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Selecting the right provider for your contract

The document provides guidance on selecting the right provider for a contract through the EU procurement process. It summarizes the two stage selection process, including understanding requirements in stage one and the procurement in stage two. Stage one involves defining needs, applicable procurement methods, and developing a procurement strategy. Stage two details designing selection criteria, issuing requests for proposals, evaluating bids, and selecting a provider. The document emphasizes the importance of clear communication, transparency, and following best practices to ensure a fair compliant process.

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1 Selecting the right provider for your contract Today’s Team 2 Tony Newberry Procurement Project Director, Sweett Group Limited who are we • Sweett Group is an international consultancy providing professional property and infrastructure services • Earned a reputation in the UK as being one of the top three consultancies’ to provide project and cost management services in retail, offices and healthcare • 2007 floated on the AIM - £61m • Turnover – on for £100m 2013/14 where we operate: Worldwide Sweett Group has a network of offices across Africa, America, Asia, Australia, Europe, Middle East. Our geographic reach enables us to provide our clients with a full range of all our services, whilst delivering local knowledge and global excellence. 1,300 employees in 54 offices worldwide
2 Advisory Service – Procurement and Supply Chain • Procurement team operational for 12 years • Specialist in EU Procurement – not a QS • Sectors include Education, Health, Local Authorities and Affordable Housing • Affordable Housing is the Procurement teams core business area – 60% • Operate across the UK – current contracts Manchester, Leicester, Bristol, London... • Key clients include: - Housing – Affinity Sutton - Health – South Manchester Healthcare - Education – Rydens School - Local Authorities – Stevenage Borough Council - Charitable – H F Trust Ltd - Other – BBC - To name but a few.... 5 Key Services • EU Procurement Compliance • Procurement Strategy • Project Management • Performance Management • Framework Management • Critical Friend • Peer Reviews Objectives of the Event • Fundamentals of Selection • Generic Guidance (EU Procurement) • Demonstrate a 2 stage process as a case study • Learning • Guidance for consideration • Interactive • Hopefully enjoy an ‘interesting’ subject 6 Rules of the event • No Screaming, kicking or punching • Eye gouging is not permitted • Spear tackles “maybe” met with a yellow card • Everyone has a voice and a right to be heard • Respect opinions • Please listen, get the messages and put in to practice • This is valuable time well spent • Please enjoy and be interactive – or it’s a few hours of me! Agenda • Welcome • Agenda and Objectives • Introductions • EU Procurement – Background • Procurement Methods • Putting the rules in to practice = best practice procurement • Case Study
3 Introductions • Name • Company • Position • One thing that we should know about you 9 EU Procurement Government Spending £230 Billions Spent on Public Procurement Efficiency and Reform Group Pressure on public sector procurement? 1. Focus on cost reduction • Remove requirement • Reduce scope • Get a cheaper price 2. Increased buying power • Centralised purchasing • Category Management • More Services for less 3. Better co-ordination across the geographic area / alignment with others • Does this mean standardisation 4. Budget control • Publishing of contracts • Data Collection and Information sharing 5. Risk and Demand Management • Forward planning • Market understanding 6. Supplier landscape will change • Less suppliers? Larger Contracts? • What does this mean for SME’s? …And all of the previous requirements including EU Procurement!
4 - 13 - Who does it affect? • Contracting Authority • National / Local Government • Economic Operator • all tax payers! - 14 - The Aims • free movement • anti national discrimination • competition • restructure markets and achieve economies of scale • stimulate research and development • transparency and objectivity - 15 - OJEU Often called “OJEC/OJEU” Process, “EU Procurement”, etc Definition - Public Procurement “Purchasing by public sector authorities and bodies of works, services and supplies” EU TREATY EU Procurement Directives Enacted in English Law (Statutory Instruments) The Public Contract Regulations 2006 & 2009 - 16 - What does it mean? • all have a right to know about the contracts that are available • all Candidates and Tenderers need to be assessed on an objective and fair basis • robust and understood procedures should be used to ensure equal treatment • minimum timescales to be used to allow bidders time to prepare • criteria set in advance and published • all have the right to know who was awarded the work and right to challenge
5 I’m not public sector..... • Tax payer • Best practice procurement • Leading change through out Europe in procurement • Legal support – decisions helping you define a course of action • Increased probity in decision making • Put value at the heart – but value is what you want it to be! • Match the outcome to the strategy 17 Stage one – Understanding Requirements - 19 - Classification? Stage One – Understanding Requirements Part A Services (full process) Accounting, auditing, book-keeping, Market research and opinion polling, Management consultancy, Architectural, engineering, urban planning, landscaping and related technical services, Advertising, Building cleaning and property management, Sewerage and refuse disposal, IT Services, Financial Services Transport and courier services, Maintenance and repair of vehicles and equipment….. Catering, Legal, Security, Educational Health and Social Recreational, Cultural and Sporting…. Part B Services (part process – limited to technical spec, contract award notice only) - 20 - Stage One – Understanding Requirements • hierarchical support (Board) • budget holders • Service Delivery Management • users of the agreement • inter-related departments – IT / finance • tenants • local residents Gathering information
6 Example RACI 21 - 22 - Statement of Need: • RACI • how will they use? • who is affected by their delivery? • quantify – current providers, value, service, contracts, cost model, performance data, service level requirements • 360 degree review • summary for desktop review “To get to where you want to be, first you must understand where you are now’’ Stage One – Understanding RequirementsStage One – Understanding Requirements - 23 - Does EU Procurement apply? Supplies Services (maintenance) Works (new build) £173,934 or €200,000 £173,934 or €200,000 £4,348,350 or €5,000,000 EU Procurement Thresholds apply from 1 January 2012 to 31 December 2013. • Net of VAT • based on estimated value • aggregation – over 4 years Stage One – Understanding Requirements - 24 - Stakeholder Workshop End User Voice Workshop • review information gathered • what needs to change? • what do we want to keep? • what does ‘good’ look like? • what agendas do we have to consider? • what are the risks to be managed? • revised profile ready for procurement Building a Procurement Strategy Stage One – Understanding Requirements
7 Defining Value For Money - 25 - • VfM is the optimum combination of cost, quality and fitness for purpose to meet the buyer’s requirements (it is not about the lowest price) • Local authorities are subject to the Best Value guidelines – how does your business define it? • Embraces the concept of the ‘price-quality’ relationship • Selection usually will be made on the most economically advantageous tender (MEAT) - 26 - Stage One – Understanding Requirements • define what is required • consult with providers • understand interest • can the service and objectives be met? • ready to ‘sell’ the strategy? Can the market meet the requirements? - 27 - Restricted procedure: • key stakeholders • user engagement • programme • understand workload • knowledge • buy-in through communication Stage One – Understanding Requirements Procurement Core Group - 28 - Stage One – Understanding Requirements Restricted • most popular • 2 stage process • clear requirements • no negotiation • a large number of providers Open • used for exacting specification • 1 stage process • straight to tender • no negotiation • limited market place Competitive Dialogue • specialist requirements • 3 stage process • PQQ stage, ITPD then ITT Accelerated Restricted • emergencies • same as restricted • timescales • Economic Circumstances (government economic tool in 2010 and 2011) Which procedure?
8 29 Procedure Characteristics When the procedure is adopted Open All qualified applicants must be given the opportunity to bid For lower risk procurement where supplier capability is less important or where the focus is on price Restricted Two stage process with facility to shortlist (PQQ + Tender) Where capability of supplier is key determining factor in the delivery of the contract, market response likely to be huge to allow short-listing Negotiated Two stage process with facility to negotiate at second stage Specification is not clear or some creative, artistic or expert input is required. Competitive Dialogue Two stage process with facility to enter into a dialogue with potential suppliers to consider potential solutions and refine specification before invitation to tender Complex procurement where suppliers expertise has significant impact on the development of the specification Stage One – Understanding Requirements - 30 - “an agreement or other arrangement between one or more contracting authorities and one or more economic operators which establishes the terms (in particular the terms as to price and, where appropriate, quantity) under which the economic operator will enter into one or more contracts with a contracting authority in the period during which the framework agreement applies” Source: Office of Government & Commerce • procurement of a source or sources that may meet your current and longer term needs • an enabler to further call-off from a pre-selected list achieved through a robust EU Procurement process Stage One – Understanding Requirements What is a framework agreement? - 31 - Client secure long-term commitments reduced tender time and improved quality performance measurement and improvement integrated teams and added value limited negotiation agreed framework for pricing Supply Chain secure stable relationship access to long term work commitments process knowledge and improvement standardisation added value project delivery improvement i.e. quality, satisfaction + = A good mix for all parties Stage One – Understanding Requirements What are the benefits of a framework agreement? Stage Two – The Procurement ‘Restricted Procedure’
9 - 33 - Stage Two – Procurement • timing benefits • reduced administration • ease of access • username and password • post box Electronic procurement - 34 - • Design of the PQQ - Reg 23 - Ineligiblity - Reg 24 - Financial Standing - Reg 25 - Technical & Professional Ability, Experience - Use the strategy / further consultation - Weighting / Evaluation • Design the Contract Notice / PIN? - Informed by the Procurement Strategy - Needs to be exacting in description and complete - Issue via SIMAP ( 37 days / accelerated?) • PQQ Process - EOI / Bidders Days - PQQ Issue (electronically) - PQQ Clarifications - PQQ Evaluation Workbook - Receipt and Compliance Check - Evaluation / Adjudication (optional) - Inform and Feedback - *Consortia Output Identify Tenderers (min. 5) Benefits Transparent process Clear and recorded decisions Stage Two – Procurement Selection procedure (looking back) - 35 - • Design of the ITT - Clear instructions for tendering - Specific requests for proposals - Use the strategy / further consultation - Weighting / Evaluation Criteria • Pricing Document - Design of a pricing template - MEAT / Lowest Price • Contract / Framework Agreement - Preparation of documents • Client Brief - Specific needs - Performance Management - KPI’s, other. • Technical Brief - Technical Standards • ITT Process - ITT Issue (electronically) - ITT Clarifications - ITT Evaluation Workbook - Receipt and Compliance Check - Set up Client Evaluation - Undertake Commercial Evaluation Stage Two – Procurement Award procedure (looking forward) Output Definitive Tender Documents Benefits Clear expectations of Tenderer Clear and recorded decisions Tenderers meet RSL’s needs Example Scoring Criteria 36 Score Response Type Reason indicated for Score 0 Non-compliant response No relevant information / solution provided in response to contract requirements. 1 Unacceptable response Partially compliant response but with serious deficiencies in solution offered, indicating serious difficulties / inability to deliver contract requirements. 2 Unsatisfactory response Partially compliant response with shortfalls in solution offered, indicating not all contract requirements could be met and thus difficulty in delivery of the contract. 3 Acceptable response Compliant response, indicating basic contract requirements are met but not exceeded. Contract could be delivered. 4 Good response Compliant response, clearly indicating entire delivery can be met and solution offers some limited benefits beyond stated requirements. 5 Excellent response Compliant response, bidder illustrated comprehensive understanding of contract reqs. Proposed solution provides significant additional benefits beyond stated reqs.
10 Example Weighting 37 - 38 - • Interviews – Verifying Proposals - Organisation - Interview - Summarising and Scoring • Site Visit – Verifying Proposals - Organisation - Attendees and Facilitation - Summarising and Scoring = reality check of proposals Stage Two – Procurement Interview and site visits Output Verification of tendered proposals Benefits Prove or disprove proposals Meet the management team Test technology Inspect quality - 39 - • Recommendations Report - Summary of process - Collation of scoring data - Recommendation for Cyril Sweett - Presentation to Board • Award - Inform successful and unsuccessful Tenderers - Standstill period - Provide feedback to failing Tenderers - Communicate with candidates - Manage any challenge – to date • Contract Sign-off - Achieve early contract sign-off Output Supporting report to validate process and decisions made. Manage failing Tenderers Benefits A compliant EU Procurement process is achieved Selected Tenderer's meet the needs of the RSL Stage Two – Procurement Awards The lessons • Consultation • You should always define what you need - Statement of Need • Provide fixed timescales – work to your programme • Clear outline of expectations - don’t skimp on the brief (you’ll pay for it.... ) • Apply a market test – don’t ask for the moon and stars! • Consider which procedure is right for you – pens / houses 40
11 The Contract Notice... • Must be exacting in it’s needs and adequately describe the procurement • Can often be the point of challenge in any procurement – wrong CPV Codes (category), wrong NUTS code (location) etc • Is usually the only notification to market and is driven by a defined timescale – 37 days. • Is where most mistakes happen – impact = no or zero response 41 A London Borough wish to appoint an Architect for the redevelopment of a housing site they have. The Contract Notice is seeking Expressions of Interest from Architects for the scheme it has been published today. Look through there are 6 mistakes which you should try and find. In teams. See if you can spot them. Break The mistakes are: • II.1.3 the wrong box is highlighted, should be public contract not framework • II.1.8 the contract is not divided into Lots • II.2.3 the contract is not subject to renewals (it is a one off) • IV.1.1 It cannot be accelerated restricted procedure these days for the reason given • IV.1.2 minimum number of 2 to tender is considered too low • IV.3.4 with the notice being published today the return date is too soon If you find any more you get brownie points!! 43 Important to note...
12 Five recent ‘notes to self’ • Test for Equality and Diversity – Process for assessment and how it is monitored needs to be included in recommendations reports. • Financial Standing – D&B, insurance, turnover thresholds, accounts. - Cannot use one of the criteria to exclude a candidate – can use as part of the reasoning but not all. It all has to be proportionate. • Tax Compliance – statement required in procurement documents to promote tax compliance. If the statement is negative, the onus is on the Contracting Authority to reject the candidate. • Social Value Act 2012 – Encourages the supply chain to contribute to a local provision as a result of winning the contract. Be clear in strategy of the expectation, put in the PQQ as a brief and measure in the ITT (Caution – Framework Agreements) • Exclusion for Past Misconduct – Forposta (Poland) were omitted from the tender process on that basis of past performance and challenged. Regulation 23 (4) allows for that to occur but you must include the ‘discretionary; clause in the PQQ and determine what is or is not appropriate conduct. Must be over a set period e.g. 3 years. They must be responsible for the failure! - 45 BUT!!!!! The rules are about to change! EU Procurement Changes • In July 2013 final negotiations completed between EU and its member states on changes to EU Procurement Rules. • Final confirmation of the negotiated changes will be released this Autumn with changes to be implemented (become law) by June 2014. • Timeframes for change are to allow the UK to take advantage of the benefits as soon as possible as it removes a significant number of ‘bureaucracy” and can help the UK economy by procuring contracts faster, less costly and invite greater competition . • Principles for transparency will not change • Same rules are going to apply (so you have not wasted your time here!) but with some flexibility. • Emphasis on assessing quality and innovation – MEAT becomes standard / new process to encourage innovation. 47 What are the key changes ‘expected’ • Public Sector organisations that have subsidiaries need not tender the requirements and ask the subsidiary to bid via OJEU if they Contracting Authority has a decisive influence over the subsidiary, the subsidiary does more than 90% of the work or has no private equity investments . • Much simpler process of assessing bidders’ credentials, involving greater use of supplier self-declarations, and where only the winning bidder should have to submit various certificates and documents to prove their status. • More freedom to negotiate – constraints on using the negotiated procedure have been relaxed, so that procedure is available for any requirements that go beyond “off the shelf” purchasing. • Poor performance under previous contracts is explicitly permitted as grounds for exclusion. • The distinction between Part A and Part B Services has been removed, and a new light-touch regime introduced for social and health and some other services. There will be OJEU advertising and other specific obligations for this new light-touch regime, but a much higher threshold has been agreed 48
13 • Electronic marketplaces for public procurement are expressly permitted, removing any doubt as to their legality. • The statutory minimum time limits by which suppliers have to respond to advertised procurements and submit tender documents have been reduced by about a third. This flexibility could be helpful for speeding up simpler or off-the-shelf procurements, but still permits longer timescales for requirements where bidders will need more time to respond. • NOTE The directive includes a binding commitment on the Commission, to review the economic effects on the internal market as a result of the application of thresholds, which could lead to an increase in the thresholds, which have been broadly static for 20 years. The review must happen within 3 years of the directive’s transposition. • Insolvency and Contract Variations – significant changes (scope – up to 50% value change if its the contracting authority making the change; value increases can be agreed of up to 5% of the contract value provided it remains below EU thresholds; transfer of business following insolvency is permitted without needing to retender) dealt with under the new rules. 49 • Legal clarity that buyers can take into account the relevant skills and experience of individuals at the award stage where relevant (eg for consultants, lawyers, architects, etc). • Improved rules on social and environmental aspects, making it clear that: - social aspects can now also be taken into account in certain circumstances (in addition to environmental aspects which had previously been allowed). - buyers can require certification/labels or other equivalent evidence of social/environmental characteristics - e-procurement will become mandatory - improved safeguards from corruption: - safeguards against conflicts of interest - provision against illicit behaviour by candidates and tenderers, 50 • encourage and allow preliminary market consultation between buyers and suppliers, which should facilitate better specifications, better outcomes and shorter procurement times. • Turnover cap has been introduced to facilitate SME participation. Buyers will not be able to set company turnover requirements at more than two times contract value. • A new procedure has been introduced: the “Innovation Partnership” procedure. This is intended to allow scope for more innovative ideas. The supplier essentially bids to enter into a partnership with the authority, to develop a new product or service. • The full life-cycle of costings can be taken into account when awarding contracts; this could encourage more sustainable and/or better value procurements which may save money over the long term but appear more costly on the initial purchase price. • Development Land Agreements no longer under threat of eu challenge –provided that a deal to build is significantly influenced by the requirements of the contracting authority, . 51 • E-certis - “E-certis” will be a central, on-line point where suppliers can find out the type of documents which they may be asked to provide in any EU country, even before they decide to bid. This should be of particular help when suppliers wish to bid cross-border, as they may be unfamiliar with the detailed requirements of other EU Member States. - This includes a new European Procurement Passport (renewable every 6 months). - Organisations can had 90% of any PQQ ready to go - Less costly to put together an application - Easier to assess – tick box approach? - Speedier procurement (remember the improved timescales) 52
14 Case Study – Coastal Housing Group Coastal Housing Group • Affordable Housing Provider • Swansea • 4000 Homes • Major Development Partner with Welsh Assembly • Focus on local engagement, Service Delivery, Quality and Sustainability • Big ideas – regeneration, employment, retention and legacy • Key – People, Contractors, Commitment and Transparency The Sweett Commission • Set up a Development Framework • Partnering ethos • Local supply chains • Value bands • Cross regional boundaries • Working with others - CPB • Big ideas matched with Big Ideas • Credible number of ABLE providers • THINK THE SAME WAY AS US 55 Workshop – Defining the Need 56
15 Procurement Strategy Be the best Affordable Housing provider in Wales Value for Money Best cost base Competitive pricing Quality People,, Finish, Materials, Process Excellent Customer Satisfaction Quality Homes KPI Scores Low Maintenance Costs No Defects, WLC, Energy Effivciient Sustainable homes CfSH Level s 3 -6 Small and Large projects 1 home – 50 homes Economic Growth Localism TR&T Legacy Employment 57 Contract Notice 58 Coastal Housing Group & Partners Bidder’s Event 8th November 2011 Contractor Framework for Development and Refurbishment 60 A3. Quality (10.00%) APPENDIX A (1) Guidance How will you work with Coastal Housing Groups appointed Clerk of Works during the contract and at Practical Completion to ensure smooth completion of the snagging process , handover of o&m manuals and health and safety information?. Detailed proposals for dealing with contract works and snagging. Clear willingness to work with the clerk of works and understanding of process. Propose how you will manage quality control including your commitments to manage and respond to defects within a defined policy and procedure that you have adopted. Support with a practical example to demonstrate how this works in reality. Outline the processes you have in place in terms of defect management and quality control. Provide examples of how you tackle defects if they arise.
16 61 A4. Risk Management (8.00%) APPENDIX A (1) Guidance (a) How will you contribute to the management of Health & Safety risks on site and on completed projects? Understands construction industry H&S. Shows how they manage their risks pre-construction and on site. Understands potential post completion risks. Corporate measures in place to managerisks. (b) Project Crisis (i) How will you manage a project that is in crisis? Your response should consider but not be limited to identifying a project in crisis; how the business and management team will respond. It may be appropriate to demonstrate your proposals using an example(s) that may consider issues related to resources, technical problems, cost, financial standing, sub-contractors, design, supplies, clients response, engagement of the project team etc. (ii) How do you propose to capture learning from the project teams in managing a crisis? Your response should be supported by the top 5 lessons from previous projects to show how the process works and how you transferred that in to new projects. Provide a detailed account of a real project crisis which required your project team to take a lead in resolving the issue. You should attempt to demonstrate your experience and the processes you follow to reach a satisfactory outcome and how the learning gained through the experience is used to improve your risk management on future projects and which will benefit CHG.. 62 A5. Commercial Approach (5.00%) APPENDIX A (1) Guidance (a) Please demonstrate how you will balance quality against cost to achieve our goals. Specifically address cost/value and cost in use across the life of the development. Clear proposals for achieving quality whilst understanding cost implications. Each stage of the development process discussed and addressed. (b) Please tell us how you propose to help us achieve best value at all stages of a development project. Specific proposals of how to deliver best value at all key stages of development project. Supported with evidence. c) We have provided estimates of the framework pipeline but we expect all framework partners to help with generating business. How will you source new development opportunities for Coastal Housing Group and make CHG your first choice? Understands mutual benefit of developing new business. Understandings changing nature of Registered Providers development. Gives proposals for developing new businessand finding sites. 63 A6. Continuous Improvement (5.00%) APPENDIX A (1) Guidance (a) How should previous knowledge and experience be captured and how would you propose to share this to the benefit of Coastal Housing Group and Framework Partners? Structured approach to learning and avoiding repetition of mistakes. Systems in place to capture tacit knowledge. (a) (b) During the framework there will be changes to legislation, funding conditions, and lessons learnt from other schemes or installations etc. Discuss how you will proactively address these issues and how you will ensure such changes are appropriately integrated to ensure that the risk and impact on the schemes are reduced for the schemes you will be involved in and for Coastal Housing Group and their development process. Please include in your response any imminent changes you are aware of. Specific proposals and evidence of being able to update Coastal Housing Groups on various issues requested. Proactive approach that ensures service of the highest standard to the benefit of the client. Understandings implications on the client and acts accordingly. 64 A7. Sustainability (8.00%) APPENDIX A (1) Guidance (a) Coastal Housing Group is currently working with WRAP and their halving waste to landfill programme to reduce waste and use materials efficiently. How will you identify and prioritise options to reduce and reuse waste and increase use of recycled content on projects let through the Framework, and use the SWMP to help meet our cost saving and waste objectives. Understanding of halving waste to landfill initiative and its targets, whilst providing specific proposals for achieving. Considered discussion regarding SWMPs.. (a) Please outline your selection process for the appointment of a company to undertake code for sustainable homes assessments. Include an outline of how the assessor will work with you and CHG and their scope of work covered within their appointment. Provide details of your selection and evaluation procedures for the appointment of code for sustainable home assessors and outline how their input will be delivered. (a) How will a code assessor provide practical and value for money solutions for a social housing client particularly in order to meet the higher standards required to achieve level 4 approvals. Provide real examples of how code level 4 requirements have been provided in a practical and value for money sense.
17 65 A8. Targeted Training & Recruitment Training Plan (5.00%) APPENDIX A (1) Guidance (a) Can you give practical examples of how you would engage with agencies that work with young people and long term unemployed to fill the positions created by targeted recruitment and training clauses? (b)How would you involve the Client in the recruitment of the TR & T requirements? (c) What TR & T monitoring measures would you put in place to ensure you delivered on your TR & T responsibilities? (d)What actual Community Benefits would envisage you could deliver through your Corporate Social Responsibilities Objectives/Policy? (e)Provide a detailed plan for TR&T including commitments to employment, apprenticeships and training for every £0.5M of turnover achieved within this framework. The plan should be an annual plan and targets and reflect a turnover of £0.5m per annum. Identify relationship and strategies that have and will be developed to meet your TR&T plans. Insert Sweett Slides Stakeholders 67 - RACI - Follow through the process - Implement strategy - Decision makers - Satisfied with results they produce - Applied the scoring regime and weightings they set 68
18 69 No. Contractor Section E - Experience Question 17 - Experience 1.1 - Med and High Density 1.2 - Low Density and Rural 2.1 - Affordable Housing 2.2 - Private Sale & Market Rent (/4) % 1.0000 (/4) % 1.0000 (/4) % 2.0000 (/4) % 2.0000 1 Wilmott Dixon 3 75 0.7500 3 75 0.7500 3 75 4.0000 3 75 1.5000 2 Midas 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 3 Dawnus 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 4 Wates 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 5 Vinci 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 Rank Comments Rank in scoring pre CDM Contractor CDM Assement 1 Very impressed with the examples from around the country - well presented. 1 Wilmott DixonPass 2 Good submission and strengths in the business - experience was not very descriptive but demomnstrated their ability. 2 Midas Pass 3 Good variety of work across the themes of the pqq - some repetitive. Demonstrates good examples. 3 Dawnus Pass 4 Some very good experience from across the UK and some local. 4 Wates Pass 5 Some very good experience from across the UK and some local. 5 Vinci Pass Exercise Time Tender Question - Exercise 71 • As a local company, how might you emphasise that you have a number of advantages? Tender Question Answer - Exercise 72 Wrong Answer: The Council should give contracts to local companies as a matter of course, because it retains profit in the area and improves local employment levels. Right answers: Lower Cost Base Close proximity to client : Allows customers to change their requirements at short notice Local knowledge: Specialised knowledge of local issues or local communities Fast response time, leading to better and more flexible service Improved environmental impact of shorter travel distance; potential economies of expenses Commitment to sustainable procurement (Investing in Local Supply Chain) Corporate Social Responsibility (Community Investment & Involvement)
19 ITT Weightings 73 Background for ITT Questions 74 PQQ Success – Onto the Next stage ITT Returns
20 • Formal receipt • Tender opening • RACI – Team formed (specialists) • Known format (PQQ) • Clarifications • Pricing Summary The interview • Clarification interview • Panel • Key criteria – present your proposal • Key criteria – additional attendee for TR&T • Demonstrate you can deliver • What sets you out from all the rest • Do you think the same as us? 78 Nearly there! Winning factors • Confidence • Competence • Could deliver • A can do attitude • Different from the rest • Leadership and willing to lead • Knew the client but never worked with them before (homework) • Left the client excited to do business with them • TR&T – not just operatives but office skilled people
21 Contractors View 81 Well Run process from start to finish Up front research and understanding of Client pays dividends Challenging questions that made team think. Page restrictions mean that responses are succinct and to the point Result = 1st - 85.938% Is it worth it? EU....2014

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Selecting the right provider for your contract

  • 1.
    1 Selecting the rightprovider for your contract Today’s Team 2 Tony Newberry Procurement Project Director, Sweett Group Limited who are we • Sweett Group is an international consultancy providing professional property and infrastructure services • Earned a reputation in the UK as being one of the top three consultancies’ to provide project and cost management services in retail, offices and healthcare • 2007 floated on the AIM - £61m • Turnover – on for £100m 2013/14 where we operate: Worldwide Sweett Group has a network of offices across Africa, America, Asia, Australia, Europe, Middle East. Our geographic reach enables us to provide our clients with a full range of all our services, whilst delivering local knowledge and global excellence. 1,300 employees in 54 offices worldwide
  • 2.
    2 Advisory Service –Procurement and Supply Chain • Procurement team operational for 12 years • Specialist in EU Procurement – not a QS • Sectors include Education, Health, Local Authorities and Affordable Housing • Affordable Housing is the Procurement teams core business area – 60% • Operate across the UK – current contracts Manchester, Leicester, Bristol, London... • Key clients include: - Housing – Affinity Sutton - Health – South Manchester Healthcare - Education – Rydens School - Local Authorities – Stevenage Borough Council - Charitable – H F Trust Ltd - Other – BBC - To name but a few.... 5 Key Services • EU Procurement Compliance • Procurement Strategy • Project Management • Performance Management • Framework Management • Critical Friend • Peer Reviews Objectives of the Event • Fundamentals of Selection • Generic Guidance (EU Procurement) • Demonstrate a 2 stage process as a case study • Learning • Guidance for consideration • Interactive • Hopefully enjoy an ‘interesting’ subject 6 Rules of the event • No Screaming, kicking or punching • Eye gouging is not permitted • Spear tackles “maybe” met with a yellow card • Everyone has a voice and a right to be heard • Respect opinions • Please listen, get the messages and put in to practice • This is valuable time well spent • Please enjoy and be interactive – or it’s a few hours of me! Agenda • Welcome • Agenda and Objectives • Introductions • EU Procurement – Background • Procurement Methods • Putting the rules in to practice = best practice procurement • Case Study
  • 3.
    3 Introductions • Name • Company •Position • One thing that we should know about you 9 EU Procurement Government Spending £230 Billions Spent on Public Procurement Efficiency and Reform Group Pressure on public sector procurement? 1. Focus on cost reduction • Remove requirement • Reduce scope • Get a cheaper price 2. Increased buying power • Centralised purchasing • Category Management • More Services for less 3. Better co-ordination across the geographic area / alignment with others • Does this mean standardisation 4. Budget control • Publishing of contracts • Data Collection and Information sharing 5. Risk and Demand Management • Forward planning • Market understanding 6. Supplier landscape will change • Less suppliers? Larger Contracts? • What does this mean for SME’s? …And all of the previous requirements including EU Procurement!
  • 4.
    4 - 13 - Whodoes it affect? • Contracting Authority • National / Local Government • Economic Operator • all tax payers! - 14 - The Aims • free movement • anti national discrimination • competition • restructure markets and achieve economies of scale • stimulate research and development • transparency and objectivity - 15 - OJEU Often called “OJEC/OJEU” Process, “EU Procurement”, etc Definition - Public Procurement “Purchasing by public sector authorities and bodies of works, services and supplies” EU TREATY EU Procurement Directives Enacted in English Law (Statutory Instruments) The Public Contract Regulations 2006 & 2009 - 16 - What does it mean? • all have a right to know about the contracts that are available • all Candidates and Tenderers need to be assessed on an objective and fair basis • robust and understood procedures should be used to ensure equal treatment • minimum timescales to be used to allow bidders time to prepare • criteria set in advance and published • all have the right to know who was awarded the work and right to challenge
  • 5.
    5 I’m not publicsector..... • Tax payer • Best practice procurement • Leading change through out Europe in procurement • Legal support – decisions helping you define a course of action • Increased probity in decision making • Put value at the heart – but value is what you want it to be! • Match the outcome to the strategy 17 Stage one – Understanding Requirements - 19 - Classification? Stage One – Understanding Requirements Part A Services (full process) Accounting, auditing, book-keeping, Market research and opinion polling, Management consultancy, Architectural, engineering, urban planning, landscaping and related technical services, Advertising, Building cleaning and property management, Sewerage and refuse disposal, IT Services, Financial Services Transport and courier services, Maintenance and repair of vehicles and equipment….. Catering, Legal, Security, Educational Health and Social Recreational, Cultural and Sporting…. Part B Services (part process – limited to technical spec, contract award notice only) - 20 - Stage One – Understanding Requirements • hierarchical support (Board) • budget holders • Service Delivery Management • users of the agreement • inter-related departments – IT / finance • tenants • local residents Gathering information
  • 6.
    6 Example RACI 21 -22 - Statement of Need: • RACI • how will they use? • who is affected by their delivery? • quantify – current providers, value, service, contracts, cost model, performance data, service level requirements • 360 degree review • summary for desktop review “To get to where you want to be, first you must understand where you are now’’ Stage One – Understanding RequirementsStage One – Understanding Requirements - 23 - Does EU Procurement apply? Supplies Services (maintenance) Works (new build) £173,934 or €200,000 £173,934 or €200,000 £4,348,350 or €5,000,000 EU Procurement Thresholds apply from 1 January 2012 to 31 December 2013. • Net of VAT • based on estimated value • aggregation – over 4 years Stage One – Understanding Requirements - 24 - Stakeholder Workshop End User Voice Workshop • review information gathered • what needs to change? • what do we want to keep? • what does ‘good’ look like? • what agendas do we have to consider? • what are the risks to be managed? • revised profile ready for procurement Building a Procurement Strategy Stage One – Understanding Requirements
  • 7.
    7 Defining Value ForMoney - 25 - • VfM is the optimum combination of cost, quality and fitness for purpose to meet the buyer’s requirements (it is not about the lowest price) • Local authorities are subject to the Best Value guidelines – how does your business define it? • Embraces the concept of the ‘price-quality’ relationship • Selection usually will be made on the most economically advantageous tender (MEAT) - 26 - Stage One – Understanding Requirements • define what is required • consult with providers • understand interest • can the service and objectives be met? • ready to ‘sell’ the strategy? Can the market meet the requirements? - 27 - Restricted procedure: • key stakeholders • user engagement • programme • understand workload • knowledge • buy-in through communication Stage One – Understanding Requirements Procurement Core Group - 28 - Stage One – Understanding Requirements Restricted • most popular • 2 stage process • clear requirements • no negotiation • a large number of providers Open • used for exacting specification • 1 stage process • straight to tender • no negotiation • limited market place Competitive Dialogue • specialist requirements • 3 stage process • PQQ stage, ITPD then ITT Accelerated Restricted • emergencies • same as restricted • timescales • Economic Circumstances (government economic tool in 2010 and 2011) Which procedure?
  • 8.
    8 29 Procedure Characteristics Whenthe procedure is adopted Open All qualified applicants must be given the opportunity to bid For lower risk procurement where supplier capability is less important or where the focus is on price Restricted Two stage process with facility to shortlist (PQQ + Tender) Where capability of supplier is key determining factor in the delivery of the contract, market response likely to be huge to allow short-listing Negotiated Two stage process with facility to negotiate at second stage Specification is not clear or some creative, artistic or expert input is required. Competitive Dialogue Two stage process with facility to enter into a dialogue with potential suppliers to consider potential solutions and refine specification before invitation to tender Complex procurement where suppliers expertise has significant impact on the development of the specification Stage One – Understanding Requirements - 30 - “an agreement or other arrangement between one or more contracting authorities and one or more economic operators which establishes the terms (in particular the terms as to price and, where appropriate, quantity) under which the economic operator will enter into one or more contracts with a contracting authority in the period during which the framework agreement applies” Source: Office of Government & Commerce • procurement of a source or sources that may meet your current and longer term needs • an enabler to further call-off from a pre-selected list achieved through a robust EU Procurement process Stage One – Understanding Requirements What is a framework agreement? - 31 - Client secure long-term commitments reduced tender time and improved quality performance measurement and improvement integrated teams and added value limited negotiation agreed framework for pricing Supply Chain secure stable relationship access to long term work commitments process knowledge and improvement standardisation added value project delivery improvement i.e. quality, satisfaction + = A good mix for all parties Stage One – Understanding Requirements What are the benefits of a framework agreement? Stage Two – The Procurement ‘Restricted Procedure’
  • 9.
    9 - 33 - StageTwo – Procurement • timing benefits • reduced administration • ease of access • username and password • post box Electronic procurement - 34 - • Design of the PQQ - Reg 23 - Ineligiblity - Reg 24 - Financial Standing - Reg 25 - Technical & Professional Ability, Experience - Use the strategy / further consultation - Weighting / Evaluation • Design the Contract Notice / PIN? - Informed by the Procurement Strategy - Needs to be exacting in description and complete - Issue via SIMAP ( 37 days / accelerated?) • PQQ Process - EOI / Bidders Days - PQQ Issue (electronically) - PQQ Clarifications - PQQ Evaluation Workbook - Receipt and Compliance Check - Evaluation / Adjudication (optional) - Inform and Feedback - *Consortia Output Identify Tenderers (min. 5) Benefits Transparent process Clear and recorded decisions Stage Two – Procurement Selection procedure (looking back) - 35 - • Design of the ITT - Clear instructions for tendering - Specific requests for proposals - Use the strategy / further consultation - Weighting / Evaluation Criteria • Pricing Document - Design of a pricing template - MEAT / Lowest Price • Contract / Framework Agreement - Preparation of documents • Client Brief - Specific needs - Performance Management - KPI’s, other. • Technical Brief - Technical Standards • ITT Process - ITT Issue (electronically) - ITT Clarifications - ITT Evaluation Workbook - Receipt and Compliance Check - Set up Client Evaluation - Undertake Commercial Evaluation Stage Two – Procurement Award procedure (looking forward) Output Definitive Tender Documents Benefits Clear expectations of Tenderer Clear and recorded decisions Tenderers meet RSL’s needs Example Scoring Criteria 36 Score Response Type Reason indicated for Score 0 Non-compliant response No relevant information / solution provided in response to contract requirements. 1 Unacceptable response Partially compliant response but with serious deficiencies in solution offered, indicating serious difficulties / inability to deliver contract requirements. 2 Unsatisfactory response Partially compliant response with shortfalls in solution offered, indicating not all contract requirements could be met and thus difficulty in delivery of the contract. 3 Acceptable response Compliant response, indicating basic contract requirements are met but not exceeded. Contract could be delivered. 4 Good response Compliant response, clearly indicating entire delivery can be met and solution offers some limited benefits beyond stated requirements. 5 Excellent response Compliant response, bidder illustrated comprehensive understanding of contract reqs. Proposed solution provides significant additional benefits beyond stated reqs.
  • 10.
    10 Example Weighting 37 -38 - • Interviews – Verifying Proposals - Organisation - Interview - Summarising and Scoring • Site Visit – Verifying Proposals - Organisation - Attendees and Facilitation - Summarising and Scoring = reality check of proposals Stage Two – Procurement Interview and site visits Output Verification of tendered proposals Benefits Prove or disprove proposals Meet the management team Test technology Inspect quality - 39 - • Recommendations Report - Summary of process - Collation of scoring data - Recommendation for Cyril Sweett - Presentation to Board • Award - Inform successful and unsuccessful Tenderers - Standstill period - Provide feedback to failing Tenderers - Communicate with candidates - Manage any challenge – to date • Contract Sign-off - Achieve early contract sign-off Output Supporting report to validate process and decisions made. Manage failing Tenderers Benefits A compliant EU Procurement process is achieved Selected Tenderer's meet the needs of the RSL Stage Two – Procurement Awards The lessons • Consultation • You should always define what you need - Statement of Need • Provide fixed timescales – work to your programme • Clear outline of expectations - don’t skimp on the brief (you’ll pay for it.... ) • Apply a market test – don’t ask for the moon and stars! • Consider which procedure is right for you – pens / houses 40
  • 11.
    11 The Contract Notice... •Must be exacting in it’s needs and adequately describe the procurement • Can often be the point of challenge in any procurement – wrong CPV Codes (category), wrong NUTS code (location) etc • Is usually the only notification to market and is driven by a defined timescale – 37 days. • Is where most mistakes happen – impact = no or zero response 41 A London Borough wish to appoint an Architect for the redevelopment of a housing site they have. The Contract Notice is seeking Expressions of Interest from Architects for the scheme it has been published today. Look through there are 6 mistakes which you should try and find. In teams. See if you can spot them. Break The mistakes are: • II.1.3 the wrong box is highlighted, should be public contract not framework • II.1.8 the contract is not divided into Lots • II.2.3 the contract is not subject to renewals (it is a one off) • IV.1.1 It cannot be accelerated restricted procedure these days for the reason given • IV.1.2 minimum number of 2 to tender is considered too low • IV.3.4 with the notice being published today the return date is too soon If you find any more you get brownie points!! 43 Important to note...
  • 12.
    12 Five recent ‘notesto self’ • Test for Equality and Diversity – Process for assessment and how it is monitored needs to be included in recommendations reports. • Financial Standing – D&B, insurance, turnover thresholds, accounts. - Cannot use one of the criteria to exclude a candidate – can use as part of the reasoning but not all. It all has to be proportionate. • Tax Compliance – statement required in procurement documents to promote tax compliance. If the statement is negative, the onus is on the Contracting Authority to reject the candidate. • Social Value Act 2012 – Encourages the supply chain to contribute to a local provision as a result of winning the contract. Be clear in strategy of the expectation, put in the PQQ as a brief and measure in the ITT (Caution – Framework Agreements) • Exclusion for Past Misconduct – Forposta (Poland) were omitted from the tender process on that basis of past performance and challenged. Regulation 23 (4) allows for that to occur but you must include the ‘discretionary; clause in the PQQ and determine what is or is not appropriate conduct. Must be over a set period e.g. 3 years. They must be responsible for the failure! - 45 BUT!!!!! The rules are about to change! EU Procurement Changes • In July 2013 final negotiations completed between EU and its member states on changes to EU Procurement Rules. • Final confirmation of the negotiated changes will be released this Autumn with changes to be implemented (become law) by June 2014. • Timeframes for change are to allow the UK to take advantage of the benefits as soon as possible as it removes a significant number of ‘bureaucracy” and can help the UK economy by procuring contracts faster, less costly and invite greater competition . • Principles for transparency will not change • Same rules are going to apply (so you have not wasted your time here!) but with some flexibility. • Emphasis on assessing quality and innovation – MEAT becomes standard / new process to encourage innovation. 47 What are the key changes ‘expected’ • Public Sector organisations that have subsidiaries need not tender the requirements and ask the subsidiary to bid via OJEU if they Contracting Authority has a decisive influence over the subsidiary, the subsidiary does more than 90% of the work or has no private equity investments . • Much simpler process of assessing bidders’ credentials, involving greater use of supplier self-declarations, and where only the winning bidder should have to submit various certificates and documents to prove their status. • More freedom to negotiate – constraints on using the negotiated procedure have been relaxed, so that procedure is available for any requirements that go beyond “off the shelf” purchasing. • Poor performance under previous contracts is explicitly permitted as grounds for exclusion. • The distinction between Part A and Part B Services has been removed, and a new light-touch regime introduced for social and health and some other services. There will be OJEU advertising and other specific obligations for this new light-touch regime, but a much higher threshold has been agreed 48
  • 13.
    13 • Electronic marketplacesfor public procurement are expressly permitted, removing any doubt as to their legality. • The statutory minimum time limits by which suppliers have to respond to advertised procurements and submit tender documents have been reduced by about a third. This flexibility could be helpful for speeding up simpler or off-the-shelf procurements, but still permits longer timescales for requirements where bidders will need more time to respond. • NOTE The directive includes a binding commitment on the Commission, to review the economic effects on the internal market as a result of the application of thresholds, which could lead to an increase in the thresholds, which have been broadly static for 20 years. The review must happen within 3 years of the directive’s transposition. • Insolvency and Contract Variations – significant changes (scope – up to 50% value change if its the contracting authority making the change; value increases can be agreed of up to 5% of the contract value provided it remains below EU thresholds; transfer of business following insolvency is permitted without needing to retender) dealt with under the new rules. 49 • Legal clarity that buyers can take into account the relevant skills and experience of individuals at the award stage where relevant (eg for consultants, lawyers, architects, etc). • Improved rules on social and environmental aspects, making it clear that: - social aspects can now also be taken into account in certain circumstances (in addition to environmental aspects which had previously been allowed). - buyers can require certification/labels or other equivalent evidence of social/environmental characteristics - e-procurement will become mandatory - improved safeguards from corruption: - safeguards against conflicts of interest - provision against illicit behaviour by candidates and tenderers, 50 • encourage and allow preliminary market consultation between buyers and suppliers, which should facilitate better specifications, better outcomes and shorter procurement times. • Turnover cap has been introduced to facilitate SME participation. Buyers will not be able to set company turnover requirements at more than two times contract value. • A new procedure has been introduced: the “Innovation Partnership” procedure. This is intended to allow scope for more innovative ideas. The supplier essentially bids to enter into a partnership with the authority, to develop a new product or service. • The full life-cycle of costings can be taken into account when awarding contracts; this could encourage more sustainable and/or better value procurements which may save money over the long term but appear more costly on the initial purchase price. • Development Land Agreements no longer under threat of eu challenge –provided that a deal to build is significantly influenced by the requirements of the contracting authority, . 51 • E-certis - “E-certis” will be a central, on-line point where suppliers can find out the type of documents which they may be asked to provide in any EU country, even before they decide to bid. This should be of particular help when suppliers wish to bid cross-border, as they may be unfamiliar with the detailed requirements of other EU Member States. - This includes a new European Procurement Passport (renewable every 6 months). - Organisations can had 90% of any PQQ ready to go - Less costly to put together an application - Easier to assess – tick box approach? - Speedier procurement (remember the improved timescales) 52
  • 14.
    14 Case Study – CoastalHousing Group Coastal Housing Group • Affordable Housing Provider • Swansea • 4000 Homes • Major Development Partner with Welsh Assembly • Focus on local engagement, Service Delivery, Quality and Sustainability • Big ideas – regeneration, employment, retention and legacy • Key – People, Contractors, Commitment and Transparency The Sweett Commission • Set up a Development Framework • Partnering ethos • Local supply chains • Value bands • Cross regional boundaries • Working with others - CPB • Big ideas matched with Big Ideas • Credible number of ABLE providers • THINK THE SAME WAY AS US 55 Workshop – Defining the Need 56
  • 15.
    15 Procurement Strategy Be thebest Affordable Housing provider in Wales Value for Money Best cost base Competitive pricing Quality People,, Finish, Materials, Process Excellent Customer Satisfaction Quality Homes KPI Scores Low Maintenance Costs No Defects, WLC, Energy Effivciient Sustainable homes CfSH Level s 3 -6 Small and Large projects 1 home – 50 homes Economic Growth Localism TR&T Legacy Employment 57 Contract Notice 58 Coastal Housing Group & Partners Bidder’s Event 8th November 2011 Contractor Framework for Development and Refurbishment 60 A3. Quality (10.00%) APPENDIX A (1) Guidance How will you work with Coastal Housing Groups appointed Clerk of Works during the contract and at Practical Completion to ensure smooth completion of the snagging process , handover of o&m manuals and health and safety information?. Detailed proposals for dealing with contract works and snagging. Clear willingness to work with the clerk of works and understanding of process. Propose how you will manage quality control including your commitments to manage and respond to defects within a defined policy and procedure that you have adopted. Support with a practical example to demonstrate how this works in reality. Outline the processes you have in place in terms of defect management and quality control. Provide examples of how you tackle defects if they arise.
  • 16.
    16 61 A4. Risk Management(8.00%) APPENDIX A (1) Guidance (a) How will you contribute to the management of Health & Safety risks on site and on completed projects? Understands construction industry H&S. Shows how they manage their risks pre-construction and on site. Understands potential post completion risks. Corporate measures in place to managerisks. (b) Project Crisis (i) How will you manage a project that is in crisis? Your response should consider but not be limited to identifying a project in crisis; how the business and management team will respond. It may be appropriate to demonstrate your proposals using an example(s) that may consider issues related to resources, technical problems, cost, financial standing, sub-contractors, design, supplies, clients response, engagement of the project team etc. (ii) How do you propose to capture learning from the project teams in managing a crisis? Your response should be supported by the top 5 lessons from previous projects to show how the process works and how you transferred that in to new projects. Provide a detailed account of a real project crisis which required your project team to take a lead in resolving the issue. You should attempt to demonstrate your experience and the processes you follow to reach a satisfactory outcome and how the learning gained through the experience is used to improve your risk management on future projects and which will benefit CHG.. 62 A5. Commercial Approach (5.00%) APPENDIX A (1) Guidance (a) Please demonstrate how you will balance quality against cost to achieve our goals. Specifically address cost/value and cost in use across the life of the development. Clear proposals for achieving quality whilst understanding cost implications. Each stage of the development process discussed and addressed. (b) Please tell us how you propose to help us achieve best value at all stages of a development project. Specific proposals of how to deliver best value at all key stages of development project. Supported with evidence. c) We have provided estimates of the framework pipeline but we expect all framework partners to help with generating business. How will you source new development opportunities for Coastal Housing Group and make CHG your first choice? Understands mutual benefit of developing new business. Understandings changing nature of Registered Providers development. Gives proposals for developing new businessand finding sites. 63 A6. Continuous Improvement (5.00%) APPENDIX A (1) Guidance (a) How should previous knowledge and experience be captured and how would you propose to share this to the benefit of Coastal Housing Group and Framework Partners? Structured approach to learning and avoiding repetition of mistakes. Systems in place to capture tacit knowledge. (a) (b) During the framework there will be changes to legislation, funding conditions, and lessons learnt from other schemes or installations etc. Discuss how you will proactively address these issues and how you will ensure such changes are appropriately integrated to ensure that the risk and impact on the schemes are reduced for the schemes you will be involved in and for Coastal Housing Group and their development process. Please include in your response any imminent changes you are aware of. Specific proposals and evidence of being able to update Coastal Housing Groups on various issues requested. Proactive approach that ensures service of the highest standard to the benefit of the client. Understandings implications on the client and acts accordingly. 64 A7. Sustainability (8.00%) APPENDIX A (1) Guidance (a) Coastal Housing Group is currently working with WRAP and their halving waste to landfill programme to reduce waste and use materials efficiently. How will you identify and prioritise options to reduce and reuse waste and increase use of recycled content on projects let through the Framework, and use the SWMP to help meet our cost saving and waste objectives. Understanding of halving waste to landfill initiative and its targets, whilst providing specific proposals for achieving. Considered discussion regarding SWMPs.. (a) Please outline your selection process for the appointment of a company to undertake code for sustainable homes assessments. Include an outline of how the assessor will work with you and CHG and their scope of work covered within their appointment. Provide details of your selection and evaluation procedures for the appointment of code for sustainable home assessors and outline how their input will be delivered. (a) How will a code assessor provide practical and value for money solutions for a social housing client particularly in order to meet the higher standards required to achieve level 4 approvals. Provide real examples of how code level 4 requirements have been provided in a practical and value for money sense.
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    17 65 A8. Targeted Training& Recruitment Training Plan (5.00%) APPENDIX A (1) Guidance (a) Can you give practical examples of how you would engage with agencies that work with young people and long term unemployed to fill the positions created by targeted recruitment and training clauses? (b)How would you involve the Client in the recruitment of the TR & T requirements? (c) What TR & T monitoring measures would you put in place to ensure you delivered on your TR & T responsibilities? (d)What actual Community Benefits would envisage you could deliver through your Corporate Social Responsibilities Objectives/Policy? (e)Provide a detailed plan for TR&T including commitments to employment, apprenticeships and training for every £0.5M of turnover achieved within this framework. The plan should be an annual plan and targets and reflect a turnover of £0.5m per annum. Identify relationship and strategies that have and will be developed to meet your TR&T plans. Insert Sweett Slides Stakeholders 67 - RACI - Follow through the process - Implement strategy - Decision makers - Satisfied with results they produce - Applied the scoring regime and weightings they set 68
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    18 69 No. Contractor SectionE - Experience Question 17 - Experience 1.1 - Med and High Density 1.2 - Low Density and Rural 2.1 - Affordable Housing 2.2 - Private Sale & Market Rent (/4) % 1.0000 (/4) % 1.0000 (/4) % 2.0000 (/4) % 2.0000 1 Wilmott Dixon 3 75 0.7500 3 75 0.7500 3 75 4.0000 3 75 1.5000 2 Midas 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 3 Dawnus 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 4 Wates 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 5 Vinci 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000 Rank Comments Rank in scoring pre CDM Contractor CDM Assement 1 Very impressed with the examples from around the country - well presented. 1 Wilmott DixonPass 2 Good submission and strengths in the business - experience was not very descriptive but demomnstrated their ability. 2 Midas Pass 3 Good variety of work across the themes of the pqq - some repetitive. Demonstrates good examples. 3 Dawnus Pass 4 Some very good experience from across the UK and some local. 4 Wates Pass 5 Some very good experience from across the UK and some local. 5 Vinci Pass Exercise Time Tender Question - Exercise 71 • As a local company, how might you emphasise that you have a number of advantages? Tender Question Answer - Exercise 72 Wrong Answer: The Council should give contracts to local companies as a matter of course, because it retains profit in the area and improves local employment levels. Right answers: Lower Cost Base Close proximity to client : Allows customers to change their requirements at short notice Local knowledge: Specialised knowledge of local issues or local communities Fast response time, leading to better and more flexible service Improved environmental impact of shorter travel distance; potential economies of expenses Commitment to sustainable procurement (Investing in Local Supply Chain) Corporate Social Responsibility (Community Investment & Involvement)
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    19 ITT Weightings 73 Background forITT Questions 74 PQQ Success – Onto the Next stage ITT Returns
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    20 • Formal receipt •Tender opening • RACI – Team formed (specialists) • Known format (PQQ) • Clarifications • Pricing Summary The interview • Clarification interview • Panel • Key criteria – present your proposal • Key criteria – additional attendee for TR&T • Demonstrate you can deliver • What sets you out from all the rest • Do you think the same as us? 78 Nearly there! Winning factors • Confidence • Competence • Could deliver • A can do attitude • Different from the rest • Leadership and willing to lead • Knew the client but never worked with them before (homework) • Left the client excited to do business with them • TR&T – not just operatives but office skilled people
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    21 Contractors View 81 Well Runprocess from start to finish Up front research and understanding of Client pays dividends Challenging questions that made team think. Page restrictions mean that responses are succinct and to the point Result = 1st - 85.938% Is it worth it? EU....2014