PROJECT MANAGEMENT CONSULTANT SERVICES <<INSERT COLLEGE LOGO HERE>> Invitation to Tender << PROJECT NAME >> << College >> Contents Part A - Instructions to Tenderers Part B – The Process and Timetable Part C- Tender Interviews Part D- Selection Procedure Part E- Documents to be made available on Appointment Part F – Project Description Part G - Learning and Skills Council Requirements (Major Funding Body) Part H - Service Required & Scope of Services Appendix 1 - Pricing Summary and Bona fide tender declaration Appendix 2 – Consultant Scope of Service Appendix 3 – Your Company Appendix 4– Proposed Project Team Appendix 5 – Checklist Annex 1 – Consultant Scope of Services Questions Part A - Instructions to Tenderers Further to your Expression of Interest, << College >> invite you to tender, for the works described within this invitation to tender. The tender shall conform to the requirements set out in these documents and shall be << inclusive / exclusive; delete as appropriate >> of Value Added Tax (VAT). Address all technical enquiries about the work and make arrangements to view and inspect the premises to << name, telephone no. >>. Complete one hard copy of; 1. The bona fide Tender Declaration (Appendix 1) which includes the Additional Services Schedule. This must be in alignment with the Framework Tender Fee proposal. The LSC Framework Management team will evaluate prior to any appointment with << College>>. 2. Project Specific Service offer (Appendix 2), based on your organisations approach and the response the key project considerations and success criteria. 3. A brief résumé of your company organisation (Appendix 3) 4. A description of the people, relationships and roles and responsibilities of your proposed management team (Appendix 4) Securely seal in the tender envelope addressed to: << Name >> << Address 1 >> << Address 2 >> << Address 3 >> << Address 4 >> << Post Code >> Postage shall be paid by the tenderer. << College >> does not accept any responsibility for the premature opening (and therefore rejection) and mishandling of envelopes/packages not sealed or correctly marked. The envelope/package containing the tender must be clearly marked ‘TENDER FOR << College>>’ and no other distinguishing marks. Only a tender made in accordance with the foregoing tender conditions will be considered. The whole tender must be received by << College >> no later than << Time and Date >>. << College >> will not consider late or faxed tenders. << College >>shall NOT be bound to accept the lowest or any tender proposal. << College>> does not accept any liability for any expenses incurred by any supplier in the preparation of tenders, portfolios or attendance at any meetings or presentations. Please acknowledge receipt of this invitation to tender and accompanying documents by return to << College >>. Confirm you intend to submit a tender as requested. Undertaking Of Confidentiality << College >>undertakes to use its best endeavours to hold confidential, any information provided by you in your tender submission, subject to its obligations under law, including the Freedom of Information Acts. Should you wish any of the information supplied by you in your submission not to be disclosed because of its sensitivity, you should, when providing the information, identify the same and specify the reasons for its sensitivity. << College>> will consult with you about this sensitive information before making a decision on ant Freedom of Information request received. If no information is identified as sensitive, with supporting reasons, then it is likely to be released in response to an FOI request. Part B - The Process and Timetable Below are the key dates for the mini tender exercise and subsequent appointments: <<Edit according to your own requirements allowing a minimum of two weeks between tender issue and tender return date >> Tenders issued <<insert date>> Mid bid tender queries returned <<insert date>> Tenders to be returned <<insert date>> On receipt of your proposals, the process will be completed in stages: Completion mini tender evaluation <<insert date>> Tender Interviews and presentations <<insert date>> Notification of successful/unsuccessful consultants <<insert date>> LSC Framework Management Team validated fee <<insert date>> & structure of proposed project team Appointment of Consultant <<insert date>> Feedback to unsuccessful candidates <<insert date>> Please note that all the dates referred to above are currently anticipated and but may be subject to change. Part C - Tender Interviews Tender Interviews The interviews will be approximately one hour, and will be used to meet your proposed project team and to valid your tender return. <<delete if not required>> Presentations A presentation by your project team is required and will involve a 20 minute presentation on the subject/questions below. Should you require presentation equipment to be supplied by the College, please contact <<INSERT DETAILS HERE*>> <<INSERT PRESENTATION TOPICS – examples below>> Part D - Selection Procedure The College will be evaluating your responses in the following key areas: <<edit the weighting for the ability questions only. Remove any area that is not be evaluated i.e. presentations. You will be required to develop your own marking system and model answers for each of the sections below>> <<Suggested weighting>> Commercial Fee proposal 30% Project Service Offer 30% Proposed Project team 20% Ability Presentation 10% Interviews 10% <<As part of the selection process, the College will be required to provide feedback to the unsuccessful candidates. Providing feedback to the unsuccessful consultants is an important part of the process that must be completed by the College>>. Part E - Documents to be made available on Appointment <<Insert any additional documents know at the time of mini ITT. Edit and/or add to the indicative list below>> College Documentation Other College strategies or reports as may be appropriate College Prospectus College design guidelines Learning and Skills Council Documentation Strategy for Sustainable Development Capital Handbook – November 2006 Design Guidance Project Specific Information Design drawings Specifications Surveys Site plans Estates Strategy Lease arrangements Specifics i.e. SSSI Part F - Project Description <<Insert the Project Expressions of Interest Briefing Document or insert as much information regarding the project under the following headings>> The Scope Programme Special Features The Successful Outcome The Current Facilities The Proposed Site Site Address The Current Users College Organisation chart The Site Features Studies Reports Conducted Design Development Form of Contract and Contract Procurement Planning Project Budget The Construction Cost Project Opportunities and Risks Added Value Other Specific Considerations Project Information currently available e.g. Drawings Specifications Strategy documents Surveys/reports Part G – Learning and Skills Council Requirements (Major Funding Body) <<Insert any specific LSC conditions and/or requirements for the project>> Part H – Service Required In alignment with the Framework Tender and the GC/Works/5 (1999) general conditions for the appointment of consultants, overleaf are the scope of services required for the project. Consultancy service offer to include the following: <<Tick the table below to indicate what services are required for the appointment. If Strategic Property Advisor is Not Required please remove associated duties table>> Service required Service priced by College by consultant Project Management CDM Co-ordinator Strategic Property Advisor <<Tick the table below to indicate the duration of the appointment>> Consultant will be appointed to: Feasibility In Principle Design Application in Detail Construction DUTIES OF THE PROJECT MANAGER STAGE 1 Feasibility, RIBA stages A,B A1.1.1 Receive an initial brief from the Contracting Authority and assist in identifying possible options and expenditure limits. A1.1.2 Develop and submit to the Contracting Authority for approval a Project Execution Plan and, following approval by the Contracting Authority, carry out the Services and obligations necessary through this and all subsequent project stages in accordance with the LSC’s Capital Handbook (November 2006) at or below the approved cost limit which Services and obligations shall include, but shall not be limited to, the Services and obligations set out in this Annex. A1.1.3 Through the Strategic Property Advisor advise the Contracting Authority throughout development stages 1 to 5 on producing a property strategy for the college as defined in the ‘Capital Handbook’. The role will include advising the Contracting Authority in the following areas: o Identification of factors affecting the potential development of the sites, functional suitability and physical condition of buildings o assessing the physical condition of the estate and planned maintenance programme o Undertaking floor space utilisation studies o Assessing educational need and validation of curriculum modelling o Identifying funding options o Incorporation of the ‘Green Agenda’ o LSC approval processes A1.1.4 Make recommendations to the Contracting Authority on the need for any site investigations or tests to be undertaken including any tests to ascertain the presence of contaminated ground and implement any decision taken by the Contracting Authority. A1.1.5 Make recommendations to the Contracting Authority on the need to appoint Consultants to the Project Team from the LSC Consultancy Framework or other specialists required. Advise on the scope of their Services. Subsequently assist the Contracting Authority in all matters leading to appointments being made and prepare detailed briefs covering the scope of the Services for which they will be responsible. Liaise with the LSC’s Framework management team over the appointment process. A1.1.6 Establish contact with Consultants following their appointment, define their roles and responsibilities and establish formal communication procedures and hierarchy of responsibility between them and introduce procedures to ensure that they work closely as a team. A1.1.7 Following consultation with the Contracting Authority, arrange for any necessary surveys to be undertaken. A1.1.8 Arrange for the Consultants to undertake preliminary feasibility studies and master planning exercises based upon the Contracting Authority’s brief and if these studies highlight the need to amend that brief, discuss with the Contracting Authority and obtain instructions. A1.1.9 Co-ordinate the views of the other Consultants in order to submit detailed reports to the Contracting Authority on the recommended scope of the Works together with a recommended programme and anticipated costs, the report to include reviewing alternative design and construction solutions together with estimates of cost of those options and provide assistance to the Contracting Authority in selection the preferred option and in formulating the brief. A1.1.10 Lead the process of option selection using appropriate tools and methodology. A1.1.11 Work with the Contracting Authority’s representatives and make a project feasibility submission to the LSC and obtain approval to proceed to Stage 2. A1.1.12 Lead a formal Gateway review on conclusion of the project stage. STAGE 2 In Principle Design RIBA stage C A1.2.1 Confirm the Strategic Brief with the Contracting Authority which shall include a detailed programme for completion of the Project and an agreed cost limit. A1.2.2 Communicate the details of the Strategic Brief to all Consultants and ensure that the Consultants confirm in writing their commitment to that brief. If this highlights the possibility of difficulty in implementing the brief, take the necessary action to resolve such difficulties and, if this proves to be impossible, report to the Contracting Authority making recommendations. A1.2.3 Where there is duplication between the Services provided under the terms of this Appointment and the Services of another consultant commissioned in connection with this Project, resolve the duplicated Services by agreement with the Consultant concerned, confirm the matters agreed in writing and copy to the Contracting Authority. A1.2.4 Through the Strategic Property Advisor assess the need to take action to protect the interests of the Contracting Authority in respect of neighbouring properties and accordingly make recommendations to the Contracting Authority. A1.2.5 Ensure that a cost plan is prepared for the project based on the approved cost limit and ensure that copies of the cost plan are given to all Consultants and that they confirm their agreement to the content applying to their own discipline. A1.2.6 Undertake value management exercises. A1.2.7 Undertake risk assessments. A1.2.8 Develop and submit to the Contracting Authority for approval a project procurement strategy and, following approval by the Contracting Authority implement the plan. A1.2.9 Ensure that main contractor first stage tenders are invited on the programmed date and in accordance with the Contracting Authority’s instructions and arrange for tenders to be returned direct to the Contracting Authority in accordance with the Contracting Authority’s procedure and EU Regulations under the Restricted Procedure. A1.2.10 Ensure that all notices required under EU regulations are given at the proper time and that all procedures comply with EU legislation. A1.2.11 Accompany tendering contractors or the representative of the Contracting Authority or occupying Department to the site of any works being undertaken in connection with this Appointment. A1.2.12 Lead the final interview and selection process and copy to the Contracting Authority all correspondence concerning the tenders. A1.2.13 Submit to the Contracting Authority a projected cashflow based on the approved cost limit for the Project and the anticipated programme and update as necessary until completion of the Works keeping the Contracting Authority informed at all times of any changes. A1.2.14 Work with the Contracting Authority’s representatives and a make submission in accordance with the LSC’s Capital Handbook in order to obtain approval to proceed to Detailed Design (Stage 3). A1.2.15 Establish rigorous cost control procedures and ensure that designs are strictly monitored against the agreed cost plan and that any difficulties are rectified and the approved cost limit is maintained. A1.2.16 Lead a formal Gateway review on conclusion of the project stage. STAGE 3 Detail Design RIBA stages D to J A1.3.1 Establish rigorous management procedures to monitor the production of design information produced by the members of the Project Team in order that any shortcomings are immediately highlighted and rectified and continue to implement the monitoring procedure until completion of the Project. Where difficulties are encountered, which cannot be satisfactorily resolved, inform the Contracting Authority of those difficulties and make recommendations. A1.3.2 Establish and chair regular meetings with the other members of the Project Team and others in order to monitor progress and to highlight any shortfall in design information and take any action necessary to correct any deficiencies. Circulate minutes of the meetings to the Contracting Authority and to the members of the Project Team. The minutes shall record the action taken to rectify any deficiencies and shall indicate who is to be responsible for taking that action. A1.3.3 Establish regular reporting procedures with the Contracting Authority, identify those matters which require Contracting Authority approval and introduce procedures to obtain those approvals. A1.3.4 In conjunction with the other members of the Project Team, make recommendations to the Contracting Authority on the need for specialist contractors to design and execute any sections of the Works or for specialist suppliers to provide any materials or equipment and obtain the Contracting Authority’s approval and take any action necessary to implement the Contracting Authority’s decision. A1.3.5 Co-ordinate the production of all design work, ensure that the designs are fully integrated and are tested throughout the design phase against cost targets and that the designs fully comply with all Statutory requirements or Regulations including, but not confined to requirements concerning Health and Safety, Planning, Fire, Building Control etc, and take any action necessary to rectify deficiencies. A1.3.6 In co-operation with the other members of the Project Team prepare a detailed programme for the production of design information leading up to obtaining sub contract package tenders for the Works and obtain the Consultants commitment to that programme in writing. A1.3.7 At monthly intervals, submit a written report to the Contracting Authority showing the progress made against the agreed design programme and the present estimated cost of the Project relative to the approved cost limit and, if required by the Contracting Authority, arrange to meet the Contracting Authority in order to discuss the content of the report and to receive instructions. A1.3.8 Agree materials and construction specifications with the Consultants and keep the Contracting Authority fully informed. A1.3.9 Ensure that statutory approvals for the Project are obtained and that all utilities and other necessary services are in place both for the construction phase and for permanent operation following completion of the Project and, where action by the Contracting Authority in necessary, assist the Contracting Authority to take that action. A1.3.10 Give the Contracting Authority sufficient notice of all approvals, decisions or other matters which require action by the Contracting Authority and, where appropriate, assist the Contracting Authority by providing information and by making recommendations. A1.3.11 Where difficulties are highlighted during the design phase which may not be capable of being resolved and which may result in a failure to meet the Contracting Authority’s brief, submit a report to the Contracting Authority giving recommendations and options. A1.3.12 Receive and certify all applications from the members of the Project Team for the payment of fees and pass to the Contracting Authority for payment. A1.3.13 Ensure that all notices required under EU regulations are given at the proper time and that all procedures comply with EU legislation. A1.3.14 Ensure that life cycle costings and environmental assessment techniques are applied to the development of Consultants designs and adopt solutions giving the best overall value for money and, where this may result in the cost limit for the project being exceeded, make recommendations to the Contracting Authority and obtain instructions. A1.3.15 Make recommendations to the Contracting Authority on the second stage procurement and completion of the Works and obtain the Contracting Authority’s instructions. A1.3.16 Arrange for any required submissions of designs, drawings, models, calculations or other material to regulatory bodies and expedite any necessary approvals. A1.3.17 Act as witness at any hearing or planning enquiry and the like or, alternatively, act on the Contracting Authority’s behalf to arrange for other appointment Consultants to do so and manage their activities. A1.3.18 Ensure that all drawings, specifications, schedules, bills of quantities or other documents necessary of the obtaining of tenders are completed and are fully co-ordinated, are in accordance with the brief approved by the Contracting Authority and are available on the programmed date. A1.3.19 Discuss with the Contracting Authority the general arrangements for obtaining tenders and implement the action approved. A1.3.20 In co-operation with the other members of the Project Team submit to the Contracting Authority the names of firms who are considered to be suitable to be invited to tender for the Works and specialist Works and obtain the Contracting Authority’s instructions. A1.3.21 Ensure that a pre-tender estimate is prepared based on the tender documentation and check against the cost target for the Project approved by the Contracting Authority and report to the Contracting Authority accordingly. A1.3.22 Undertake risk assessments and manage risks identified. A1.3.23 Undertake value management exercises. A1.3.24 Work with the Contracting Authority’s and make submission in accordance with the LSC’s Capital Handbook in order to obtain approval to proceed to Stage 3. A1.3.25 Ensure that package procurement tenders are invited on the programmed date and in accordance with the Contracting Authority’s instructions and arrange for tenders to be returned direct to the Contracting Authority in accordance with the Contracting Authority’s procedure. A1.3.26 Accompany tendering contractors or sub-contractors or the representative of the Contracting Authority or occupying Department to the site of any works being undertaken in connection with this Appointment. A1.3.27 Ensure that all enquiries from contractors during the tendering period are answered satisfactorily and ensure that any clarification on the content of the documentation given to a tenderer is copied to other firms tendering. A1.3.28 Copy to the Contracting Authority all correspondence concerning the obtaining of tenders. A1.3.29 Where full time site inspection staff are to be appointed, ensure that arrangements are made in good time to implement that instruction. A1.3.30 Co-ordinate tender appraisals from the other members of the Project Team and submit a report to the Contracting Authority with recommendations. If the lower tender obtained is higher than the approved cost for the Works, obtain whatever advice is necessary from other consultants in order to make recommendations to the Contracting Authority and arrange to implement the Contracting Authority’s instructions. A1.3.31 Arrange for any tender under consideration for acceptance to receive an arithmetical and technical check and ensure that any errors are resolved in accordance with the Contracting Authority’s procedure. A1.3.32 Obtain the Contracting Authority’s decision regarding the acceptance of a tender or tenders and implement the Contracting Authority’s instructions. A1.3.33 Co-ordinate the collection of documents from the other members of the Project Team to enable the Contracting Authority to enter into contract with the contractor(s) and ensure that any adjustments have been made to the documents in order that they conform to the approval given by the Contracting Authority. A1.3.34 Arrange for unsuccessful tenderers to be notified. A1.3.35 Ensure that the site will be available to the Contractor on the programme date and in the event of any difficulty, keep the Contracting Authority fully informed. A1.3.36 Undertake risk assessments. A1.3.37 Undertake value management exercises. A1.3.38 Before Stage 4 is implemented, ensure that the Contracting Authority has accepted the selected Contractor’s tender and that the Contracting Authority approves that the matters referred to in Stage 4 can proceed. A1.3.39 Lead a formal Gateway review on conclusion of the project stage. Ensure key performance indicators are captured and returned to the LSC. STAGE 4 Construction RIBA stages K and L A1.4.1 Administer the terms of the construction contract whilst the Project is under construction, undertaking the full range of duties imposed on the Project Manager by the Works contract in accordance with the timescales therein. A1.4.2 Agree a detailed programme for the Works with the Contractor which specifies completion by the agreed date. A1.4.3 Agree a date with the Contractor and the Contracting Authority for the commencement of work on site. A1.4.4 Establish and chair regular meetings with the Contractor and Consultants as necessary in order to monitor the progress of the Works and the production of design information to the Contractor and circulate minutes of the meeting to the Contracting Authority and to others. The minutes shall record the action to be taken to rectify any deficiencies and shall indicate who is to be responsible for taking that action. Inform the Contracting Authority if any delay in the production of design information cannot be resolved in time to prevent a delay to the Works. A1.4.5 Until completion of the Project, continue reporting to the Contracting Authority in accordance with A1.2.10. A1.4.6 Ensure that rigorous safety policies are in place and are implemented by the Contractor and Sub-Contractors working on the site and that there is adequate protection for the public and others. A1.4.7 Ensure that rigorous quality management procedures are in place throughout the construction phase. A1.4.8 Arrange for any special inspections or tests necessary to ensure that proper and adequate standards of construction are maintained and that all Works are constructed in accordance with the contract documents. A1.4.9 Throughout the construction phase and until all construction accounts are settled, inform the Contracting Authority of any contractual claims which have been received or are likely to arise. Make recommendations to the Contracting Authority and implement the Contracting Authority’s instructions. A1.4.10 Continue to monitor the construction phase and take any necessary action in order to ensure that the Project will be completed within the cost approved by the Contracting Authority and by the programmed completion date. When matters arise, which affect the contract completion date of the approved cost, keep the Contracting Authority fully informed. A1.4.11 Ensure that adequate records are maintained and photographs of the Works are taken throughout the construction phase recording progress of the Works and, particularly, highlighting any delays including those resulting from interaction between Contractors or Sub-Contractors working on the site. A1.4.12 Keep accurate records of all payments and other matters relating to the service provided under this Appointment and retain all vouchers and invoices and, if requested, make these available to the Contracting Authority. A1.4.13 Ensure that Consultants observe the provisions of their Appointment regarding cost control procedures and the procedures for obtaining the Contracting Authority’s approval to introduce variations. On behalf of the Contracting Authority, receive the Consultants financial statements and submissions in accordance with this Condition and submit to the Contracting Authority with recommendations. A1.4.14 Ensure that Certificates are issued in accordance with the terms of the contract. A1.4.15 Co-ordinate site visits of consultants and ensure that the frequency of those visits is satisfactory. A1.4.16 Arrange for any necessary spare equipment, ‘as built’ record drawings, maintenance manuals and general guidance on the operation of the Building and Services to be made available in good time in order that they can be provided to the Contracting Authority on completion of the Project. A1.4.17 Inform the Contracting Authority four weeks prior to the anticipated date of completion of the Works. A1.4.18 Co-ordinate the preparation and issue of Certificates relating to the completion of the Works. A1.4.19 Ensure that lists of defects are issued at the appropriate time under the Works contract. A1.4.20 Lead a formal review on conclusion of the project. Ensure key performance indicators are captured and returned to the LSC. STAGE 5 Handover RIBA stages L A1.5.1 Advise the Contracting Authority on the resources and skills required to operate and maintain the completed Works and make recommendations on the timing of their appointment of on the need for any maintenance agreements. A1.5.2 Ensure that all defects are rectified. A1.5.3 Ensure that the Works are cleaned, tested and commissioned prior to handover to the Contracting Authority. A1.5.4 Ensure that all statutory Certificates and Approvals are given to the Contracting Authority. A1.5.5 Ensure that an appropriate Certificate is issued to the Contractor when all defects have been made good. A1.5.6 Make recommendations to the Contracting Authority regarding any outstanding claims, counterclaims, liquidated damages or other contractual issues and receive and implement the Contracting Authority’s instructions. A1.5.7 Co-ordinate the production of Final Accounts and the issue of Final Certificates and, accordingly, make recommendations to the Contracting Authority. A1.5.8 Prepare a completion report to the Contracting Authority showing: - a comparison between the out-turn cost and the approved budget cost; - the actual expenditure against sums included in the contract for specialist works and provisionally measured work; - the costs included against any Variation of Price Condition; - the expenditure against approved variations and additional Works authorised by the Contracting Authority; - a comparison of programme dates against actual dates achieved; - any lessons obtained from the scheme which could be applied to future Projects; - the performance of Project participants. A1.5.9 Assist the Contracting Authority in dealing with any outstanding insurance claims. A1.5.10 In the event of any arbitration or litigation resulting from the Project, prepare any necessary documentation and reports and, if required by the Contracting Authority, attend any hearings acting, if necessary, as a witness (and subject to the payment of an additional fee in accordance with Condition 1.46 (Payment for changed Services and variations). DUTIES OF CDM Co-ordinator STAGE 1 Feasibility, RIBA stages A,B 1.1 Make contact with the project team and establish communication procedures for co-operation purposes. 1.2 Establish that the Designers have ascertained that the Client is aware of the Client’s CDM duties 1.3 Review the project status and advise on CDM compliance. 1.4 Notify the Health and Safety Executive – F10 Initial Notification. 1.5 Advise and assist the Client in them taking reasonable steps to ensure the competence and resource allocation of the design team. 1.6 Advise and assist the Client in them taking reasonable steps to ensure the competence and resource allocation of the Principal Contractor and any contractors appointed by the Client. 1.7 Advise on the implications of proposed procurement methods in respect of the CDM Regulations. 1.8 Provide advice and assistance to the Client in their compliance with their duties under the CDM Regulations STAGE 2 In Principle Design RIBA stage C 2.1 Take all reasonable steps to ensure the design considerations are adequate with regard to avoiding foreseeable risks to health and safety of those working on or affected by the construction and during use 2.2 Take all reasonable steps to ensure the design documentation communicates information relating to provisions for health and safety during the construction phase and in-use 2.3 Review the designer's procedures for identifying hazards and applying the general principals of prevention. 2.4 Coordinate design work, planning and other preparation for construction as relevant to health and safety 2.5 Ensure so far as reasonably practicable the design team co-ordinate their activities and co-operate with each other with regard to health and safety issues throughout the design process. 2.6 Identify significant design development issues to be monitored during construction. STAGE 3 Detail Design RIBA stages D, E, Financial Close RIBA stages F,G,H STAGE 4 A4.3.1 Advise the Client on investigations and surveys required in connection with the CDM Regulations. A4.3.2 Take all reasonable steps to identify and collect the pre-construction information, including that from the Client A4.3.3 Promptly provide, in a convenient form, relevant parts of the pre-construction information to designers, the principal contractor and to contractors appointed by the Client.. A4.3.4 Work with the project team to procure information for inclusion in the flow of pre construction information. A4.3.5 Provide relevant pre construction information for inclusion in the Principal Contractor tender documents or contract. A4.3.6 Manage and record the flow of further pre construction information to the Principal Contractor. STAGE 5 Construction and handover RIBA stages J,K,L A4.5.1 Notify the Health and Safety Executive – F10 Revised Notification. A4.5.2 Discuss the established and future flow of health and safety hazard information with the Principal Contractor. A4.5.3 Assess the Principal Contractor’s Construction Phase Health and Safety Plan for compliance and suitability to start construction and advise the client. A4.5.4 Advise the Client on suitable mobilisation timescales for the Principal Contractor to prepare for a start on site. A4.5.5 Advise the Client on whether the Principal Contractor has implemented adequate resources and management systems including welfare facilities and mobilisation period. A4.5.6 Monitor the significant design development issues. A4.5.7 Undertake the same functions as stated in section 2 for contractor design elements. A4.5.8 Ensure so far as reasonably practicable that any significant alterations to the design are prepared in accordance with Regulation 11 and relevant information is forwarded to the Principal Contractor. A4.5.9 Advise duty holders of their obligations under the regulations to provide information for the Health and Safety File. A4.5.10 Agree with the Client, Designers and Principal Contractor the format and contents for the Health and Safety File. A4.5.11 Monitor the production of the agreed deliverables from each duty holder. A4.5.12 Establish a system for collation and storage of documentation and information A4.5.13 Produce, review, amend or add to the collated documentation, relevant health and safety information. A4.5.14 Deliver the Health and Safety File to the Client, in accordance with the agreed format and contents, after completion of construction. Appendix 1 - Pricing Summary and Bona fide tender declaration I/We offer to provide the services as outlined in the Invitation to Tender for the <<INSERT PROJECT NAME HERE>> I/We understand that<< College >> is not obliged to accept the lowest or any tender. I/We give below the proposed fees for the various stages of the project (exclusive of VAT) but inclusive of all costs relating to travel subsistence and all other disbursements. Fee to be in alignment with the original framework tender agreed fee rates. Any variations from must stated a justified in the Other Services section overleaf. Expenses and Disbursements All expenses will be accounted for in your fee proposal. This is accordance with the original Framework Tender. Statutory Fees The College will pay all fees in respect of applications under Planning, Building Regulations and other Statutory requirements Break down of fee proposal Fees will be based on the construction value of: <<Insert value>> Fees to services requested in Part H LSC Stages GC/Works/5 Stages Cost £ (as a %) Stage 1 Feasibility Stage 1 Inception Stage 2 In Principle Design Stage 2 Development of the scheme design. Stage 3 Detail Design Stage 3 Preparation of tender documentation to Stage4 Financial Close Tender stage Stage 5 Construction & Handover Stage 4 Construction and operations on site Stage 5 Completion TOTAL Others services that could be provided by the Consultant to the College in relation to this development: Service Cost £ In submitting a tender, including the Pricing Schedules, for these works << College >> deems the tenderer to have agreed to be legally bound by the following declaration: Recognising the principle that the essence of selective tendering is that the employer receives bona fide competitive tenders from all firms tendering, we certify that we will submit such tender, and that we will not fix or adjust the amount of the tender by or under or in accordance with any agreement or arrangement with any other person. We also certify that we have not done and we will not do at any time before the date for this tender to be submitted, any of the following acts: 1. Communicate to any person other than the person calling for our tender the amount or approximate amount of the proposed tender. 2. Enter into any agreement with or arrange for any other person to refrain from tendering, or indicate the amount of any tender to be submitted. 3. Reward, or promise to reward, any person for performing or causing any of the actions or effects described in 1 or 2 above. In this declaration, the word ‘person’ includes any persons, bodies or associations, corporate or incorporate; and ‘any agreement or arrangement’ includes any such transaction, formal or informal, and whether legally binding or not. Signature Date For and on behalf of Address Parent Company Address Appendix 2 – Consultant Service Offer Please provide details of your proposal for the undertaking of this project in alignment with your fee (Appendix 1) and your proposed project team (Appendix 4). Do not include standard, generic company material. The proposals maybe informed from the added value and success criteria questions given below. <<Below are subjects you may like to ask the consultant to elaborate on, to get a better understanding of how they will tackle the project and the benefits they can bring. Not all the subjects will be relevant to your project. Examples of the type of question you may like to ask are included in Annex 1>> Project Risks and Opportunities Cost Drivers and Benchmarking Value Engineering and Value Management Collaborative Working Sustainability Innovation Appendix 3 – Your Company We do not wish to re open the original framework tender questions and responses. This is for information purposes only and does not form part of the scoring for this return. Please limit your response to one page of text. Company Information Please provide the following information about your organisation: A brief history of the organisation A brief description of your organisation’s structure Appendix 4 – Proposed Management Team Provide a Management plan describing the composition of the proposed team, include and organogramme illustrating the arrangements Include a profile of each of the proposed team and their professional background and experience, including a description of any relevant projects Should it be intended that any part of the exercise be outsourced, then this should be clearly stated. Appendix 5 – Checklist The following should be included with your return: ● Pricing summary and bona fide tender declaration, completed and signed (Appendix 1) ● Consultant Service Offer, (as detailed in Appendix 2) ● Your Company Information (as detailed in Appendix 3). ● Proposed Project Team (as detailed in Appendix 4) ●Scope of Works including the methodology and approach. Securely seal in the tender envelope addressed to: << Name >> << Address 1 >> << Address 2 >> << Address 3 >> << Address 4 >> << Post Code >> Postage shall be paid by the tenderer. << College >> does not accept any responsibility for the premature opening (and therefore rejection) and mishandling of envelopes/packages not sealed or correctly marked. The envelope/package containing the tender must be clearly marked ‘TENDER FOR << College>>’ and no other distinguishing marks. The whole tender must be received by << College >> no later than << Time and Date >>. << College >> will not consider late or faxed tenders. << College >> does not bind itself to accept the lowest or any tender. Only a tender made in accordance with the foregoing tender conditions will be considered. Annexe 1 – Consultant Service Offer Questions Project Risks and Opportunities 1 State what you believe are the key risks for the project and give an appropriate mitigation plan. 2 Provide details of project opportunities that could add value and/or benefits to the college. State how these could be realised. 3 List the added value your chosen project team will provide to the project arrangements 4 Provide realistic alternative strategies for the college in the undertaking of this project proposals. 5 What are the key success criteria for the project and the college? Cost Drivers and Benchmarking 1 Using the information given on the project, provide a statement on what you believe are the key cost drivers for the project. State briefly how these could be managed and risks mitigated. 2 What benchmarking information could you supply for the project Value Engineering and Value Management 1 What is your value management strategy for the project? What are the areas for development? Collaborative Working 1 In what areas of the project process would you engage a contractor to collaboratively review the project with the client and design team? Sustainability 1 What do you see as the key sustainability area for this project? Innovation 1 Are there any techniques and ideas you have previously employed within the project programme and budget constraints that could add value/benefits to the project.
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