1 / 46

Introduction to empa Frameworks

Introduction to empa Frameworks. June 2010. Alan Coole Development Director Paul Windle Framework Development Manager Dave Lowe Vbd Consultants. Scape System Build Ltd is: Local Authority Controlled Company Trading Company for CLASP EU Procurement Directive

coral
Télécharger la présentation

Introduction to empa Frameworks

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Introduction to empaFrameworks June 2010

  2. Alan Coole Development Director Paul Windle Framework Development Manager Dave Lowe Vbd Consultants

  3. Scape System Build Ltd is: • Local Authority Controlled Company • Trading Company for CLASP • EU Procurement Directive • Contracting Authority & Central Purchasing Body Shareholders: Derby City Derbyshire Gateshead Nottingham City Nottinghamshire Warwickshire

  4. Consultancy • New Build – Scape Technology • Refurbishment advice Strategic Procurement • New build projects • Maintenance programmes • East Midlands Property Alliance managing agent • Design Team Framework

  5. LA LA empa Scape and empa empa Executive REIP Scape managing agent

  6. Sub-Region 1 1. Bolsover DC Derby City Derbyshire CC Derbyshire Dales DC Erewash BC High Peak BC NE Derbyshire DC Sth Derbyshire Sub-Region 2 1. Ashfield DC Broxtowe BC Newark & Sherwood Nottingham City Nottinghamshire CC Notts Police Sub-Region 3 Lincolnshire CC Nth Kesteven DC Lincoln City Sub-Region 4 Lincolnshire CC South Kesteven DC South Holland DC Rutland CC Current Members and Participants • Sub-Region 5 • 1. Blaby DC • 2. Charnwood BC • 3. Daventry BC • 4. Harborough DC • 5. Hinckley & Bosworth BC • 6. Leicester City • 7. Leicestershire CC • 8. Melton BC • 9. NW Leicestershire DC • Oadby & Wigston BC • Sub-Region 6 • 1. Corby BC • 2. Daventry DC • 3. E Northamptonshire DC • 4. Kettering BC • 5. Northampton BC • 6. Northamptonshire CC • 7. S Northamptonshire DC • 8. Wellingborough BC • 38 of 46 authorities participating • 10 authorities have projects in progress • other public bodies are looking to join

  7. Executive Board Chair/Vice Chair Working Group Leaders Alliance Manager Working Group Theme New Procurement Scape Development/Management/Facilitation Convergence of existing procurement Working Group Theme Training Regional Developments How empa Fits Together. Other Themes

  8. empa’s activities delivered by Scape Large projects framework - £7.5 - £30m - Live Intermediate framework - £2 - £7.5m – Live Minor Works framework - £10K - £500K - £2m – Live Repairs & Maintenance initiative – Autumn 2010 Strategic Asset Management – Commenced Design & Technical services – Jan 2011 FM – Trial in operation Training academy Regional supply chain development

  9. New Framework LA AA LA AA Scape New Framework AA LA National Collaborations How do the Delivery Contracts Work? ScapeAnalysing, Refining, Procuring, Delivering Services to Local Authorities through collaborative developments.

  10. Increasing costs of construction £ Need for savings time Issues to resolve Costs • Need for savings • Costs increasing • High aspirations

  11. Solution enhanced by frameworks - Advantages • Earliest contract involvement • Continuous improvement on all issues • Wider agenda introduced Evidence… • Early empa experience, indicating +6% savings • Low/zero procurement costs

  12. Solution enhanced by empa • Scale - Flow of projects • Providing an infrastructure for management • Common approach to the market • Reduced costs of procurement • Reaching the supply chain

  13. Solution enhanced by empa • Training – Skills academy • Developing the client side • Improving contractors • Skills agenda • Economic and social sustainability • Local delivery • Supply chain development

  14. Framework Contractor Selection OJEU Compliant 2-stage Tender In accordance with the Public Contract Regulations 2006 Wide based selection panel Approved process by empa and Scape

  15. Contract Forms: Scape Framework One - NEC Option C Intermediate Framework - NEC Option C Minor works upper band - NEC Option C Minor works lower band - NEC Short version

  16. Intermediate operates region wide Minor works in sub regions

  17. Intermediate Framework Wates Kier Willmott Dixon Available Now

  18. Minor Works Framework

  19. Scape/empa Frameworks Accessible by any public sector organisation Project values as the bands Satisfies requirements of EU procurement Directives Managed arrangements - No need to tender principal contractor – protocols for selection

  20. Principle Features of the Framework Early engagement of Customer and contractor Simple process to follow Risk management Cost control and ordering procedures Open book Performance monitoring procedures

  21. Contract Forms: Scape Framework One - NEC Option C Intermediate Framework - NEC Option C Minor works upper band - NEC Option C Minor works lower band - NEC Short version

  22. Contractor’s commercial interest Being allocated the next project Protect their reputation – special measures Avoid a loss – make a modest profit Minimise the design liability that is retained in the company

  23. Preliminary considerations Project Process Process map schedule 5 Gateway process Contractors pre construction activities schedule 10 Specification of design services schedule 9 Feasibility stage- is the project doable Pre construction stage- reaching a point of commitment Construction phase

  24. Feasibility Preconstruction Construction

  25. Strategies on Supply Chain Tendering • Customer to make their policies clear. • Contractor required to deliver best value • Contractor’s methods of operation with regard the supply chain part of their submission • Exercise judgement around…. size, complexity, availability in market, alternative procurement methods. • Allowances for the unforeseen or ill defined

  26. Risk Management There is risk for the client therefore: • Identify it • Evaluate it • Accept it • Report it • Manage it

  27. Cultural Issues to Address! • Seeking to collaborate • Organisations with different cultures • Changed relationships Challenge for Leaders

  28. empa REPAIRS & MAINTENANCE THE DIALOGUE PROCESS 30th June 2010 David Lowe Value By Design Limited

  29. THE PROCESS • Short-listing from PQQ

  30. THE PROCESS Bidders The ‘funnelling’ process AWARD PQQ DIALOGUE ITT ISOS ISDS

  31. THE PROCESS • Reasons for Dialogue • The need for work/partners is known • The final specification and solution is unknown • Reduce expenditure of many Bidders through funnel process • Allow high levels of client/stakeholder engagement • Develop appropriate solution (s) with Bidders through dialogue.

  32. THE PROCESS • R&M FRAMEWORK CONTENTS • Some clients will be offering up work to start on commencement of the Framework. These will be bid through the dialogue and Final Tender processes. • Other work will may be awarded through mini competition once the Framework is operational. The dialogue must consider the potential for these elements, developing appropriate solutions to be called off in the future. (Subject to dialogue)

  33. THE PROCESS • ITPD – Invitation to Participate in Dialogue • Guidance & information applicable through the dialogue phase. • Details evaluation criteria of dialogue phase • Provides outline details to Framework Agreement • Key topics of evaluation developed through the dialogue phase.

  34. THE PROCESS • Outline Specification • Details basic requirements of solutions. Indicators of existing workloads and anticipation of future work. • All solutions must comply with this, variations and solutions themselves are to be reviewed and discussed in dialogue meetings. • Changes to Output Specification will be universal between Bidders. • Existing detailed information available within Dataroom. Details and booking procedures included here.

  35. THE PROCESS • Rule of Engagement • Processes and etiquette for conducting dialogue meetings with clients &stakeholders • Bidders with 1 or 2 Zones will get 1 ½ hours at initial dialogue meeting. Those with 3+ will get 3hours. • Questions to be issued to SCAPE prior to meetings wherever possible.

  36. THE PROCESS • ISOS – Invitation to Submit Outline Solutions • First round of dialogue quality evaluation and visits to establish quality standards and systems. Evaluation broken down into: • Meeting Authorities’ requirements • Quality of proposed personnel and interface proposals with Authority • Commercial and Legal • n/a • Reference projects and site visits • Includes written submission and subsequent interview • Bidders must pass minimum standards

  37. THE PROCESS • ISDS – Invitation to Submit Detailed Solutions • Second round of dialogue development of methodologies and processes to suit clients. Evaluation broken down into: • Meeting Authorities’ requirements • Quality of proposed personnel and interface proposals with Authority • Commercial and Legal • Financials • n/a • Includes written submission and subsequent interview • Bidders must pass minimum standards

  38. THE PROCESS • Dialogue Presentations • Introductions and reiteration of the procedures for elimination of Qualified Bidders by the Authority • Qualified Bidders brief verbal introduction to their Team and contents of their presentation • Qualified Bidders presentation on • Round 1 – Outline Solutions • Round 2 – Detailed Solutions • General questions • Qualified Bidders questions • Evaluation team will review marks based on these interviews

  39. THE PROCESS • Marking weighting in Dialogue

  40. THE PROCESS • DIALOGUE • Ultimate aim of the process is to identify suitable solution (s) and demonstrate skills, capacity and basic affordability. • Relies on meeting clients & stakeholders to identify & create solutions. Better solutions more likely to attract more clients. • Both ISOS & ISDS end with written submission and interview/presentation – opportunity to demonstrate solution and present team. • Only shortlisted Bidders invited to submit tenders

  41. THE PROCESS • DIALOGUE • Ultimate aim of the process is to identify suitable solution (s) and demonstrate skills, capacity and basic affordability. • Relies on meeting clients & stakeholders to identify & create solutions. Better solutions more likely to attract more clients. • Bidders responses through the dialogue may instigate amendments to documents, these will be updated & re-issued to all Bidders. Only commercially sensitive information will be withheld. • Only shortlisted Bidders invited to submit tenders

  42. THE PROCESS • FINAL TENDER • Shortlisted Bidders invited to submit final costs and solutions to Scape based on dialogue process. • May maximum of two solutions from each Bidder. • Final evaluation based on MEAT criteria, i.e. quality cost split.

  43. THE PROCESS PQQ DIALOGUE ITT ISOS ISDS Set minimum quality standard and outline solutions for framework Identify detailed solutions, method statements & cost models Identify EMAT solution based on detailed solution (s) & cost models 4 YEAR FRAMEWORK Identify appropriate track record/ skills

  44. THE PROCESS • DIALOGUE • Process allows Bidders to input into commercial/legal/ specification aspects of the work. • Within the limits specified by the documents Bidders may offer up and discuss solutions that will provide greatest efficiency and service to Clients.

  45. THE PROGRAMME

  46. End

More Related