Contract for Professional Services to the Manukau to Pokeno Transport Corridor Study - 75 pages

______________________________________________________________________________________________________________
Version 15– August 2008
Set No. ...................
THE NZ TRANSPORT AGENCY
Contract No. NZTA PA3194
Contract for
PROFESSIONAL SERVICES TO:
Manukau to Pokeno Transport Corridor Study
between the NZ Transport Agency and the Consultant
Name of Consultant: _______________________
Address: _______________________
_______________________
_______________________
Tenders will close at the Tender Box, NZ Transport Agency, Level 13, Qantas House, 191
Queen Street on Thursday 12 February 2009 at 4:00pm (“Closing Date”). Tenders trans-
mitted by facsimile (FAX) or electronically by email, direct to NZ Transport Agency, will not
be accepted.
Tenders shall be addressed to the Tenders Secretary, and marked on the outside top left hand
corner “Tender For Contract No
NZTA PA3194.” Delivered tenders shall be deposited in the
Tenders Box.

NZTA PA3194 Contents
______________________________________________________________________________________________________________
Version 15 – August 2008
INDEX OF CONTENTS
Page No:
Contract Cover Sheet
Index of Contents
Abbreviations
Section A Contract Agreement Form .................................................................A-1
Contract Agreement Form .................................................................................................A-1
Section B Tendering Information........................................................................B-1
Tendering Information.......................................................................................................B-1
1.0 General................................................................................................................B-1
2.0 Instructions to Tenderers......................................................................................B-1
3.0 Tender Evaluation..............................................................................................B-15
4.0 Signing of Professional Services Document.......................................................B-17
5.0 Tender Evaluation Forms...................................................................................B-17
Section C Tender Form, Pricing & Personnel Schedules...................................C-1
Tender Form......................................................................................................................C-1
Contract Pricing Schedule .................................................................................................C-2
Additional Services Schedule ............................................................................................C-3
Personnel Schedule............................................................................................................C-4
Payment Schedule .............................................................................................................C-5
1.0 Method of Payment..............................................................................................C-5
2.0 Contract Pricing Schedule Items ..........................................................................C-7
Section D Contract Scope ....................................................................................D-1
Scope of Services ..............................................................................................................D-1
Deliverables & Time Schedule ........................................................................................D-21
Inputs Provided by Client ................................................................................................D-23
Project Manager ..............................................................................................................D-24
Hazards Known to the Client...........................................................................................D-25
Section E General and Special Conditions of Contract......................................E-1
SIGNING SETS ONLY:
Section F Additional Tender/Contract Documentation
Section G Standard Specifications
NZTA Standard Specification Contract Management: August 2008
TNZ Standard Specification Investigation & Reporting: March 2008

NZTA PA3194 Abbreviations
______________________________________________________________________________________________________________
ABBREVIATIONS
The following abbreviations are used in these Contract Documents:
AOT......................................................................................................Acceptance Of Tender
ARC..............................................................................................Auckland Regional Council
ARTA ........................................................................Auckland Regional Transport Authority
ATMS ........................................................................Advanced Traffic Management Systems
CCCS............................................................Conditions of Contract for Consultancy Services
CD-ROM ................................................................... Compact Disc with Read Only Memory
CM........................................................................................................ Contract Management
CPP........................................................................................ Competitive Pricing Procedures
CV ................................................................................................................Curriculum Vitae
DSR ........................................................................................................... Draft Study Report
FDC ..................................................................................................Franklin District Council
FSR............................................................................................................ Final Study Report
GIS.........................................................................................Geographic Information System
GPS................................................Government Policy Statement on Land Transport Funding
HOV .................................................................................................High Occupancy Vehicle
I&R................................................................................................. Investigation & Reporting
ICRO...................................................................Issues, Constraints, Risks, and Opportunities
Land Transport NZ..................................................................... Land Transport New Zealand
MCC ................................................................................................... Manukau City Council
MPTC ........................................................................Manukau to Pokeno Transport Corridor
NZTA ....................................................................................................NZ Transport Agency
NZTS .................................................................................... New Zealand Transport Strategy
P&R ...................................................................................................................Park and Ride
PACE ................................................... Performance Assessment by Co-ordinated Evaluation
PDC ................................................................................................Papakura District Council
PDF ...............................................................................................Portable Document Format
PEM .............................................................................................. Project Evaluation Manual
PFR ................................................................................................. Project Feasibility Report
PQM ..................................................................................................... Price Quality Method
PQP ......................................................................................................... Project Quality Plan
QA ..............................................................................................................Quality Assurance
QMS ...........................................................................................Quality Management System
RFT............................................................................................................Request for Tender

NZTA PA3194 Abbreviations
______________________________________________________________________________________________________________
SH.....................................................................................................................State Highway
SSOG......................................................................................Southern Sector Officers Group
SSSTS.................................................................... Southern Sector Strategic Transport Study
TDM ...........................................................................................Travel Demand Management
TET................................................................................................... Tender Evaluation Team
TNZ ...................................................................... Transit New Zealand (document reference)
Transit..................................................................................................... Transit New Zealand

NZTA PA3194 Contract Agreement Form
SECTION A
CONTRACT AGREEMENT FORM

Version 15 – August 2008 A-1
The NZ Transport Agency
CONTRACT AGREEMENT FORM
PROFESSIONAL SERVICES CONTRACT NO. NZTA PA3194
for the delivery of Professional Services to the NZ Transport Agency
by the Consultant
This contract is made on the .................. day of...............................................................2009.
BETWEEN
1. The NZ Transport Agency, a Crown entity, established on 1 August 2008 by Section
93 of the Land Transport Management Act 2003 (the Client)
AND
2. .............................................................................. of...................................................
...........................................................................................................(the Consultant).
BACKGROUND
A. The Client has issued invitations to tender for the performance of the Services to the Client, the
Consultant has submitted a tender and the Client has now accepted the Consultant’s tender.
B. The Client and the Consultant now wish to enter into this Contract to record their agreement that the
Client shall engage the Consultant to carry out the Services in respect of the Project.
C. This Contract sets out the terms and conditions on which the services shall be carried out by the
Consultant.
D. Clause 1 of the Conditions of Contract for Consultancy Services (January 2005) (as described in Clause
4.1 herein) ascribes meanings to many of the terms used in this Contract and in the Contract
Documents.
NOW IT IS AGREED as follows:
1 The parties mutually
1.1 The parties confirm the contents of the Background (see above).
1.2 Each party agrees that it shall carry out and fulfil all of its respective obligations as these obligations are
set out in the Contract Documents.

2 The Consultant
2.1 The Consultant confirms and agrees that:
(a) before submitting the tender to the Client, the Consultant perused all of the Contract Documents
(as described in Clause 4, including the separate documents described in Clause 4.1 “Section F”
herein) and is satisfied that every aspect of the Contract Documents and of the Services to be
carried out is understood;
(b) where the Consultant had any doubt or enquiry about any issue arising from the Contract
Documents, then, during the course of preparing for the submission of the tender, the Consultant
sought clarification as to that doubt or enquiry. The clarification made and answer provided are
attached and form part of these Contract Documents in Section E (of the Contract Documents);
(c) the Consultant has not relied on any discussion or correspondence or impression conveyed by the
Client (or any representative of the Client) in evaluating the material supplied by the Client to the
Consultant preparatory to submitting the tender, nor in the compilation of the tender. Except only
where the Client has specifically made in writing in the Contract Documents a representation to
Tenderers;
(d) the Consultant has made his/her own evaluation of the information contained in the Contract
Documents and based on that evaluation has submitted the tender, including the contract pricing
set out in section C (of the Contract Documents);
(e) the Consultant will fully and faithfully perform to the best of the Consultant’s abilities the
Services in respect of the Project in the manner and in accordance with the timeframe set out in
the Contract Documents;
(f) the signatories to this Contract who have signed this contract for and on behalf of the Consultant
have been duly authorised in writing by the Consultant to execute this Contract. Where the
Consultant is a company, then the signatories confirm that all necessary resolutions have been
passed and other authorities obtained by the directors/shareholders of the Company to authorise
execution of this contract by the signatories. Forthwith on request, the Consultant shall provide to
the Client written details of all authorities and resolutions.
3 The Client
3.1 The Client shall pay the Consultant the sums payable and in the manner set out in Section C of the
Contracts Document.
4 Contract Documents
4.1 The contract documents comprise the separate document Conditions of Contract for Consultancy
Services (January 2005) and the following:
SECTION A
Contract Agreement Form Pages...................3
SECTION B
Tendering Information Pages.................21
SECTION C
Tender Form, Pricing & Personnel Schedules Pages...................9
SECTION D
Contract Scope Pages.................25
SECTION E – General and Special Conditions
General & Special Conditions for the Provision of Professional Services: Pages...................6

SECTION F – Additional Tender/Contract Documentation:
Letter of Acceptance Pages.....................
Non-Price Attributes Pages.....................
.............Notices to Tenderers Pages.....................
SECTION G – Standard Specifications
NZTA Standard Specification Contract Management:
Version 14 – 01 August 2008 Pages.................21
TNZ Standard Specification Investigation & Reporting:
Version 10 – 01 March 2008 Pages.................20
TOTAL PAGES: ..............................
SIGNED for and on behalf }
of the Consultant by } ...............................................................
Name:............................................} ...............................................................
Occupation:...................................} ...............................................................
Address:........................................} ...............................................................
...................................................... ...............................................................
WITNESS to signature of the }
Consultant } ...............................................................
Name:............................................} ...............................................................
Occupation: ..................................} ...............................................................
Address:........................................} ...............................................................
...................................................... ...............................................................
SIGNED for and on behalf }
of the NZ Transport Agency by}
David Silvester } ...............................................................
acting pursuant to delegated authority
WITNESS to signature of the }
Principal } ...............................................................
Name:............................................} ...............................................................
Occupation: ..................................} ...............................................................
Address:........................................} ...............................................................
...................................................... ...............................................................

NZTA PA3194 Tendering Information
SECTION B
TENDERING INFORMATION

Version 15 – August 2008 B-1
TENDERING INFORMATION
1.0 GENERAL
The Land Transport New Zealand Competitive Pricing Procedures Manual Volume 1:
Physical Works and Professional Services and the Transit New Zealand Contract
Procedures Manual are the key reference documents for the Client when evaluating
tenders. If there is any contradiction between the contents and requirements of these
manuals and the contents and requirements of the RFT documents (the tendered
Contract Documents), then the manuals will take precedence. If there is any contra-
diction between the Land Transport New Zealand Competitive Pricing Procedures
Manual and the Transit New Zealand Contract Procedures Manual, then the Land
Transport New Zealand Manual will take precedence.
1.1 The NZ Transport Agency’s Expectations
The NZ Transport Agency (NZTA) is looking for a Tenderer who will promote:
a) NZTA’s statutory objective under the Land Transport Management Act 2003.
b) The objectives and targets of the New Zealand Transport Strategy and subsequent
updates.
c) NZTA’s vision and organisational values, including ensuring consistency with the
National State Highway Strategy.
d) NZTA’s Statement of Intent, and any Minister of Transport annual Letter of
Expectation to the NZTA Board.
2.0 INSTRUCTIONS TO TENDERERS
2.1 Document Deposit
A document deposit is not required. The Client requests that all documents uplifted
are returned in a reasonable condition prior to, or soon after, the closing of tenders.
2.2 RFT Documents
The Tenderer shall be deemed to have read the RFT documents and be satisfied that
they provide adequate detail and contain no ambiguities, omissions, inconsistencies,
etc., for the requested works to be completed within the intent of the contract. Where
applicable, this clause will be read to include evaluation of the documents in relation
to each other and to all input material, Notices to Tenderers and site situation/
conditions.

2.3 Communications During Tender Period
2.3.1 For the purposes of this RFT, communications “During Tender Period” is from date of
invitation to tender to tender closing date.
2.3.2 When Tenderers receive the Tender Documents, they shall notify the Client’s
Nominated Person (the Tenders Secretary) in Clause 2.3.4 of the name and contact
details of the person within their own organisation with whom the Client will direct all
communications during the tender period (the Tenderer’s Nominated Person).
2.3.3 All communications between the Client and Tenderers must be in writing. For the
purposes of this RFT, “in writing” includes facsimile and email communication, which
may include attachments.
2.3.4 Communications must be clearly labelled with the Client’s assigned contract number
and name. Communications not so addressed may be delayed and/or not actioned. All
Tenderers’ enquiries shall be addressed to:
NZTA
Level 13, Qantas House
191 Queen Street
PO Box 1459, Shortland Street
Auckland 1140
Contract Number: NZTA PA3194
Contract Name: Manukau to Pokeno Transport Corridor Study
For the Attention of: Jo-Ann Moses
Fax: 64 9 368 2059
Email: jo-ann.moses@nzta.govt.nz
2.3.5 Tenderers’ enquiries shall be raised with Client’s Nominated Person as soon as possible
but not later than three (3) working days before the tender closing date. Where the
Client considers it necessary and/or appropriate, they will endeavour to respond to any
enquiries within 48 hours of receiving them.
It is the Tenderer’s responsibility to ensure that the Client’s Nominated Person has
received any enquiry that they have raised.
2.3.6 Where the Client considers it necessary and/or appropriate, the answers to any questions
will be made in writing, by way of Notice to Tenderers, to all who have uplifted contract
documents and will subsequently be annexed to, and form part of, the Contract
Documents. All Tenderers shall acknowledge receipt of each Notice to Tenderers by
emailing, faxing, or returning the associated Acknowledgement Receipt to the Tenders
Secretary and also confirm receipt of each Notice to Tenderers in the tender submission.
2.4 Site Inspection
The Tenderer shall be deemed to have inspected the site(s) before tendering. No access
has been secured to private land and therefore inspections shall be confined to the road
reserve. Private landowners shall not be approached regarding access. All practicable
safety precautions must be taken during inspections.

2.5 Electronic Information
Electronic copies of the following documentation will be provided on request, to all
who have uplifted contract documents, and can be obtained from the Tenders Secretary
(Jo-Ann Moses) by email: jo-ann.moses@nzta.govt.nz or CD-ROM. The documents
are:
Document Format
Contract Pricing Schedule Word
Request for Tender PDF
Electronic copies of documents are provided in good faith, to assist Tenderers. If
there is a discrepancy between the electronic copy and the hard copy provided, the
hard copy shall take precedence.
Tender submissions will only be accepted in hard copy.
2.6 Programme
The following programme is proposed for the submission, evaluation and award of
tenders as follows:
Activity Date
Issue Tender Documents 15 January 2009
Tenders Close 12 February 2009
Evaluation 13 February – 05 March 2009
Award 06 March 2009
Presentation to Tenderers
Tenderers are invited to a presentation on 22 January 2009 (Thursday) at the NZTA
Auckland Office, Level 13, Qantas House, 191 Queen Street, (9:00am – 11:00am).
The NZTA Project Director and Project Manager will explain the project objectives
and answer questions that the Tenderers may have on this Tender.
2.7 Confidentiality
The Client and its advisors will treat all information, submitted and/or discussed
during the tender process, as commercial in confidence.
If an issue is raised which could potentially have an adverse effect on the contract, or
be an issue that the project team considers needs to be raised with all Tenderers, the
Tenderer will be requested if such an issue can be presented to all Tenderers with the
appropriate response or, alternatively, requested to withdraw that issue from discussions.
The project team reserves the right to bring an issue to the attention of all Tenderers.

2.8 Tender Format
Tenders shall be developed and written in accordance with the requirements of the
Land Transport New Zealand CPP Manual and this document.
The tender shall be submitted in a single, sealed envelope for tender evaluation.
They shall be concise and shall not exceed 25 single-sided, A4 pages in the general
section, including tables and charts. Should the allowable number of pages be exceeded,
the information on the excess pages (i.e., any pages following after the prescribed
number of pages) will not be included in the assessment of the tender. A3 pages that
are included in the general section will be counted as two A4 pages.
However, the following additional pages must be included in all tenders and are
additional to the allowed number of pages in the general section:
• Covering letter (optional) (maximum one page but will not be considered as part
of the tender evaluation)
• Title page (one page)
• Index or Contents page (one page)
• CVs (two pages maximum for each key person offered in the proposal)
• Personnel Schedule (as supplied by Client in Section C – do not retype)
• Programme (maximum of two A3 or A4 pages)
• Organisation chart and company structure (maximum of two A3 or A4 pages)
• Final PACE evaluation forms for nominated Track Record projects
• Acknowledgement of Notices to Tenderers received (if any)
• Tender Form
• Contract Pricing Schedules
• Additional Services Schedule
These additional pages shall not contain information other than that required for the
stated purpose. Any other information will not be included in the assessment of the
tender.
The submission typeface shall be no smaller than CG Times or Times New Roman 12
point or equivalent, with full line spacing. (This page is produced in Times New
Roman 12 point). Pages shall be printed on one side only.
The tender submission should be structured in an easy to follow manner in accordance
with the RFT.
To some extent, the tender submission itself will be taken, by the Tender Evaluation
Team, to be an example of the standard of report/document one could expect of that
Consultant. It demonstrates an ability to provide a clearly laid out, concise, accurate,
professional, and effective document which meets set requirements.

2.9 Description of Attributes
The Tenderer should note Chapter 4 and Appendix E of the Land Transport NZ
Competitive Pricing Procedures Manual – Volume 1: Physical Works & Professional
Services and the following clauses.
2.9.1 Relevant Experience
Tenderers are required to nominate five recent similar or related projects that illustrate
the consultant’s ability as a company to provide the technical and non-technical (e.g.,
consultation and liaison) expertise required to successfully complete this contract to
the Client’s expectations. At least three out of the five projects must be the same as
nominated for Track Record. Tenderers should only identify projects that are complete
or for which at least one phase is complete, or that have been held by the Tenderer for
at least 2 years and that they cover the requirements of the project for which they are
tendering. The scoring for projects that are less than 80% complete, or more than five
years old, will be downgraded.
Provide the following details for each project nominated for Relevant Experience:
a) Project name, location, and brief description of the work carried out.
b) The Client’s Representative name, company and contact telephone number(s).
c) Contract value (professional services commission and physical works).
d) Identify which of the nominated projects were joint ventures, the Joint Venture
partner(s) and the proportion and nature of the work undertaken by the Tenderer.
e) Relevance: Tenderers shall:
• Amplify on the relevance of each nominated project to this project;
• Provide details of relevant experience relating to the critical factors from each
nominated project and describe why they are relevant to this project;
• Include key personnel and their focus for the nominated project; and
• Provide details of the percentage of work carried out by the Tenderer, and the
percentage undertaken by any sub-consultant.
f) Currency: Provide detail of the start date and period over which each project
was undertaken, or the percentage complete if under construction.
g) Scale: Provide the dollar value of the work carried out (fees and physical works),
or the value of work complete if the project is ongoing.
Newly formed consultancies or sub-consultants shall state the name of the company
for which the experience is claimed.
Should Tenderers nominate less than five projects, this will be taken as a deficiency in
relative experience and the Attribute – Relevant Experience, will be scored accordingly.
Where more than five projects are submitted, the first five only will be considered.

2.9.2 Track Record
Tenderers must provide details of five projects under construction or complete, that
demonstrates their Track Record. Tenderers must provide the same information for
their key sub-consultants, detailing successfully completed projects of a similar nature.
The scoring for a project will be based on the Tenderer’s overall performance as
judged by the Tender Evaluation Team (TET) derived from:
• referee’s responses,
• the knowledge of the TET, and
• completed final PACE forms and the information listed below.
The scoring for projects which are less than 80% complete, or more than five years
old, will be downgraded.
At least three out of the five projects must be the same as submitted for Relevant
Experience.
Where a final PACE evaluation has been completed for a nominated project,
Tenderers shall submit the PACE form with their tender submission.
Tenderers shall provide the following details for each project nominated for Track
Record:
a) Project name, location, contract value, and when the project was completed.
b) The Engineer’s name, company, and contact telephone number(s).
c) The names and current contact telephone numbers of two persons to act as
referees, for each project, from the Client organisation and/or the Client’s agent,
and must have been directly responsible for supervising or overseeing the
nominated projects. Providing inadequate contact information or non-applicable
referees, may result in downgraded scoring.
d) Identify any nominated projects that were joint ventures. Identify the Joint Venture
partner(s) and the proportion and nature of the work undertaken by the Tenderer’s
company.
e) Identify which major portions of the project (i.e., greater than 10% of the contract
value) were carried out by sub-consultants.
Tenderers must provide the following details for each project nominated for Track
Record:
Management:
Competency – the competency of the management team to effectively manage the
project and its progress, consider Technical Skills, Experience, Inter-personal Skills
and Management Skills, and Environmental Management.
Creating No Surprises Environment – the effort, focus and proactive management of
risks on the project, and ability to keep the Client informed on all relevant issues.
Creating Innovation – innovative ideas turned into reality in design and management,
may include innovative materials, methods, and detail the benefit to the Client.

Proactiveness – the effort, focus and proactive management of risks and future issues
on the project.
Responsiveness – evidence of efficient and timely responses and exception reporting.
Production:
Timely Outputs – evidence of effective management and resourcing to produce the
required outputs on time.
Accurate Outputs to Required Standard – evidence of the quality of output in relation
to contractual obligations.
Defect Management System – ability to identify and rectify non-compliances and errors.
Health & Safety:
Safe Work Practices – effort focus and proactive management of safety.
Administration:
QA Documentation – evidence of the level of proactive effort applied to the quality
system at all levels of the organisation.
Monthly Report – accuracy and relevance of Monthly Reporting.
Financial – effort and proactive management of the project budget, cashflow, and its
accuracy. Provide details of the following:
tender price
final contract price
where the tender price differs from the final contract price, explain why
evidence of the accuracy of forecasting physical works expenditure.
Handling of Variations – evidence of management of necessary changes being
incorporated effectively and managed satisfactorily.
2.9.3 Technical Skills
All personnel nominated in the Personnel Schedule and any others, including sub-
consultants, the Tenderer wishes to have recognised, shall be identified with supporting
amplification/description and comments in terms of their position in the project team
and the following attributes:
a) Technical: Formal qualifications and training in the development of technical
skills shall be described, together with their particular relevance to the project;
b) Practical Experience: The length of experience in equivalent full-time years
relative to the technical skills to be recognised, shall be provided. Achievement to
be recognised in previous projects shall be stated; and
c) Focus Commitment: The Tenderer shall state the focus and commitment of
each nominated person to the project. Their tasks and responsibilities shall be
described and an indicative estimate of their time commitment to each of the
project phases shall be provided in hours as well as a percentage of time.
The preformatted Personnel Schedule provided with this document, shall be completed
and submitted with the tender as an appendix.

Attach CVs for each of the key positions identified in the Personnel Schedule. CVs
need to demonstrate specific experience relevant to the position and should differentiate
between technical and managerial skills where relevant to the position. CVs shall be
bound in alphabetical order as an appendix to the submission, and include relevant
technical qualifications and the dates obtained. CVs shall identify technical positions
held and responsibility carried in relation to consultancy projects. Where a CV is
submitted for Management Skills only one CV for each of the nominated personnel
shall be submitted and include Technical Skills to be recognised.
2.9.4 Management Skills
Management Skills – Personnel
The Tenderer shall nominate the following personnel and state the key management
skills each of the key personnel named below will contribute to the project, in terms of
their management experience, management qualifications, and training. The Team
Leader, deputy Team Leader, QA Representative, and Principal Transport Planner.
Comment shall be provided in terms of their position in the project team, the following
attributes and how these will contribute to the successful management of the project:
a) Management Experience: The length of experience in equivalent full-time years
relative to the management skills to be recognised, shall be provided. The
experience of the Team Leader and deputy Team Leader in Client liaison and
reporting, shall be described. Achievements to be recognised in previous projects
shall be stated; and
b) Management Qualifications Training: Qualifications and training in the
development of management skills shall be described, together with their particular
relevance to the project.
CVs for nominated personnel whose management skills are to be recognised shall be
bound in alphabetical order as an appendix to the submission, and include reference to
relevant management courses and management qualifications and the dates obtained.
CVs shall identify management positions held and responsibility carried in relation to
consultancy projects. Where a CV is submitted for Technical Skills only one CV for
each of the nominated personnel shall be submitted and include Management Skills to
be recognised.
Management Skills – Company Systems
Tenderers shall describe their company systems in terms of the following:
a) Organisational Structure: Provide a project organisation chart showing the
structure and inter-relationship of all nominated personnel, including both internal
and external interfacing lines, backup and the process catering for emergencies
relevant to the project. The location of offices and personnel providing the
services. Within this structure, describe the communication links between key
parties (management team, site staff, Contractor, sub-consultants, designers,
NZTA, etc.);
b) Quality Management Systems (QMS): Describe the procedures proposed in the
QMS to ensure that the requirements of the contract would be met during all
phases of the commission, including the management of sub-consultants. Describe
how the Tenderer intends to ensure that the works are carried out in accordance
with the Client’s requirements;

c) Programming: Describe the project programming systems and procedures the
Tenderer intends to use for this project. Indicate the procedures for managing any
delays to the programme;
d) Financial Management: The Client seeks a “no surprises” financial management
and reporting strategy. Describe the financial management systems and reporting
methodology the Tenderer proposes to use in managing the project expenditure,
including updates and exception reporting and their approach to minimising the
risk to the Client of additional costs. The system shall include the management of
physical works expenditure, where appropriate; and
e) Policy Procedures: Describe the relevant policies and procedures to be used
in undertaking this project, including, but not limited to, Client reporting,
communication, contract administration, health and safety, the environment, and
levels of competency to effectively manage any Maori interests in outputs to be
delivered.
2.9.5 Methodology
The Tenderer shall provide a comprehensive statement of their proposed methodology.
The methodology statement shall focus on all steps, processes and procedures that in
the opinion of the Tenderer are necessary to ensure the project; meets all of the
Client’s requirements, is completed to programme, is within budget, and obtains all
approvals and support from all interested parties.
This methodology statement will demonstrate, to the Client, the Tenderer’s
understanding of the project and the Client’s requirements, how these will be
achieved, and how the Consultant will ensure the outcomes stipulated by the
Client are achieved.
Guidance on the content of this statement shall be taken from the Scope of Services,
the Methodology tender scoring form and the factors outlined below. However,
Tenderers are encouraged to include other information in their methodology considered
important to achieving the Client’s desired project objectives. The Client reserves the
right to consider any such information in the overall scoring of the Methodology
grade.
Tenderers shall describe in detail for each component of the process in completing the
Strategic Study and achieving the project objectives:
• what the component comprises making it clear what will be carried out during
the Study;
• its relevance to the Study;
• how the required outcomes will be achieved;
• at what stage in the Study the component will be undertaken; and
• who is responsible.
Compliance with all current NZTA Policies and Procedures is assumed as the starting
point. The methodology statement should therefore focus on the specifics of the
project and identify where the Tenderer believes their approach will add value to the
project and differentiate them from other Tenderers.

The following lists those factors included within the Methodology marking form, and
describes what, as a minimum, should be included in Tenderers responses:
General Items
a) Standard of Tender: The tender submission itself will be taken (by the Tender
Evaluation Team) as an example of the standard of a report/document the Client
could expect from the Consultant. The tender submission will be assessed in terms
of: presentation (clearly laid out, concise, accurate, and professional appearance);
number and seriousness of ambiguities, errors, omissions, and inconsistencies;
and conformance with the RFT.
b) Consultants Programme: Provide your outline programme in Gantt-chart form
including all relevant project phases, key deliverables, Client hold-points, and
other key milestones. The programme shall be developed bearing in mind the
requirements for the Consultants Programme detailed in the Scope of Services
(Section D); it shall be risk-adjusted based on those risks identified in your risk
register; it should show the resources required at any stage of the contract; and it
should detail the critical path.
c) Knowledge of Contract Area and Factors Affecting the Project: Demonstrate your
knowledge of the project area and describe the local factors or influences that
might have an affect on the project outputs.
d) Management Relationship – Project Control: Describe your proposed methodology
for managing Client relationships. Include Client meetings and reporting to meet
the requirements of this contract and any additional reports, features of your
reports that you consider will be necessary or that will assist the Client’s
management and control of this project.
e) Consultation / Liaison: Describe your methodology for ensuring appropriate levels
of liaison and consultation are completed with the relevant groups, including but
not limited to:
• NZTA
• City Councils
• District Councils
• Territorial Authorities
• Regional Councils
f) Risk Management, Cost Estimation, and Economic Evaluation: Provide your
initial project risk register based on your perception of the significant project
risks. Describe how these risks; have been identified; how they have been treated
in the outline programme and methodology; how they might be evaluated and
treated on the project; and how further risks might be identified. Describe how
cost estimates will be prepared, reviewed, and updated on the project and take into
account the identified project risks. Describe the process for economic evaluation
and review.
g) Innovation, New Procedures and Techniques: The Client is seeking tenders that
will provide best value for money spent. Describe any innovative or new,
procedures or techniques that you will employ to ensure that project deliverables
are to the highest possible standard, while still delivering value for money.

h) Quality Assurance – Review and Audit: Describe the Quality Assurance (QA)
measures that you will put in place, and in particular detail the following aspects:
• Project Quality Plan development;
• Procedures for internal controls, reviews, and audits and peer reviews;
• Function of Quality Representative; and
• Financial and Risk management systems.
IR Items
i) Problem Definition Process (Stage 1): Describe your problem definition process
and how it will progress into (be used for) developing solutions (Transport
Improvement Option Identification). Discuss your strategies on when and where
to apply a macroscopic approach versus a detailed approach. Provide details of the
specific processes proposed for Tasks of the Problem Definition Stage (shown in
Section D – Contract Scope, Subsection 3.1.
j) Transport Improvement Option Identification Process (Stage 2): Describe your
Transport Improvement Option Identification process and how it will progress
into (be used for) Option Evaluation. Provide details of the specific processes
proposed for Tasks of the Transport Improvement Option Identification Stage
(shown in Section D, Subsection 3.2).
k) Option Evaluation Process (Stage 3): Describe your Option Evaluation process.
Provide details of the specific processes proposed for Tasks of the Option
Evaluation Stage (shown in Section D, Subsection 3.3).
Describe how your evaluation process will consider the Resource Management Act
1991 and Amendments, the Environmental Policy Manual (Transit, 2005), and the
Planning Policy Manual (Transit, 2007).
Other
l) Other: Discuss other items not listed above, but related to your methodology, that
you consider important in the delivery of the project outputs.
2.10 Tender Submission
2.10.1 Tenders
Tenders shall be submitted in a single, sealed envelope labelled: “Contract No
NZTA
PA3194 – Proposal and Price.”
The envelope shall contain four copies of the information required by these tender
instructions, along with one copy of the tender form and all pricing schedules. If the
tender price does not conform to the target price specified, the Client shall exclude the
tender from further consideration, as required by Clause 4.9.3 of the CPP Manual.

2.10.2 Errors and Omissions
In the event that the Client discovers errors and/or omissions in a tender, the Client
may, without advising the Tenderer of the errors and/or omissions, request the Tenderer
confirm the tender without correction. Where such confirmation is not received the
tender may be rejected.
All tender schedules must be properly filled in, on the original forms, to the
satisfaction of the Client, including the Geotechnical Testing Schedule and Additional
Services Schedule, where provided in the RFT. Schedules considered by the Client to
be improperly filled in (e.g. rates not provided where required in the Schedule), may
result in the tender being rejected.
Where the Client discovers a tender contains errors in extension of unit rates or
summation of items such as to vary the tendered sum, the Client will draw the error to
the attention of the Tenderer and invite the Tenderer to confirm the tendered sum
notwithstanding the error. Where such confirmation is not received, the tender may be
rejected.
2.10.3 Tags
The Tenderer will be requested to remove tags, that are unacceptable to the Client,
without amendment to the tender price. Failure of the Tenderer to remove unacceptable
tags will result in the tender being rejected.
2.10.4 Late Tenders
The Client may at its sole discretion consider any tender received after the time
stipulated if the circumstances can be shown to be extreme and beyond the control of
the Tenderer.
2.10.5 Alternative Tenders
As the contract scope has been clearly defined in Section D of this document, no
“Alternative Tenders” are to be submitted by Tenderers. If any such “Alternative
Tenders” are submitted, they will be rejected by the TET and not considered at all.
2.11 Contract Pricing and Basis of Payment
2.11.1 Total Tendered Sum
This is a Target Price Contract. Tenderers shall enter the Total Tendered Sum in the
Contract Pricing Schedule and submit this with their tender. The Total Tendered Sum
is to be three hundred thousand dollars only ($300,000.00).
2.11.2 Pricing Schedule
Tenderers shall submit with their tender the schedule setting out pricing schedule
items, which must be separately priced by the Consultant. The schedule is to be based
on the output requirements of the Standard Specification Contract Management and of
the Scope of Services. Tenderers must price the schedule as provided with the RFT
with the sum of the Item amounts tendered being the Total Tendered Sum.

2.11.3 Basis of Payment
The Client proposes that payment will be made on the basis that the Total Tendered
Sum is an all inclusive Lump Sum with a mixture of specified proportions paid at
specified times and prorated payments over a defined period.
2.11.4 Additional Services
Tenderers shall complete the Additional Services Schedule and submit this with their
tender to provide Unit Rates for any variations to the Scope of Services that may be
agreed with the Client. Note that these rates extended and summed do not form part of
the Total Tendered Sum.
2.11.5 Reimbursable Expenses
No reimbursable expenses will be paid under this contract unless specifically agreed to
by the Client.
2.12 Joint Ventures
Joint Ventures will only be considered if each participating party provides confirmation
that:
• the joint venture has a documented basis for its operation;
• each joint venture party is liable for the actions of all others; and
• the joint venture has adequate insurance in place.
The confirmation outlined above must be provided during the first two weeks of the
tender period.
The Client may at its discretion request further information from one or more joint
venture parties.
If the Client is satisfied with the confirmation and any further information provided
then by the Client may, at its discretion, allow the joint venture to participate in the
tender. The Client will endeavour to make this decision within five (5) working days
of receiving all necessary information.
Only Joint Ventures confirmed in writing by the Client prior to the close of tenders
will be considered.
Sub-consultancy arrangements are not joint ventures.
2.13 Conflict of Interest or Risk of Bias
2.13.1 Tenderers are required to declare, at the commencement, as soon as practicable after
uplifting the tender documents, or as they become aware of them, any actual or
potential conflicts of interest or risk of bias during the tender process, relating to any
individual or company involved in the Tenderer’s bid. This includes individuals and
companies engaged in any sub-consultant, subcontractor or other supply arrangement.
The Tenderer must advise the Principal of the means that they intend to use to remove
or mitigate such conflicts of interest or risk of bias.

2.13.2 The Principal may refer any actual or potential conflicts of interest or any risk of bias
that it becomes aware of, to the Probity Auditor, and decide the appropriate action to
remove or mitigate any potential conflicts of interest or risk of bias.
2.13.3 The Principal reserves the right to decline the tender of any Tenderer that cannot
satisfactorily remove or mitigate a conflict of interest or risk of bias that, in the
opinion of the Principal, creates an unfair advantage or impropriety in the tender
process.
2.14 Privacy Act
The Client requires the consent and authority of the Tenderer, (and of the individuals
designated by the Tenderer to carry out aspects of the Project), authorising the Client
to discuss and verify the Tenderer’s (and the individuals) stated relevant experience
and track record with all the parties associated with that relevant experience and track
record.
Where the Tenderer is an individual, then pursuant to the Privacy Act 1993 the
Tenderer by the submission of its tender and its signature on the tender form (Section
C of the Contract Documents) authorises the Client or its designated representative:
(a) To make enquiries of and concerning his/her performance in relation to works
and/or projects listed as relevant experience or track records in the Attributes
section of this tender. Such enquiries may be made to those parties named as
having involvement in the works/projects and to any other persons involved in the
works/projects; and
(b) Where the Tenderer has identified particular individuals who will be retained or
employed by the Tenderer to carry out the Project, then the Tenderer confirms to
the Client that he/she has the written authority of those individuals identified in the
tender submission, authorising the Client (or its designated representative) to make
enquiries of and concerning the performance of those individuals so identified in
relation to works and/or projects listed as relevant experience or track records by
the company in the Attributes section of this tender. Such enquiries may be made
to those parties named as having involvement in the works/projects and to any
other persons involved in the works/projects. The Tenderer will produce this written
authority forthwith upon request.
Where the Tenderer is a company then the authorised signatory of the company who
has executed the form of tender authorises the Client (or its designated representative)
to make enquiries of and concerning the performance of the tendering company in
relation to works and/or projects listed as relevant experience or track records by the
company in the Attributes section of this Tender. Such enquiries may be made to
those parties named as having involvement in the works/projects and to other persons
involved in the works/projects.
The Tenderer waives any claim to confidentiality in relation to the works and/or projects
listed as relevant experience or track records in the Attributes section of this Tender.

3.0 TENDER EVALUATION
3.1 Tender Evaluation Team
A Tender Evaluation Team (TET) has been nominated to evaluate the tenders. Expert
advisors may be requested to support and advise the TET during the evaluation.
The TET for this contract will be:
Tender Evaluation Team
Kai Chan, Senior Transportation Engineer, NZTA (Team Leader)
Deepak Rama, Senior Resource Planner, NZTA
Ross King, Senior Transportation Engineer, NZTA
Tenderers will be notified in writing of any changes to the TET.
Tenderers who believe there is a conflict of interest or risk of bias with a member of
the TET may write to the Probity Auditor within two weeks of the tender documents
being issued, outlining their concerns so that the appropriate action can be taken.
3.2 Tender Evaluation
The tenders will be evaluated in accordance with Section 4.9 “Tender Evaluation –
Target Price Method” of the Land Transport New Zealand Competitive Pricing
Procedures Manual – Volume 1: Physical Works Professional Services (01 March
1997).
Relevant Experience (10%)
Track Record (10%)
Technical Skills (30%)
Management Skills (10%)
Methodology (40%)
3.3 Tender Negotiation
Following evaluation of the submitted material and the selection of a preferred
Tenderer, the Client will negotiate contract details with the preferred Tenderer.
Should a fair and reasonable agreement not be reached with the preferred Tenderer,
the Client reserves the right to negotiate an agreement with the second highest (non-
price attribute) scoring Tenderer. Should no agreement be reached with the second
highest scoring Tenderer, the Client may withdraw from the tender process.
The objective of the tender negotiation is to enhance the Client’s prospect of achieving
best value for money through the contract, with an increase in the quality of
deliverables likely to be achieved. This may involve the inclusion or exclusion or
modification of minor scope items, and the further consideration of alternative ideas.
It will include fair and reasonable agreement, on the Payment Schedule and Basis of
Payment and the tendered unit rates submitted in the Additional Services Schedule.

3.4 Lowest Tender not Necessarily Accepted
The Client reserves the right to accept any of the tenders submitted in accordance with
this section of the Request for Tender document and is not bound to accept the tender
which submits the lowest sum for the performance of the professional services.
Further, the Client reserves the right to withdraw from the tender process at any time
without notice before entry into the Contract. If the Client withdraws from the tender
process then no Tenderer shall have any claim for compensation or otherwise against
the Client, and all Tenderers shall return all documents provided to the Tenderers for
the purposes of making a tender, together with all copies whether stored on hard copy
or electronically.
3.5 The Base Estimate
For transparency purposes, the base estimate as defined in Transit’s Cost Estimation
Manual (SM014) used in the tender evaluation is given below:
Base Estimate: $300,000.00
This includes schedule fixed amounts of: $0.00
If the Tenderers have any concerns regarding the accuracy of the estimate, Tenderers
are able to submit their concerns up to 4:00 p.m., five (5) working days prior to tender
close, through the following process:
(a) Tenderers shall forward their comments on the accuracy of the estimate
directly to the Probity Auditor nominated in this RFT.
(b) The Probity Auditor shall pass the comments (without revealing the Tenderer’s
identity) to the Nominated Authority (Auckland Regional Manager (Acting)).
(c) The Nominated Authority will consider the information and, if deemed
necessary, issue further instructions to Tenderers before tenders close. The
Nominated Authority shall not reveal any price sensitive information to the
TET.
3.6 Probity
An independent probity auditor has been appointed to overview the Client’s tender
process (up to contract award), and to verify that the procedures set out in the RFT are
complied with. The probity auditor is not a member of the TET.
A Tenderer concerned about any procedural issue has the right to contact the probity
auditor and request a review. The outcome of any such review will be documented
with copies sent to both the Tenderer who raised the issue and to the Client. The name
and contact details are as follows:
Shaun McHale, Director, Probity Services, McHale Group Ltd, Level 7, 154
Featherston Street, PO Box 2134, Wellington 6140, DDI: 04 496 5580, Mobile: 027
486 3412, Fax: 04 496 5209, Email: shaun.mchale@mchalegroup.co.nz.

4.0 SIGNING OF PROFESSIONAL SERVICES DOCUMENT
Procedural requirements for the execution of the professional service Contract
Agreement will be arranged by the Client. The index page(s) of the document will be
signed by all persons who will be signatories to the contract. The Client’s delegated
representative will sign the contract on behalf of the Client. Please note in Clause
2.1(f) of the Contract agreement, the Client will require the authorised signatories of
the Tenderer to be authorised in writing to execute the Contract and if the Tenderer is
a company, the Client will require confirmation that all appropriate resolutions and
authorities have been passed by and obtained from the shareholders and directors of
the company to authorise the company to enter into the Contract.
5.0 TENDER EVALUATION FORMS
The following Tender Evaluation Forms will be used in the evaluation of tender non-
price attributes.
Form A: Relevant Experience
Form B: Track Record
Form C: Technical Skills
Form D: Management Skills
Form E: Methodology
Sub-attribute weightings for the criteria to be assessed in the evaluation of the non-
price attributes shall be stated on the forms at the time of tender. If no sub-attribute
weightings are shown, the assessment criteria will be evaluated as having equal
weightings.

Relevant Experience (Weighting 10%) Form A
Project Description Relevance
(50%)
Currency
(25%)
(Years ago or % complete)
Scale
(25%)
(% of Estimate)
35 or less: Not related
40, 45: Barely related
50, 55: related
60, 65, 70: Particularly related
75, 80, 85: Very related
90, 95, 100: Extremely related
35 or less: 5+ years or 50% complete
40, 45: 4–5 years or 50-60% complete
50, 55: 3-4 years or 60-70% complete
60, 65, 70: 2-3 years or 70-80% complete
35 or less: 35% of estimate
40, 45: 5-50% of Estimate
50, 55: 50-70% of Estimate
60, 65, 70: 70-90% of Estimate
75, 80, 85: 90-100% of Estimate
90, 95, 100: or = Estimate
Summary Rating:
Tenderer: Relevant Experience Rating:
Evaluator’s Comments (Continue on Separate Sheet if Necessary)
TET Notes:
Relevant experience relates to company not individuals;
Company permanence and commonality of personnel with those nominated in Technical Skills are of greater
relevance;
Relevant experience should include relevant experience of key sub-consultants if appropriate;
Recent Experience is more valuable than historic experience (for uncommon or unusual projects older that 5
years, currency is to be assessed more moderately); and
Can the Tenderer readily adapt existing experience to the type of work being tendered for?

Track Record (Weighting 10%) Form B
Project Performance (100%)
35 or less: Unsatisfactory
40, 45: Needs Improvement
50, 55: Acceptable
60, 65, 70: Requirements fully met
75, 80, 85: Exceeds Requirements
90, 95, 100: Superlative
Summary Rating:
Tenderer: Track Record Rating:
Evaluator’s Comments: (Continue on Separate Sheet if Necessary)
TET Note:
Track Record relates to company, not individuals, and should include track record of key sub-consultants;
Where no Final PACE evaluation is in the database, a PACE form shall be used when interviewing the
referees; and
The TET may factor the Final PACE score and/or interviewed PACE score, where a project nominated under
Track Record is: less than relevant to the tendered contract; is not consistent with referee checks; and/or is
contrary to the TET’s knowledge and experience.

Technical Skills (Weighting 30%) Form C
Personnel Technical
(40%)
(Formal Qualifications Training)
Practical
Experience
(40%)
Focus
Commitment
(20%)
35 or less: Barely adequate
40, 45: Adequate
50, 55: Meets requirements
60, 65, 70: Related
75, 80, 85: Very Related
90, 95, 100: Directly Applicable
35 or less: Poor
40, 45: Below Average
50, 55: Average
60, 65, 70: Above Average
75, 80, 85: Good
90, 95, 100: Excellent
35 or less: Poor
50, 55: Average
75, 80, 85: Good
Team Leader (15%)
Deputy Team Leader (15%)
Principal Transport Planner (10%)
Planning / Consultation Personnel
(10%)
Transportation Planning
Modelling Personnel (10%)
Environmental Specialist (6%)
GIS Personnel (6%)
Cost Estimator (8%)
Risk Economic Analyst (10%)
Quality Assurance Representative
(5%)
Other (5%)
Summary Rating:
Tenderer: Technical Skills Rating:
Evaluator’s Comments: (Continue on Separate Sheet if Necessary)
TET Note:
Technical Skills relates to individuals not company, and should include technical skills of key sub-consultants,
if the positions listed are to be filled by sub-consultants.

Management Skills (Weighting 10%) Form D
Management Skills – Personnel
Personnel
Management Experience
(60%)
Management
Qualifications Training
(40%)
35 or less: Poor
50, 55: Average
75, 80, 85: Good
35 or less: Poor
50, 55: Average
75, 80, 85: Good
Team Leader (35%)
Deputy Team Leader (30%)
Principal Transport Planner (25%)
Quality Representative (10%)
Summary Rating:
Management Skills – Personnel Rating Carried Forward:
Management Skills weighting will be 60% Personnel 40% Company Systems
Management Skills – Company Systems
Organisational
Structure
(inc. Focus
commitment)
(25%)
QMS
(15%)
Programming
(25%)
Financial
Management
(15%)
Policy and
Procedures
(20%)
35 or less: Poor
40, 45: Below
Average
50, 55: Average
60, 65, 70: Above
Average
75, 80, 85: Good
35 or less: Poor
40, 45: Below
Average
50, 55: Average
60, 65, 70: Above
Average
75, 80, 85: Good
35 or less: Poor
40, 45: Below
Average
50, 55: Average
60, 65, 70: Above
Average
75, 80, 85: Good
35 or less: Poor
40, 45: Below
Average
50, 55: Average
60, 65, 70: Above
Average
75, 80, 85: Good
35 or less: Poor
40, 45: Below
Average
50, 55: Average
60, 65, 70: Above
Average
75, 80, 85: Good
Summary
Rating:
Management Skills – Company Systems Rating Carried Forward:
Management Skills weighting will be 60% Personnel 40% Company Systems
Tenderer Management Skills Overall Rating:
Evaluator’s Comments (Continue on Separate Sheet if Necessary)
TET Note:
Management Skills relates to company individuals;
Company Systems marked are those proposed for this project, not those used on previous contracts; and
This attribute evaluates the availability within the Tenderer’s organisation of personnel with appropriate
management skills, together with effective management systems and methods appropriate to the successful
management of the Project.

Methodology (Weighting 40%) Form E
Factor Standard (100%)
35 or less: Poor
50, 55: Average
75, 80, 85: Good
Standard of Tender (5%)
Consultants Programme (5%)
Knowledge of Contract Area and Factors Affecting the Project (10%)
Management Relationship – Project Control (5%)
Consultation / Liaison (5%)
Risk Management, Cost Estimation, and Economic Evaluation (10%)
Innovation, New Procedures and Techniques (5%)
Quality Assurance – Review and Audit (5%)
Problem Definition Process (15%)
Option Identification Process (15%)
Option Evaluation Process (15%)
Other (5%)
Summary Rating:
Tenderer: Methodology Rating:
Evaluator’s Comments: (continue on Separate Sheet if Necessary)
Note for TET:
Methodology relates to the proposed method of carrying out the professional services, and should include
methodology of key sub-consultants if work to be carried out by sub-consultants;
This attribute evaluates procedures the Tenderer proposes to use to achieve the specified end result; and
TET should consider the following when evaluating methodology:
Does the submission focus on this project?
Is the methodology appropriate?
What risks are there associated with proposed innovations?
Is the proposed observation/supervision of the construction appropriate?

NZTA PA3194 Tender Form, Pricing Personnel Schedules
SECTION C
TENDER FORM, PRICING PERSONNEL SCHEDULES

Version 15– August 2008 C-1
The NZ Transport Agency
TENDER FORM
PROFESSIONAL SERVICES CONTRACT NO. NZTA PA3194
for the delivery of Professional Services to the NZ Transport Agency
1. I/We (the undersigned) do hereby tender the sum of:
.....................................................................................................................................................................
($......................................), excluding Goods and Services Tax, for the delivery of the Services in
accordance with and as described in the Contract Documents.
2. This tender is unconditional, shall remain open for acceptance by the NZ Transport Agency and shall
not be revocable by me/us until ten (10) weeks after the closing Date, which date is set out on the front
page of the Contract Documents.
3. I/We agree that NZ Transport Agency’s invitation to bid is not an offer and there will be no binding
agreement between me/us and the NZ Transport Agency until the NZ Transport Agency has confirmed
in writing that the NZ Transport Agency has accepted my/our offer.
4. I/we understand and accept that the Client is not bound to accept the lowest or any tender and that the
NZ Transport Agency reserves the right to withdraw from the tender process at any time without notice.
5. If my/our tender is accepted then I/we agree to execute the form of Contract immediately it is sent to
me/us for execution. We further understand that no payment will be made until the Contract Agreement
is signed by the Consultant without significant amendment.
6. I/we confirm that I/we have read, understood and agree unreservedly to all of the contents of the
contract documents and in particular (but without limiting my/our confirmation) the contents of the
Contract itself as set out in Clause 4.1 of Section A of the Contract Documents.
Authorised Signature: .............................................................................. Date:...............................................
Name of Company: .........................................................................................................................................
Name of Contact Person: .........................................................................................................................................
Address ......................................................................
...................................................................... Telephone No: .....................................................
...................................................................... Fax No: .....................................................
(Postal Address)
Email Address............................................................................................................................................................

CONTRACT PRICING SCHEDULE
The method and basis of payment for each of the following Pricing Schedule items is
described in the Payment Schedule, located at the end of Section C of the Contract
Documents.
Project: Manukau to Pokeno Transport Corridor Study
Item Description Unit Rate Amount
1.0 Contract Management
1.1 General L.S. --
1.2 Consultant’s Project Quality Plan L.S. --
1.3 Consultant’s Programme L.S. --
1.4 Site Safety Plan L.S. --
1.5 Consultation Plan L.S. --
1.6
Reporting (includes project
progress meetings)
L.S. --
Sub-total Item 1.0
2.0 Investigation Reporting
2.1 Problem Definition L.S. --
2.2
Transport Improvement Option
Identification
L.S. --
2.3 Option Evaluation L.S. --
2.4
Conclusions and
Recommendations
L.S. --
Sub-total Item 2.0
3.0 ADDITIONAL SERVICES
(from Additional Services Schedule) L.S. Sub-total Item 3.0
TOTAL TENDERED SUM (ITEMS 1.0 - 3.0) (excluding GST)

ADDITIONAL SERVICES SCHEDULE
Additional services may be broken down into personnel, computing time, and vehicle running
for the project. Each item has been assigned an arbitrary number of hours or kilometres for
which the Tenderer shall provide rates. These rates shall apply for any Additional Services or
Provisional Sum items of work, irrespective of the number of hours estimated in the Schedule
below. The total amount arrived at shall be transferred to the Contract Pricing Schedule.
“Other Personnel” may be grouped into similar occupational groupings (e.g., Overseers,
Designers, Accounts Officers), and an average Hourly Rate for each grouping specified.
Item Description Unit Quantity Rate Amount
7.1 Team Leader Hours 5
7.2 Deputy Team Leader Hours 5
7.3 Principal Transport Planner Hours 5
7.4 Planning / Consultation Personnel Hours 5
7.5 Transportation Planning
Modelling Personnel
Hours 5
7.6 Environmental Specialist Hours 5
7.7 GIS Personnel Hours 5
7.8 Cost Estimator Hours 5
7.9 Risk Economic Analyst Hours 5
7.10 Quality Assurance Representative Hours 5
7.11 Administration Personnel Hours 5
7.12 Vehicle Running km 500
Other Personnel (Tenderer to Nominate):
7.13 Hours --
7.14 Hours --
7.15 Hours --
TOTAL ADDITIONAL SERVICES:
(Transfer to the Contract Pricing Schedule)

PERSONNEL SCHEDULE
CONSULTANT’S STAFF
(1) TEAM LEADER ........................................................................................................
Contact telephone number (24 hours)............................................................................
DEPUTY TEAM LEADER ........................................................................................
Contact telephone number (24 hours)............................................................................
(2) KEY PERSONNEL
i. Principal Transport Planner...................................................................................
ii. Planning / Consultation Personnel.........................................................................
iii. Transportation Planning Modelling Personnel ...................................................
iv. Environmental Specialist.......................................................................................
v. GIS Personnel .......................................................................................................
vi. Cost Estimator.......................................................................................................
vii. Risk Economic Analyst.....................................................................................
viii. Quality Assurance Representative .........................................................................
(3) OTHER PERSONNEL (at Consultant’s discretion) (including Sub-consultants)
.....................................................................................................................................
.....................................................................................................................................
(4) OTHER CONSULTANTS

PAYMENT SCHEDULE
1.0 METHOD OF PAYMENT
1.1 Consultant’s Requests for Payment
The Consultant shall submit their requests for payment to the Client on a monthly
basis. The request will accompany the Consultant’s Monthly Report at the dates
specified in Section D. When submitting contract payment requests and reimbursable
expenses invoices, the Consultant will complete the Client supplied Contract Payment
Voucher and any other forms as specified and supplied under Inputs to Tenderers for
this contract.
The Client will assess the request for payment in accordance with the terms of the
contract, make any amendments necessary, and arrange payment generally on the
twentieth day of the month.
Where work tasked is not complete at the contract termination date, or the due date for
delivery, then the Project Manager, at his discretion, may:
(a) deduct the cost of completing the work from payments due to the Consultant;
(b) require completion of the work; or
(c) make payment for the work in the month following the month in which the work
would normally have been invoiced.
This will not preclude the Client from exercising other remedies for non-performance
by the Consultant.
Tendered Lump Sums, Unit Rates and Hourly Rates are deemed to include the costs of
complying with the requirements of the Building Act 2004, Resource Management Act
1991, Land Transport Management Act 2003, the Building Regulations, and other
relevant legislation, where applicable.
1.2 Lump Sum Items
Lump Sum items are all-inclusive sums for the performance of a particular service.
They will be paid as specified in this Payment Schedule. Payment methods include:
• a single sum on completion of the service
• specified proportions paid at specified times
• prorated payments over a defined period
• a mixture of the above.
The first payment for each item shall be payable following the later of the planned
start date in the updated Consultant’s Programme or the actual start date. The pro rata
amount shall be based on the updated planned completion date. Where a limit ratio is
stated the total payments for the item shall not exceed the limit until the limit criteria
are met.
Where payment is stated to be prorated, the Project Manager may reduce payment
where work for that item is falling behind programme.

1.3 Unit Rate Items
Unit Rates are generally all-inclusive rates for a recurring or multiple service. The
quantity given in the Schedule, while a reasonable assessment of the contract’s likely
requirement, is a guide for tendering purposes only. Payment will be made on the
actual number of services requested by the Project Manager, over the course of the
contract, and adequately completed.
Where the actual differs from the scheduled quantity in the Contract Pricing Schedule,
by a significant amount, the Project Manager may, at his/her discretion, consider a
claim for a price variation. Supporting evidence to justify such a claim would be
needed.
Claims for price variations will not be considered for Unit Rate items included in the
Additional Services Schedule or the Geotechnical Testing Schedule. Payment for Unit
Rate items in these Schedules, shall not be made unless the Client has given specific
written authority for the work.
1.4 Hourly Rate Items
Where an Hourly Rate is quoted, this shall be for all costs excluding Reimbursable
Expenses as defined below.
1.5 Reimbursable Expenses
Reimbursable expenses (or disbursements) are claimable at cost only (unless an on-
cost is allowed for in the Contract Pricing Schedule) in association with additional
services and other non-scheduled works, where agreed, unless otherwise specifically
stated in this Payment Schedule. They shall be sufficiently itemised on the Consultant’s
claims to clearly identify justifiable reimbursement. The Consultant shall make
available, if requested, adequate documentation to justify the reimbursement claims.
Reimbursable expenses may include (unless specified otherwise):
• travel, accommodation, and meals
• fees paid by the Consultant on behalf of the Client to authorities having jurisdiction
over the project
• any legal or other professional charges which the Consultant may have legitimately
incurred in connection with the project
• a charge for specialist technical use of computers, but excluding accounting,
administration, and normal expected design use.
1.6 Provisional Sums
Provisional Sums will be provided for non-quantifiable services to be provided by the
Consultant under this contract and will be listed under the “Provisional Sums” item of
the Contract Pricing Schedule. Works requested by the Client under a Provisional
Sum, will be priced, by the Consultant, on the basis of a Fixed Price Quote or
Timewriting.

Payment for any provisional sum shall not be made unless the Client has given specific
written authority for each specific event associated with the item.
1.7 Cost Fluctuations
Cost fluctuations shall not be paid on this contract.
1.8 New Zealand Taxes – Overseas Consultants
New Zealand taxes will be added/deducted to/from payments to overseas consultants
in accordance with New Zealand current law, in particular:
• Goods and Services Tax (GST)
• Income Tax
• Non-Resident Contractors Withholding Tax (NRCWT).
2.0 CONTRACT PRICING SCHEDULE ITEMS
This payment schedule sets out the pricing schedule items, which must be separately
priced by the Consultant, and the terms of their payment.
The numbering shown corresponds to the numbering on the Contract Pricing Schedule.
Item Description
1.1 General
The Lump Sum will cover all services referenced in the Transit
Standard Specification Contract Management, necessary for the
satisfactory completion of the project, with the exception of any
following listed items. Payment will be prorated on a monthly basis for
the duration of the contract.
1.2 Consultant’s Project Quality Plan
The Lump Sum includes all expenses relating to the preparation,
regular updating and implementation of the Consultant’s Project
Quality Plan, as specified. Payment of 60% of the Lump Sum will be
made on Client acceptance of the initial Consultant’s Project Quality
Plan. The remainder will be prorated on a monthly basis over the term
of the contract.
1.3 Consultant’s Programme
The Lump Sum includes all expenses relating to the preparation and
development of the Consultant’s Programme, as specified. Payment of
60% of the Lump Sum will be made on Client acceptance of the initial
Consultant’s Programme. The remainder will be prorated on a monthly
basis over the term of the contract.

1.4 Site Safety Plan
regular updating and implementation of the Site Safety Plan, as
specified. Payment of 60% of the Lump Sum will be made on Client
acceptance of the initial Site Safety Plan. The remainder will be
prorated on a monthly basis over the term of the contract.
1.5 Consultation Plan
regular updating and implementation of the Consultation Plan as
specified, subject to any amendments specified in the Scope of
Services. Payment of 60% of the Lump Sum will be made on Client
acceptance of the initial Consultation Plan. The remainder will be
prorated on a monthly basis over the term of the contract.
1.6 Reporting (includes project progress meetings)
The Lump Sum includes all expenses relating to the preparation and
delivery, during the IR phase, of the Consultant’s Monthly Reports,
the Accrual Reports and, as necessary, any Public Relations Reports
and Accident Reports. Payment of the Lump Sum will be prorated
monthly over the programmed period of the IR phase.
2.0 Investigation Reporting (IR)
2.1 Problem Definition (Stage 1)
The Lump Sum includes all expenses relating to preparation of the
Problem Definition Summary Report as specified, subject to any
amendments specified in the Scope of Services. Payment of 60% of the
Lump Sum will be made on Client acceptance of the initial Problem
Definition Summary Report. Payment of the remainder will be made
on Client acceptance of the final Problem Definition Summary Report.
2.2 Transport Improvement Option Identification (Stage 2)
Option Identification Summary Report as specified, subject to any
Lump Sum will be made on Client acceptance of the initial Option
Identification Summary Report. Payment of the remainder will be
made on Client acceptance of the final Option Identification Summary
Report.
2.3 Option Evaluation (Stage 3)
Option Evaluation Summary Report as specified, subject to any
Lump Sum will be made on Client acceptance of the initial Option
Evaluation Summary Report. Payment of the remainder will be made
on Client acceptance of the final Option Evaluation Summary Report.

2.4 Conclusions and Recommendations (Stage 4)
The Lump Sum includes all expenses relating to the preparation of the
“Manukau to Pokeno Transport Corridor Study Report” (Study Report)
as specified, subject to any amendments specified in the Scope of
Services. Payment of 80% of the Lump Sum will be prorated on a
monthly basis over the period from Client’s instruction to proceed
(with preparation of the Draft Study Report, as described in Task 4.4)
up to delivery of the Final Study Report (for review by the Client, as
described in Task 4.6). Payment of the remaining 20% will be made on
Client acceptance of the Final Study Report and Client acceptance of
the Collection of Major Supporting Documents.
3.0 Additional Services
Any payment for agreed services undertaken by the Consultant deemed
to be a variation shall be paid by either of the two methods detailed
below, at the Client’s discretion. The Client’s agreement must be
obtained in advance for any Consultant initiated Additional Service.
Method 1: Timewriting
The Consultant shall record all costs against each task in terms of the
rates priced in the Additional Services Schedule and, where applicable,
shall provide the Client with an itemised assessment of the expected
totals and final cost. The Client may set a ceiling for expenditure. The
Consultant shall allow for the complete disclosure of all items which
comprise a priced task if so requested by the Client.
Payment will be made monthly on the basis of agreed work completed.
Method 2: Fixed Price Quote
Where requested, the Consultant shall provide a fixed price quote based
on the rates priced in the Additional Services Schedule.
Payment will be made as a Lump Sum on completion of the additional
service. Where the Tenderer has entered a zero rate for any item, or part
thereof, payment for any work instructed under this item is deemed to be
included elsewhere in the schedule rates and no additional payment shall
be made until the hours or kms specified against the item have been
exceeded.
4.0 Provisional Items
Any services requested by the Client under Provisional Items shall be
paid by either of the two methods detailed in Clause 3.0 (Additional
Services) above, at the Client’s discretion.

NZTA PA3194 Contract Scope
SECTION D
CONTRACT SCOPE

Version 15– August 2008 D-1
SCOPE OF SERVICES
1.0 INTRODUCTION
1.1 Extent
The Manukau to Pokeno Transport Corridor (MPTC) Study (known as “the Study” in
this Section D – Contract Scope) will investigate multi-modal transport issues and
land use issues in the transport corridor between Manukau and the SH2 interchange.
The Study will review the corridor—within the surrounding network of transport
modes—including its role and functions, constraints, physical conditions, and
performance. A package of improvements will be developed to address the identified
transport deficiencies.
The Consultant shall manage this contract in accordance with all requirements of the
Transit New Zealand Standard Specification Contract Management.
The Client and Consultant will meet as required to deal with administrative and
technical issues related to the Study. Any significant decisions will be communicated
using the project management structure that includes: Southern Sector Officers Group
(SSOG) meetings and workshops; project progress meetings with the Client; and the
Consultant’s project progress reports submitted to the Client.
SSOG members currently include:
• Auckland Regional Council (ARC)
• Auckland Regional Transport Authority (ARTA)
• Franklin District Council (FDC)
• Manukau City Council (MCC)
• Papakura District Council (PDC)
Project Quality Plan (PQP) Update
As part of NZTA’s quality systems, this investigation contract has been developed
with the assistance of a PQP. Due to the nature of investigation, the planned path for
the Study may change during the process. The Consultant shall review the PQP on a
monthly basis and either present a “no change” report or a report detailing draft
change(s) for consideration by the NZTA Project Manager. These reports shall be
presented with the usual monthly report. It should be noted that the contract brief is
the dominant document for this investigation.
1.3 Programming Funding
The MPTC Study (formerly titled the Southern Motorway (Southern Sector) Upgrade
Strategic Study) is one of the strategic studies listed in the 2008/09 State Highway
Plan and Forecast. A 12-month period involving the Consultant’s Services is
scheduled for the Study. Funding is approved for the Study.

2.0 BACKGROUND
2.1 Site Description
The MPTC Study area is approximately 32km long; and it extends at least 5km, and
up to 10km, on each side of SH1. The Study area’s northern limit is the intersection of
SH1 with Puhinui Road (Reagan Road). The Study area’s southern limit is the
SH1/SH2 interchange, north of Pokeno. A general area map is shown below.

SH1 is part of the national north–south transport route. From Cook Street in the
Central Business District to the SH2 interchange (a length of approximately 50km),
SH1 is also commonly known as the Southern Motorway (southern sector). The
Southern Motorway has six lanes (three in each direction) between Redoubt Road and
the Takanini interchange; and it has four lanes (two in each direction) from the
Takanini interchange to the SH2 interchange. From Manukau to SH2, SH1 has a legal
speed restriction of 100 kph, and it travels through the following environment types
and terrains:
MANUKAU TO POKENO CORRIDOR
ENVIRONMENT AND TERRAIN
Location
Environment
Type
Terrain Gradient
Category
Redoubt Road (in Manukau City) to Great
South Road (in the Papakura District)
urban rolling
Great South Road to Beach Road (in the
Papakura District)
urban level
Beach Road to SH2 semi-urban rolling
Also within the Study corridor is the North Island Main Trunk railway, with regular
services (passenger and freight); the railway runs roughly parallel to SH1 and as far
south as Pukekohe.
Projected Traffic
Currently, the area of highest congestion on SH1 is from Redoubt Road to Auckland.
However, anticipated future traffic increases south of this area were identified in the
Southern Sector Strategic Transport Study (SSSTS), which was published in 2006;
these increases are shown in the following table.
SH1 PROJECTED TRAFFIC
(vehicles per day; two-way)
Year
Hill Road/Manurewa
to Takanini
Takanini to
Papakura
Papakura to
Drury
2009 79,500 74,000 58,700
2012 86,300 80,200 64,200
2015 93,000 86,400 69,700
2018 99,800 92,600 75,200
2021 106,600 98,800 80,700

Projected Population Growth in Surrounding Areas
According to the SSSTS, the manner of growth is set out in the Auckland Regional
Growth Strategy and the Southern Sector Agreement; and it is predicted that by 2050
the southern sector will need to accommodate:
• 52,000 more residents in Papakura;
• 178,000 more in Manukau; and
• 43,000 more in Franklin.
For the southern sector, this gives a combined population in 2050 of 601,000,
compared with a current figure of 328,000. Most of the growth is planned to take place
in growth centres—to reduce the extent of urban sprawl. Major growth nodes will
include Papakura, Takanini, Flatbush, Pukekohe, and Hingaia. Moderate to significant
growth in the Hingaia South, Drury, and Pokeno areas is also anticipated.
Growth Issues
Papakura
The Auckland Regional Growth Strategy proposes growth to be accommodated in the
following manner by 2050: 23% in existing rural and urban residential areas; 10% in
Papakura central area; and 67% in the growth areas (Takanini and Hingaia).
Manukau
The Auckland Regional Growth Strategy proposes that growth will be accommodated
in the following matter by 2050: 5% in existing rural areas; 49% in existing urban
areas; 20% in existing nodal areas through intensification (Manukau City, Hunter
Corner, Otara, Pakuranga, Manurewa, Old Papatoetoe); and 26% in Greenfield areas
(Flat Bush).
Franklin
The Auckland Regional Growth Strategy proposes the Pukekohe North East Area as a
future urban area. However, this is supplemented by the development of the Franklin
District Growth Strategy, which identifies the development of business land in the
Tuakaua, Waiuku, and Paerata areas. The Pokeno area—which proposes a mix of
commercial and residential uses—is also identified in the Franklin District Growth
Strategy.
Current and Future Transport Improvement Projects
In response to current and future transport issues, a number of improvement projects
have been planned and implemented; among them are the following:
SH20-1 Manukau Extension
The motorway will replace Wiri Station Road as the main link from Manukau City
centre to the Southwestern Motorway. The 4.5km motorway will form the southern

section of the Western Ring Route, along with the SH20 Manukau Harbour Crossing
project. Construction began in November 2006 and is now half-way through, on target
for scheduled completion in August 2010.
Ramp Signalling Along Portions of SH1
Ramp signalling is an internationally proven traffic management tool used with great
success in the United States, United Kingdom, Europe and Australian cities such as
Melbourne and Sydney. Ramp signalling is used to reduce congestion and improve
traffic flows; and it results in: more consistent and predictable travel times; safer
merging; fewer accidents; better throughput of vehicles on the motorway; and more
consistent speeds.
The systems together with additional cameras, driver information signs, and electronic
loops in the road are being installed progressively throughout all Auckland motorways
to help improve safety and efficiency for motorists.
NZTA has installed ramp signals at 31 on-ramps on the Southern Motorway; and it is
installing 15 on the Northwestern Motorway and 15 on the Northern Motorway. The
signals are scheduled to be operating across all three motorways by the middle of
2009. Another 14 are planned for the Western Ring Route between Manukau and
Albany, as it is being built.
Papakura Interchange Upgrade
The new interchange will increase capacity with extra lanes on the overbridge and
dedicated on-ramps for both eastbound and westbound vehicles.
The proposed improvements will consist of a new three-lane bridge next to the
existing Beach Road overbridge, with an additional northbound on-ramp at Hilldene
Road and additional lanes on the existing north and southbound on and off ramps.
Construction is planned to start in late 2010, following investigation and design. Work
will take approximately 24 months. The design is future proofed for future widening
of SH1 to six lanes, although there are no current plans for this.
Mill Road Corridor
Options are being proposed for upgrading Redoubt Road and Mill Road so they can
safely cope with future traffic demands. The improvements would see the roads
upgraded to regional arterial standard—four lanes with provision for cycle lanes and
improved intersections. Major intersections would also be built in a way that allows
bus priority measures in the future. Construction is not likely to begin for at least ten
years. Local efforts are being made to identity and protect a preferred route, which
will be designated in the District Plan. A Scoping Report is being prepared.
SH22
SH22 connects SH1 at Drury to Pukekohe. It provides the dual function of local
access and regional traffic movement. As the Auckland region has grown, the level of
service and safety on this route has reduced.

The area has experienced a major change in land use over the last decade, and will be
subject to further changes in the near future as recently operative district plans
implemented by the FDC. Intensification can now occur as of right under the district
plan provisions with an associated expected increase in traffic volumes. Traffic
volumes are steadily increasing, with SH22 now carrying in the order of 20,000
vehicles per day. The current peak period Level of Service between Drury and Glen-
brook Road is “E” and can be expected to deteriorate further as traffic volumes grow.
In 2001–2003, the Auckland Transportation Planning Group (TPG) prepared a
Scheme Assessment Report (SAR) on widening SH22 to four lanes, between Drury
and Pukekohe. The SAR recommended a new alignment parallel to and on the western
side of the North Island Main Trunk Truck (railway line).
A further review of the SAR was conducted in 2008. The review confirmed the
previous alignment; but it noted that other than providing congestion relief, the project
would not make a significant contribution to the objectives of the New Zealand
Transport Strategy (NZTS) or the targets of the Government Policy Statement on Land
Transport Funding (GPS).
The SAR review did not consider the requirement for further improvements of SH22
within the context of a review of land use and population forecasts, or as part of a
wider transport improvement package.
Within the context of the MPTC Study, it will be necessary to consider the need for
improvements to SH22 within the context of the Study; however, if a realignment is
recommended as part of an improvement package, the form of this would not require
development as part of the MPTC Study.
2.2 Problems
Transport problems related to the Corridor include:
• nationwide challenges/problems identified in the NZTS and GPS;
• increased travel demand on the transport network due to population growth
and land use development primarily south of Auckland;
• traffic congestion on SH1 and SH22, as well as on local arterials in the area; and
• limitations of other transport means (e.g., walking, cycling, public transport).
2.3 Relevant Studies
Southern Sector Strategic Transport Study
MCC, in partnership with ARC, ARTA, PDC, FDC, and Transit New Zealand (Transit)
conducted the SSSTS in 2005. The SSSTS was completed and published in February
of 2006, and it recommended a range of improvement projects.
The SSSTS assessed the transport corridors south of Manukau City that could provide
appropriate transport function to support growth as agreed in the Auckland Regional
Growth Strategy. The SSSTS recommended upgrading a local arterial route (Mill
Road) to the east, with enhancements to passenger transport; and it also recommended
investigating specific upgrades to the Southern Motorway and SH22.

The SSSTS determined that the Weymouth–Karaka link does not support the
Auckland Regional Growth Strategy and is inconsistent with the Local Government
(Auckland) Amendment Act and Plan Change 6 to the Regional Policy Statement, and
it should only be considered in the context of possible changes to current land use
strategies. Also, land use developments in the area created significant travel demand
on SH22. This resulted in the need to confirm whether (1) SH22 should be realigned
or (2) the demand can be addressed by other transport means such as public transport
(e.g., rail, bus, park ride (PR)).
A review of major changes (e.g., land use) that have occurred since the SSSTS was
published is needed—such as plan changes in Papakura and Takanini. Also, an
assessment of potential impacts of future development of the Mill Road corridor is
needed.
Managed Lane Study
NZTA is conducting a Managed Lane Study, which investigates establishing managed
lanes for buses, high occupancy vehicles (HOVs), and commercial vehicles within
New Zealand—and particularly Auckland. It is anticipated that the Managed Lane
Study will be completed by mid-2009. The Managed Lane Study will provide valuable
inputs into the MPTC Study.
2.4 Goal
The goal of the Study is to develop a strategy for improving the safety, responsive-
ness, and sustainability of the land transport corridor between Manukau and Pokeno.
The strategy will propose long- and short-term improvements that:
• meet the primary objectives of the NZTS (listed further below);
• meet the targets described in the GPS (listed further below);
• take into account relevant local and regional Council strategies, plans, and
developments;
• minimise increases in travel demand and costs on the transport sector,
caused by changes in land use and population growth; and
• maximise the integrated effectiveness of all modes of transportation in and
around the corridor.
To achieve the goal, the Study will: define problems; identify transport improvement
options; evaluate options; and present conclusions and recommendations.
The following are the primary objectives of the NZTS:
• ensuring environmental sustainability;
• assisting economic development;
• assisting safety and personal security;
• improving access and mobility; and
• protecting and promoting public health.

Contract for Professional Services to the Manukau to Pokeno Transport Corridor Study - 75 pages

Contract for Professional Services to the Manukau to Pokeno Transport Corridor Study - 75 pages

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