areas That Must Be Addressed

• To take part in the global economy it is critical
  governments have in place the information and
  communication infrastructure that will permit
  their countries and people to develop
  successfully. Social and political development is
  influenced by access to affordable
  communications.
• People must have access to telephony, computers
  and networks.
• The access must be affordable, such that a much
  larger percentage of people from all strata
  within society are able to use these
  technologies.
• Information must be provided in a manner that
  makes it easy to use and useful in that it
  provides real value in their work, social and
  political lives.
• An enabling environment must be established that
  encourages all elements in society to engage in
  building an Information Society focused on
  meeting the needs of the people in each nation,
  region and worldwide.
• World leaders must call for development of
  National Information Infrastructure Plans to help
  guide public/private entities that are active and
  often must collaborate. Multilateral Banks should
  provide technical support to facilitate national,
  as well as regional and global plans.

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Information is a Product

• Information is the product of a well-defined
  production process. It is a product with a life
  cycle. Properly managed information adds value.
• The information-as-product approach has one clear
  goal to deliver quality information to the
  information consumer- as a total product
• Intrinsic Information Quality - Accuracy,
  Objectivity, Believablility, Reputation
• Accessibility Information Quality -
  Accessibility, Ease of Operatons, Security
• Contextual Information Quality - Relevancy, Value
  Added, Timeliness, Completeness, Amount of
  Information
• Representational Information Quality - Ease of
  Understanding, Concise and Consistent
  Rrepresentation, Interpretability,
• The information-as-product approach requires the
  need to understand the needs of each information
  consumer in their different functional
  departments in order to design and develop
  standardized and controlled procedures for
  collecting and updating data.

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TCP/IP - GlobalViews Connectivity
Cure-all

• With the ubiquity of the Internet, GlobalViews
  goal is to move each of our worlds government
  information systems, their public procurement
  entities, and all their in-country and
  cross-border trading partners to TCP/IP-based
  connections to all applications, at all levels,
  in all areas. Increases total-cost-of-ownership
  savings. Eliminates redundancies.
• GlobalViews commitment to TCP/IP and
  Internet-based communication strategies will
  provide faster access, allow common applications
  to run worldwide, and deliver information to
  information consumers around the globe or around
  the corner at the highest performance and lowest
  network costs. Intranet / Extranet / Internet /
  E-commerce all in one.
• GlobalViews approach will leverage the Internet
  over time
• Finding a balance between centralized and local
  flexibility.
• Providing application development tools that can
  leverage core information manufacturers to better
  serve their consumers needs.
• Developing a fast way to update standards and
  practices

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Realizing GlobalViews Vision

• Todays trading partner networks are complex,
  redundant and costly. Individual applications and
  business processes often use aging, proprietary
  protocols. Each trading partner may require other
  trading partners to use specific communications
  methods and service providers. A common network
  infrastructure for all public procurement frees
  resources and lowers costs. Current problems are
  organizational.
• GlobalViews envisions all data communications
  between trading partners using the TCP/IP
  protocol suite. This would simplify networking
  issues and help contain the costs associated with
  trading partner data communications. A single
  logical TCP/IP communication link that will
  provide users with access to all other trading
  partners.
• The logical line may consist of multiple physical
  links to one or many service providers to supply
  access diversity. As more applications are
  offered, trading partners will be able to
  eliminate many of their current multiple
  connections, thus gaining economies of scale. The
  size or speed of the connection can vary to meet
  each trading partners needs.

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Primary Requirements and Pertinent
Metrics

• The Public Internet is not the place for
  governments and their trading partners to conduct
  serious business among themselves. GlobalView
  will provide a central overseer to certify and
  monitor its Internet Service Providers, assist
  with resolution, manage security, and provide
  useful information to trading partners on ISP
  performance and services.
• Reliability - Trading partners must be reachable
  24/365.
• Primary reliability requirement is high service
  availability.
• Pertinent metrics include physical route
  diversity routing protocol convergence times
  error and disaster recovery plans backbone,
  exchange point and access circuit availability
  replacement of failed customer premises
  equipment.
• Performance - Speed and responsiveness must be
  constant.
• Primary requirements include minimal network
  congestion and efficient and predictable routing.
• Pertinent metrics are latency, packet cell loss,
  link utilization, throughput, and efficient
  exchange of routing information.

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Knowledge-Sharing
Solutions-Oriented Approach

• Application Evolution
• Procurement process communications and
  collaboration
• Requirements planning and scheduling,
  collaborative design
• Applications Commonality
• Develop business cases for standardization /
  conduct transaction set pilots
• Application headers for protocols to identify
  destination or recipient
• Common look and feel for web-enabled industry
  applications
• Identification of which technologies are
  appropriate for a given application or business
  process
• Use of security at the application level,
  interoperability and scalability
• Barriers to Implementation
• Education and training
• Timing and coordination
• Audit trails and security

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Electronic Commerce Principles

• Using as a model the recommendations of various
  US and European commissions on Electronic
  Commerce and the Global Information
  Infrastructure the following principles must be
  taken into consideration
• Development of the Global Information
  Infrastructure should be led by the private
  sector. The rapid evolution expected in the next
  decade, in Electronic Commerce and the Internet,
  will only be possible in a market-driven economy
  not in a regulated industry. This holds true for
  almost every issue including telecommunications,
  payment methods, information technology, Internet
  accessibility, etc.)
• Governments should provide a suitable legal
  environment to buy and sell products and services
  through the Internet. However, they should not
  impose unnecessary regulations, restrictions or
  taxes on commercial activities that take place
  via electronic commerce or the Internet.
• Minimal Regulations and a simple legal
  environment will ensure competition, protect
  intellectual property and privacy, prevent fraud
  and support electronic transactions for this new
  medium in which there are no state, national or
  international borders.

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Some Global Statistics

• Hospital Ownership - Of 173 nations reporting on
  hospital ownership
• 68 nations 100 owned by government
• 47 nations 75 owned by government
• 25 nations 50 owned by government
• Selected Languages Nations Total
  Population
• English (including India) 43
  1,690,000,000
• Spanish 20 319,000,000
• French 21 198,000,000
• Portuguese 6 186,000,000
• Arabic 21 228,000,000
• Assorted Eastern Europe 9
  198,000,000
• Chinese 1 1,210,000,000
• German 3 97,000,000
• Russian (and CIS) 10
  250,000,000
• Japanese 1
  125,000,000

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Public/Private Partnership

• GlobalView will form a public / private
  partnership and planetary trading alliance to
  maximize its integration with information
  technology investments being made by individual
  governments and corporations.
• Streamlined / strengthened administrative
  efficiency in public institutions
• Enhanced government decentralization,
  privatization and planning
• Diffused best practices in health, education,
  training, commerce sectors
• Multilateral Development Banks will recommend The
  GlobalView Network as a value-added multiplier
  to enable and assist government borrowers reach
  their state reform and modernization program
  goals.
• Some Public / Private Partnership Participants
• Sun Microsystems, EDS, AT Kearney
• Efficient Healthcare Consumer Response Consortium
• US Department of Commerce / International Trade
  Administration
• US Federal Electronic-Commerce Program (Policy
  Office)

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Not-for-Profit Non-Governmental
Organization (NGO)

• The GlobalView Network, a not-for-profit
  humanitarian effort, has been researching and
  developing The GlobalView Health Network and
  Electronic Public Procurement System for most of
  this decade. During this time, GlobalView has
  identified not only numerous humanitarian service
  opportunities but also put together a framework
  to help promote and provide Health for All in
  the 21st Century a founding vision of the
  World Health Organization and a recognized goal
  within all nations for all populations.
• The GlobalView Network is supported by the
  Florida Atlantic University Research Corporation
  and will operate in each nation and worldwide as
  a Non-Governmental Organization (NGO). GlobalView
  will coordinate its university research projects
  through The State University System of Florida
  which provides expertise in all areas of health
  and informatics
• Medical Schools, Schools of Public Health,
  Nursing and Health Sciences
• Colleges of Engineering and Computer Sciences
• Centers for International Business and Trade,
  Environmental Studies, etc.

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The GlobalView Network
The Electronic Public / Private Procurement System
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The Electronic Procurement System
PublicBusiness to Government
PrivateBusiness to Business
Government
Private Sector
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Public Entities /Trading Partners to be
Connected
Energy
Urban Development
Industry Mining
Agriculture Fisheries
Tourism
Education
Environment
Sanitation
Trade Commerce
Credit Finance
Health Nutrition
Transportation Communication
Judical
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Present Proprietary One To One Connectivity
Urban Development
Industry Mining
Energy
Sanitation
Agriculture Fisheries
Tourism
Education
Environment
Transportation Communication
Judical
Trade Commerce
Credit Finance
Health Nutrition
Ministerial Telecom Networks
Ministerial Telecom Networks
Ministerial Telecom Networks
Ministerial Telecom Networks
Ministerial Telecom Networks
Supplier
Supplier
Supplier
Supplier
Supplier
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GlobalView Open Any To Any Connectivity
Urban Development
Industry Mining
Energy
Sanitation
Agriculture Fisheries
Tourism
Education
Environment
Transportation Communication
Judical
Trade Commerce
Credit Finance
Health Nutrition
Supplier
Supplier
Supplier
Supplier
Supplier
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Worldwide Public Procurement Initiatives

• Our world governments spend approximately 5
  trillion of our total 35 trillion Gross World
  Product (GWP) on Public Procurement. The
  GlobalView Network is working together with
  representatives of the following public
  procurement initiatives
• World Trade Organization
• European Union SIMAP
• Free Trade Area of the Americas (FTAA)
• V. P. Gores Partnership for Reinventing
  Government
• U.S. Federal E-Commerce Program
• G-8 Nations Global Marketplace for Small and
  Medium Enterprises

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National Partnership for Reinventing
Government

• The National Partnership for Reinventing
  Government is the Clinton-Gore Administration's
  initiative to reform the way the federal
  government works. Its mission is to create a
  government that "works better, costs less, and
  gets results Americans care about.
• Begun in the early days of the Administration,
  and with Vice President Al Gore at its helm, the
  task force has operated the duration of the
  Administration through several phases of
  initiatives. It is the tenth federal reform
  effort this century and has been the
  longest-running federal reform effort to date.
• Most importantly, public trust in the federal
  government is finally increasing after a 30-year
  decline. Various polls have shown a clear and
  steady increase over the past four years.
• While it is not clear this is directly linked to
  reinvention, we like to think it is an important
  contribution.

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National Partnership for Reinventing
Government

• Accomplishments in Brief (As of March 1998) -
  measures of progress
• The size of the federal civilian workforce has
  been cut by 348,000 -- the smallest since Kennedy
  held office and, as a percentage of the national
  workforce, the smallest since 1931.
• Recommended about 1,500 actions. Agencies
  completed about 58 percent. Of the original 1,250
  recommendations, they report 66 percent
  completed. President Clinton signed 43
  Presidential Directives and 83 laws to implement
  these recommendations.
• Over 325 Reinvention Labs have been created to
  pilot innovations.
• Recommended about 177 billion in savings over a
  5-year period. Agencies locked into place about
  137 billion with estimated savings or cost
  avoidances of about 31 billion because of these
  actions.
• Agencies eliminated about 640,000 pages of
  internal rules, about 16,000 pages of Federal
  Regulations, are rewriting 31,000 pages into
  Plain English.
• Agencies are sponsoring 850 labor-management
  partnerships. Employees in organizations that
  promote reinvention are twice as satisfied with
  their jobs.
• Over 570 federal organizations have committed to
  more than 4,000 customer service standards.

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Federal Electronic Commerce
Program Office

• The Federal Electronic Commerce Program Office
  provides central leadership and management for
  the use of EC in the U.S. Federal Government. The
  Office of Electronic Commerce consists of 3
  teams
• The EC Coordination Team works with Federal
  agencies, OMB, and others to coordinate, monitor,
  and report on government-wide implementation of
  EC.
• The EC Policy Team works with Federal agencies,
  OMB, the Electronic Process Initiatives
  Committee, and others to develop a policy
  framework to support key government-wide EC
  applications.
• The Card Technology Team works with Federal
  agencies and industry to coordinate, monitor, and
  report on the government-wide implementation of
  card technologies.
• Electronic Commerce - the Future of Government
  Business
• With the spread of computer and Internet use
  throughout American society, consumers can buy
  nearly everything on-line from electricity to
  books airline tickets to movie tickets futures
  contracts to insurance policies automobiles to
  flowers.

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Federal Electronic Commerce Program
Office

• Electronic Commerce is becoming the preferred way
  of doing business with government, as well. Over
  the next several years,
• Federal agencies will buy and pay for most
  products and services electronically.
• Universities and research centers will seek
  grants and deliver reports online.
• Citizens will use smart cards to receive a range
  of benefits.
• Vendors will have real time access to government
  business opportunities and government buyers will
  find what they need on electronic catalogs.
• Electronic Commerce is actually the use of many
  core technology tools - the Web, electronic data
  interchange, electronic mail, electronic funds
  transfer, electronic benefits transfer,
  electronic catalogs, credit cards, smart cards,
  and other techniques - to deliver citizen
  services and conduct government business.
• The Federal Electronic Commerce Office is
  Co-chaired by officials from the General Services
  Administration and the Department of Defense.
  

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Understanding the
Transformation to Electronic
Government

• Networks, not hierarchies will define government
  in the 21st century. - VP Al Gore (Picture of a
  fully electronic 21st Century government).
• Service delivery is shifted to serve the citizen.
  
• Instant access anytime, anywhere, in any format,
  in any medium. Access is available at home, at
  the library, at a corner telephone/information
  booth.
• National Infrastructure but local robust
  government networks interoperate, delivering
  online services across all hardware platforms,
  database structures, application programs. One
  access to Federal/state/local govts.
• Citizens have control to find what they need -
  interactive contact and real-time data and
  information.
• The face of government becomes open and
  consistent to its commercial partners. Standard,
  predictable electronic procurement processes
  employed across all government organizations.
  Each citizen can access only to public
  information and whatever information is needed to
  conduct business with government. Only the
  affected individual has the power to use and
  release information.

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Understanding the
Transformation to Electronic
Government

• Government and private business will merge
  services where it benefits the citizen.
  Transactions can be completed at one sitting.
• Buying a car includes payment of sales tax,
  purchase and creation of the license plate, and
  signing up for the proper level of insurance
• Planning a trip with a travel agent updates or
  creates a passport as well as an itinerary of
  lodging, transportation, and amusements.
• Single procurement opportunity access- CBDNET and
  move toward CBDPlus
• Supporting interoperable web catalogs and other
  single face efforts.
• CommerceNet Catalog Interoperability Pilot.
  CommerceNet, a premier industry association for
  promoting and building electronic global commerce
  solutions on the Internet. Federal Government is
  working with CommerceNet on electronic catalog
  interoperability - a commercial solution.
• ARNet. Officially sanctioned source for
  government procurement information
  and electronic acquisition tools. Ties Federal
  procurement electronic efforts to a virtual
  single point.

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Understanding the
Transformation to Electronic
Government

• EBT - Electronic Benefits Transfer. Automation
  of the massive 500 billion a year transfer of
  monetary benefits from the Federal-to-state-to-loc
  al government for distribution and direct Federal
  government-to-citizen distribution of entitlement
  funds. There are currently 143 systems and
  methods to transfer funds from the Federal
  treasury to the citizen recipient. It is shared
  system delivery, based on a commercially
  developed infrastructure.
• Efforts towards integrated search facilities
• The government is supporting new ways to organize
  and search for information using the
  customer-centered view.
• A number of university efforts supported with
  government grant funds, to develop new ways to
  search for information. There is a lot of
  research and development in this area. e.g. MIT
  Media Labs
• GOVBOT. A powerful tool enables fast, accurate,
  and timely searches of US government web pages,
  documents, statistics, agencies, departments and
  resources. This method of access to government
  information can only grow more sophisticated and
  powerful.

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Understanding the
Transformation to Electronic
Government

• Broad approaches to solving security problems.
• Security on the Internet, on your home computer,
  in the company's accounting system have all taken
  on new challenges with the astronomical growth of
  users and information prepared, transmitted and
  used in an electronic form.
• The Identity issue -"On the Internet, no one
  knows you are a dog." (Privacy Concerns)
• ACES transaction-based, supports
  citizen-government on-line transactions, strong
  ID without compromising privacy.
• Smart Cards-allow strong ID for a variety of
  applications and mobility
• To Sum Up- The Government's Goal
• Common Approach is Value Added by Government
• Seamless, single face approach
• Working with industry on solutions
• Secure access with privacy

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Globalization of Public Procurement

• The majority of current public procurement is
  based on traditional administrative practices and
  means of communication mainly a paper-based
  system of notification, dissemination and
  tendering.
• The GlobalView Network will revolutionize the
  awarding of contracts. An electronic
  marketplace in which suppliers list products and
  prices in electronic catalogues contracting
  entities compare prices and conditions order
  electronically best value items that meet their
  needs.
• Electronic procurement will be more transparent,
  more open to dialogue with suppliers, and more
  efficient than paper-based systems.
• Worldwide use of GlobalViews Network will
  greatly diminish the dangers that incompatible
  national electronic public procurement systems
  could create. Major new problems of technical
  incompatibility among systems could make it more
  difficult to communicate and consequently we may
  not be able to reap the expected benefits of
  electronic public procurement.

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Strategies and Tactics

• The GlobalView Networks strategy is to move
  industries toward a data-centered trading
  environment by redesigning each industrys supply
  chain so that all participants can simultaneously
  share information electronically instead of
  generating information each time a product passes
  from trading partner to trading partner.
• Trading partners in each nation will be linked
  immediately to The Network to facilitate
  efficient order management that will improve
  information exchanges and interdependencies
  existing among partners
• Online product directories and interactive
  catalogs
• Automatic bidding opportunities / Pre-negotiated
  supplier discounts
• An electronic library of RFP's, RFQ's, and ITB's
• Electronic customer identification / Electronic
  product identification
• Electronic order management and processing
• Electronic shipping / Electronic receiving
• Electronic billing / Electronic funds transfer /
  EDI transaction sets.

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Catalysts for Support

• Technical Reasons
• Single, secure, reliable, managed network
• Open system and standards (interoperability)
• Less complex than todays variety ot methods
• Simpler deployment of new technologies
• Lower barriers to electronic exchange of
  information
• Business Reasons
• New and existing government / business to
  business functions
• More efficient business cycles
• Significant transformation of competition in all
  industries
• Common global network solution to reduce current
  costs
• Faster information exchange
• Business continuity and disaster recovery

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Public Procurement Training

• Changing traditional procurement practices will
  succeed when there is a change in management
  ethos away from closed relationships with limited
  suppliers to a transparent and truly commercial
  environment open to other bidders and value for
  money is the primary motivation.
• Training on procurement rules and best practice
  may well be the best and least costly way to
  achieve such a change. The GlobalView Network
  will provide systematic and rigorous training for
  officials in order to give them the tools that
  effective procurement demands.
• The Network will spread a global program of
  training worldwide. Steps must be taken now to
  stimulate the training of procurement officers in
  the new and evolving skills they need to better
  perform their new role.
• The Network will provide tools and methods needed
  to improve Small and Medium Enterprise (SME)
  access to public and private procurement markets
  and to fulfill their training needs in relation
  to information technology and related challenges
  such as security and confidentiality.

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Multilateral Banks (Project Procurement)

• After a loan is approved, funds are available to
  implement the project and purchase the items,
  works and expertise needed. Implementation of the
  project is the responsibility of the borrower, as
  is procurement of goods and services. The
  Multilateral Development Banks are not a party to
  any contract, but they do require that
  procurement follow agreed procedures as reflected
  in the legal documents. These include, among
  others
• The criteria for packaging the contracts
• The various methods of procurement that may be
  used
• The thresholds within which those methods apply
• Rules for prior and subsequent review of
  specifications
• Bid documents
• Evaluations

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Multilateral Banks (Project Procurement)

• They carefully supervise implementation and the
  procurement process to ensure that procedures are
  followed and the process is fair and impartial.
  While specific procurement rules and procedures
  may differ depending on the type of project, the
  Banks have three basic concerns that govern their
  procurement policies
• To ensure that the loan is used to buy only those
  goods and services needed to carry out the
  project, and that they are procured in the most
  efficient and economical manner possible.
• To give all qualified bidders from the Banks
  member countries an equal opportunity to compete
  for Bank-financed contracts.
• To encourage development of local contractors and
  manufacturers in borrowing countries.

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Multilateral Banks (Project Procurement)

• The Banks experience has shown that these
  objectives can best be achieved through an
  international competitive bidding process (ICB)
  with a margin of preference given to domestic
  goods and, under certain conditions, to domestic
  contracting services in developing countries.
  They have some special features and requirements
  that prospective bidders should note, including
  the following
• Public Advertising All goods or works to be
  procured through ICB must be advertised
  internationally and in at least one major local
  newspaper. For large, specialized contracts,
  invitations should also be advertised in
  technical magazines, newspapers, trade
  publications of wide international circulation.
• Currency of Bid Bidders are entitled to bid in
  their own currency or other currencies in which
  they would incur expenditures, or in an
  international currency specified by the borrower
  in the bidding documents.
• Payments Successful bidders are entitled to
  receive payments in the currencies of their bid,
  thereby minimizing the bidders exposure to
  exchange rate fluctuations. Bidders in
  Bank-financed contracts are not required to
  accept any portion of their payments in
  countertrade.

39
Transforming European
Public Procurement (SIMAP)

• Quoting Mario Monti (member of the European
  Commission Directorate General XV)
• Developing and applying an effective public
  procurement policy is an essential element in
  delivering the best possible services at the
  lowest cost to the public. It is also of prime
  importance to helping EU suppliers to compete in
  an increasingly competitive world procurement
  market.
• However, the benefits for procurement
  authorities, utilities, taxpayers, customers and
  suppliers will be more effectively secured if we
  can extend and improve our systems for collecting
  and disseminating information about contracting
  opportunities to potential suppliers across the
  Union.
• We must also continue to build confidence and
  commitment among suppliers and contracting
  entities. To do this we need to provide both
  purchasers and suppliers with relevant,
  accessible and comprehensive information in the
  right form and at the right time.

40
Transforming European
Public Procurement (SIMAP)

• Todays Information Technology advances provide
  the tools to not only create significant
  improvements in the supply of relevant
  information, but also revolutionize the whole way
  of doing business between procurement entities
  (government authorities and utilities) and
  suppliers.
• SIMAP (systeme dInformation pour les Marches
  Publics) represents a major step in this
  direction. Although it is starting with two
  relatively modest pilot projects, the Commission
  expects it to be extended ultimately to all
  suppliers and procurement entities in the EU and
  beyond.
• Public procurement markets represent a
  significant proportion of the European Unions
  economy (an estimated 10 12 of the EUs GDP),
  so that opening up these markets to competition
  is of crucial importance to the success of the
  Single Market as a whole.

41
Transforming European
Public Procurement (SIMAP)

• SIMAP is the European Unions initiative to
  promote, coordinate and manage that process of
  change in the world of public procurement.
• Take advantage of the opportunities that IT
  offers to create a Europe-wide electronic
  environment for the whole procurement process
• Encourage the rapid introduction of these
  technologies so that from the internal planning
  stage, through electronic tendering to invoicing
  and payment will in the future be a seamless,
  paperless chain.
• Provide coordination both within the EU and
  internationally to ensure that additional
  information will increasingly be made available
  electronically.
• Facilitate the transition to a streamlined, less
  cumbersome and more focused procurement process
  in such a way that all players, whether
  purchasers or suppliers, will benefit from the
  use of new electronic tools with European public
  procurement.
• Simple and speedy access to information giving
  suppliers the necessary added knowledge and
  expertise required to compete at the EU level.
• Allow participating procurement entities to
  disseminate more and better information to
  potential suppliers throughout the Union.

42
Transforming European
Public Procurement (SIMAP)

• At their February 1995 Summit on the Information
  Society the leaders of the G7 nations decided
  that electronic tendering should be developed as
  a priority application for the new information
  superhighways.
• In a few years the whole procurement process
  could take place electronically, from internal
  planning through electronic tendering to
  invoicing and payment, offering enormous savings
  in time and efficiency.
• It is not only in the context of relations
  between purchasers and suppliers that change is
  occurring. Inside purchasing organizations,
  procurement practices are undergoing far-reaching
  re-engineering, with a view toward greater
  streamlining, reduction in manual procedures,
  significant cost savings and enhanced user
  friendliness at all levels of the organization.
  More generally, access to external databases and
  advisory services is enhanced by electronic
  tools.

43
Transforming European
Public Procurement (SIMAP)

• New electronic tools provide opportunities to
  purchasing bodies to cooperate via the exchange
  of information, ideas, and experience.
  Information on topics of previous work for other
  procuring entities will be easily accessible help
  decision-makers decide on contract awards.
• European Commission has launched an initiative to
  use new electronic tools in order to make public
  procurement more efficient. This initiative is
  known as SIMAP. Two pilot projects have already
  been launched to demonstrate and develop tools
  for use in public procurement. These projects
  involve 75 procurement entities (from all 15
  Member States) which issue a large number of
  procurement notices.
• The use of a Common Procurement Vocabulary
  developed by the Commission, which attributes a
  nine digit code to some 6,000 commonly used
  terms, allows tender opportunities to be
  translated into the EUs eleven official
  languages for publication in the Official Journal
  of the EU and in its online equivalent TED
  (Tenders Electronic Daily) in accordance with the
  Unions procurement legislation.

44
Transforming European
Public Procurement (SIMAP)

• Suppliers need tools to provide easier online
  access to tender opportunities and contracts
  awarded, plus other information already available
  in the Member States which can help them respond
  more competitively to public procurement
  opportunities. This includes information on
  tenders with a value lower that of the thresholds
  specified in EU legislation.
• Further work is underway on enhancing access to
  information areas such as
• Environmental issues
• Information on local conditions
• Business practices
• Price levels
• Help for business to find local partners when
  bidding for contracts in other Member States
• Help in the translation of call for tender,
  standards and electronic product catalogues

45
The Free Trade Area of the
Americas (FTAA)

• The effort to unite the economies of the Western
  Hemisphere into a single free trade arrangement
  was initiated at the 1994 Miami Summit of the
  Americas and renewed at the 1998 Santiago Summit
  of the Americas. The Heads of State of the 34
  democracies in the region agreed to construct a
  "Free Trade Area of the Americas" or FTAA and to
  complete negotiations for the agreement by 2005.
• The effort to build the FTAA is a dynamic process
  that involves three key components
• The Trade Ministers of the Western Hemisphere,
  who have developed the overall work plan for the
  FTAA
• The 12 FTAA Working Groups established by the
  Trade Ministers that are gathering and compiling
  information on the current status of trading
  relations in the Hemisphere
• The Vice-Ministers of Trade of the Western
  Hemisphere, who coordinate the efforts of the
  working groups and make policy recommendations to
  the Trade Ministers.

46
FTAA Working Group on
Government Procurement

• Terms of reference
• Collect, systematize and create an inventory of
  the legislation, regulations, and procedures in
  the countries of the Hemisphere regarding
  government procurement, starting at the central
  government level, including, among other,
  state-owned enterprises. On the basis of that
  inventory, undertake a study of barriers to
  access to procurement by the public sector.
• Create an inventory and analysis of regulations
  on government procurement included in integration
  schemes and other existing agreements to which
  countries in the Hemisphere are signatories.
• Compile available data on purchases of goods and
  services by central governments, including,
  state-owned enterprises, in the Hemisphere.
• Identify areas of commonality and divergence
  among government procurement systems in countries
  of the Hemisphere.
• Recommend methods to promote transparency in
  government procurement.
• Make specific recommendations on how to proceed
  in the construction of the FTAA in this area.
• Recommend methods to promote understanding of the
  WTO Government Procurement Agreement.

47
Overview of WTO Agreement
on Government Procurement

• Procurement of products and services by
  government agencies for their own purposes
  represents an important share of total government
  expenditure and thus has a significant role in
  domestic economies.
• While ensuring best value for money will be
  secured through an open and non-discriminatory
  procurement regime, governments sometimes seek to
  achieve certain other domestic policy goals
  through their purchasing decisions, such as
  promotion of local industrial sectors.
• Measures to this effect may be either explicitly
  prescribed in national legislation, for example
  prohibitions against the purchase of foreign
  goods or services or from foreign suppliers,
  preference margins, set-asides and offsets, or
  measures or practices which have the effect of
  denying foreign products, services and suppliers
  the opportunity to compete in domestic government
  procurement markets, including selective
  tendering, non-open technical specification
  requirements and, lack of transparency in
  tendering procedures including contract awards.
• Such discriminatory government procurement
  procedures and practices can lead to distortions
  in international trade.

48
Overview of WTO Agreement
on Government Procurement

• Government procurement has been effectively
  omitted from the scope of the multilateral trade
  rules under the WTO, in the areas of both goods
  and services. In the General Agreement on Tariffs
  and Trade, originally negotiated in 1947,
  government procurement was explicitly excluded
  from the key national treatment obligation. More
  recently, government procurement has been carved
  out of main commitments of the General Agreement
  on Trade in Services.
• Since it is estimated that government procurement
  typically represents 10-15 of GDP, this
  represents a considerable gap in the multilateral
  trading system.
• The trade-restrictive effects of discriminatory
  procurement policies and of the desirability of
  fulfilling these gaps in the trading system
  resulted in a first effort to bring government
  procurement under internationally agreed trade
  rules in the Tokyo Round of Trade Negotiations.
  As a result, the first Agreement on Government
  Procurement was signed in 1979 and entered into
  force in 1981. It was amended in 1987, with this
  amended version entering into force in 1988.

49
Overview of WTO Agreement
on Government Procurement

• The GPA establishes an agreed framework of rights
  and obligations among its Parties with respect to
  their national laws, regulations, procedures and
  practices in the area of government procurement.
  The cornerstone of the rules in
  the Agreement is non-discrimination.
• Government Parties to the Agreement are required
  to give the products, services and suppliers of
  any other Party to the Agreement treatment "no
  less favorable" than that they give to their
  domestic products, services and suppliers and not
  to discriminate among goods, services and
  suppliers of other Parties.
• Each Party is required to ensure that its
  entities do not treat one locally-established
  supplier less favorably than another
  locally-established supplier on the basis of
  degree of foreign affiliation or ownership nor
  discriminate on the basis of country of
  production of the good or service being supplied.
  
• In order to ensure that the basic principle of
  non-discrimination is followed and that access to
  procurement is available to foreign products,
  services and suppliers, the Agreement lays heavy
  emphasis on procedures for providing transparency
  of laws, regulations, procedures and practices
  regarding government procurement.

50
G7 Initiative "A Global
Marketplace for Small and Medium
Enterprises (SMEs)

• Early in 1995 the G-7 nations launched a group of
  eleven initiatives that
  collectively aim to demonstrate the potential of
  the information society
  and stimulate its deployment. One of these
  initiatives, "A Global
  Marketplace for SMEs", has the overall objective
  of facilitating increased
  competitiveness and participation in global trade
  for SMEs by exploiting the
  opportunities offered by the development of the
  global information society.
  Electronic commerce enables companies to be more
  efficient and flexible in their internal
  operations, to work more closely with their
  suppliers, and to be more responsive to the needs
  and expectations of their customers. It allows
  companies to select the best suppliers regardless
  of their geographical location and to sell to a
  global market.
• One special case of Electronic Commerce is
  electronic trading, in which
  a supplier provides goods or services to a
  customer in return for
  payment.
• The initiative is open to participation by
  non-G-7 countries and international
  organizations.

51
G7 Initiative "A Global
Marketplace for Small and Medium
Enterprises (SMEs)

• The initiative has three themes
• Theme 1 - global information network for SMEs
  -This will contribute to the development of an
  open non- discriminatory environment enabling
  SMEs to access information they need and
  disseminate information on their products,
  technologies, etc., using international
  information networks.
• Theme 2 - SME requirements - legal, institutional
  and technical This aims to
  ensure that the systemic issues associated with
  an open global marketplace
  for SMEs are addressed, and will provide a
  framework based on the
  systematic issues that will ensure that the
  project as a whole responds
  to the explicit needs of SMEs.
• Theme 3 - international test-beds for Electronic
  Commerce -This theme will (i)
  promote awareness of the issues that must be
  addressed to realize a "global
  marketplace for SMEs" through global
  Electronic Commerce (ii) encourage
  the development of test-beds,
  pilot projects, cooperative ventures that
  evaluate or demonstrate
  approaches to addressing the issues (iii)
  publicize successful demonstrations of global
  Electronic Commerce involving SMEs.
  

52

• The GlobalView Network
• will implement and operate its
• Electronic Procurement System
• to create the funding mechanism
• to deploy and operate
• The GlobalView Health Network
• and other proposed public sector networks
• in each nation and worldwide.

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54
Approach to Worlds Governments and
Ministries

• Make presentations to Minister of Health, all
  other government Ministers, other appropriate
  public procurement entities.
• Explain how The GlobalView Network can be
  deployed throughout all health facilities and
  public procurement entities as a national public
  service utility with no government or private
  sector capital expenditure required.
• Explain how GlobalViews Electronic Procurement
  System will generate a transaction-based-fee
  revenue stream to offset deployment / operating
  costs.
• Analyze past, present and future government
  budgets to determine total amount of annual
  health and other public sector procurement
  expenditures. Estimate all private sector
  procurement Network can facilitate.
• Determine total annual amount of
  transaction-based-fees generated by public and
  private procurement. Present proposal outlining
  extent of Network deployment based upon
  multi-year Procurement System fee revenue stream.
  
• Explain how the total of these fees can be
  pre-identified and will represent only a small
  percentage of overall savings generated by using
  the Network.

55
The GlobalView Network
The GlobalView Health Network
56
The GlobalView Health Network

• The GlobalView Health Network will be deployed
  and operated as a public service in each nation
  available for use by all public and private
  sector health stakeholders and all health
  procurement entities.
• The Network will assure the patient needs by
• Linking each nation's health assets/facilities
  (all of which feed data into the national and
  global health system) in order to improve
  communication and interoperability of assets
• Providing manageable and maintainable structured
  access to these assets enabling end-users to
  access information and tools when and where
  needed
• Integrating evolving tools and methods to assist
  health sector personnel make informed decisions
  that impact areas of strategic planning, health
  administration and clinical care.
• The fast lane to world health on the global
  information superhighway

57
Nationwide Intranet Linking All
Health Facilities/Assets
Clinic
Hospital
Home Health
Alternate Site
Imaging
Medical School
Pharmacy
Laboratory
Govt.
Insurer
13 Channels of Content of The GlobalView Health
Network
58
13 Channels of Content

• Channel 1 Data for Decision-Making (Strategic
  Planning for Public Policy)
• Channel 2 Multimedia Reference Library (Selected
  WWW sites, CD-ROMS, etc.)
• Channel 3 Telemedicine (Consultation/Teleradiolog
  y/Distance Learning)
• Channel 4 Computer-based Interactive Medical
  Education/Staff Training Courses
• Channel 5 Electronic Public Procurement
  System/Logistics/EHCRTM
• Channel 6 Medical Search Service (International
  and Country-Specific)
• Channel 7 National Data Banks (Management/Outcome
  s/Comparative)
• Channel 8 Priority Care Program
  (Prioritization/Protocols/Universal Access)
• Channel 9 Clinical Applications/Clinical Expert
  Medical Decision Systems/Others
• Channel 10 Administrative Applications/Materials
  Management/Business Support
• Channel 11 Health Service Programs (Monitoring
  and Migrating of Pilot Projects)
• Channel 12 Disease Management Programs/Managed
  Care Programs
• Channel 13 Multilateral Hotline (Linking All
  Health Facilities on the Planet)

59
EHCR - Efficient Healthcare Consumer
Response

• Efficient Healthcare Consumer Response (EHCR) is
  a consortium of North American suppliers,
  distributors and providers formed to reduce
  healthcare supply chain costs by 11 billion
  annually
• EHCR is an example of the industrys commitment
  to cut waste and improve the quality of patient
  care
• EHCRs objective is to encourage decision makers
  all along the healthcare supply chain to join the
  consortium and agree to implement improvement
  programs to move the industry toward the goal of
  eliminating 11 billion in avoidable process
  costs
• EHCRs target audience is decision makers in
  healthcare suppliers, providers, manufacturers
  and distributors of all sizes senior management
  as well as heads of logistics, materials
  management, supply chain and related services.
• Senior executives / management of 20 prominent
  healthcare organizations are members of EHCRs
  Executive /Strategic Operating Committees

60
Channel 5 - EHCRTM Strategies and IT
Solution Sets
Public / Private Purchasing Entities

• Efficient Product Movement
• Inventory Management Control Systems
• Continuous Replenishment Processes
• Product Packaging and Handling
• Efficient Order Management
• Contract / Pricing Administration
• Purchase Order to Payment
• Sales Activated Settlement
• Efficient Information Sharing
• Electronic Product Information
• Point-of-Use Data Capture
• Electronic Customer Information

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