Public project: PFI tender - Revision history

Editor at 06:05, 17 July 2024

2024-07-17T06:05:46Z

← Older revision		Revision as of 06:05, 17 July 2024
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	The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager to issue any amendments to the project execution plan, confirm the procurement route and to to agree the programme and procedures that will be adopted for tendering. The client gives instructions relating to lists of approved contractors, OJEU requirements, preferred form of contract, contract conditions, and the allocation of risk.		The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager to issue any amendments to the project execution plan, confirm the procurement route and to to agree the programme and procedures that will be adopted for tendering. The client gives instructions relating to lists of approved contractors, OJEU requirements, preferred form of contract, contract conditions, and the allocation of risk.

−	The client prepares selection criteria for the integrated supply team and pre-qualification questionnaires (the Government ~~Construction Strategy suggests~~ that PAS 91 should be used).	+	The client prepares selection criteria for the integrated supply team and pre-qualification questionnaires. Up until 2024 the Government had suggested that PAS 91 should be used, however since the issue of (PPN) 03/24 it was clarified that PAS 91 is no longer actively supported (or updated) and that the Common Assessment Standard (CAS) is the preferred method for pre-qualification in public projects. For more information see article the common assessment standard.

	The client may prepare information packs (providing some general information about the project prior to issuing the invitation to negotiate).		The client may prepare information packs (providing some general information about the project prior to issuing the invitation to negotiate).

Designing Buildings at 08:02, 16 October 2020

2020-10-16T08:02:06Z

← Older revision		Revision as of 08:02, 16 October 2020
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	⇒ [[Public_project:_outline_work_plan\|outline plan]] \| [[Public_project:_project_brief\|previous stage]] \| [[Public_project:_concept_design\|next stage]]		⇒ [[Public_project:_outline_work_plan\|outline plan]] \| [[Public_project:_project_brief\|previous stage]] \| [[Public_project:_concept_design\|next stage]]

−	[[Category:Public_project]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:DCN_Template]] [[Category:Public_project]]

Designing Buildings at 08:34, 13 December 2015

2015-12-13T08:34:44Z

← Older revision		Revision as of 08:34, 13 December 2015
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−		+	[[File:Project_plan_public_project.jpg\|link=File:Project_plan_public_project.jpg]]Tendering is the process of selecting and appointing an integrated supply team for the main contract.
−	[[File:~~Project plan public project~~.jpg\|~~800x106px\|alt~~=~~Project plan public project~~.jpg]]Tendering is the process of selecting and appointing an integrated supply team for the main contract.	+

	The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve contracting an integrated supply team to design, construct and sometimes finance, operate and maintain the development. Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.		The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve contracting an integrated supply team to design, construct and sometimes finance, operate and maintain the development. Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.

−	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them.~~<br/>~~	+	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them.

−	= ~~'''~~Starting the work stage.~~'''~~ =	+	= Starting the work stage. =

	The client updates the project execution plan to reflect comments made at the end of the previous stage.		The client updates the project execution plan to reflect comments made at the end of the previous stage.
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	NB		NB
−	*Public sector contracts may subject to fair payment practices.
−	*Public sector contracts may be subject to requests under the Freedom of Information Act.
−	*Public sector contracts are increasingly likely to include requirements for building information modelling (BIM). This may affect consultants’ appointments, pre-construction services agreements and the main contract and sub-contracts in relation to the supply of design information and ‘as built’ or ‘as manufactured and installed' information.

−	~~= ''~~'Preparing the invitation to negotiate.~~'''~~ =	+	* Public sector contracts may subject to fair payment practices.
		+	* Public sector contracts may be subject to requests under the Freedom of Information Act.
		+	* Public sector contracts are increasingly likely to include requirements for building information modelling (BIM). This may affect consultants’ appointments, pre-construction services agreements and the main contract and sub-contracts in relation to the supply of design information and ‘as built’ or ‘as manufactured and installed' information.
		+
		+	= Preparing the invitation to negotiate. =

	If it has not already been done, the client develops the project brief into an output-based specification. They then select the form of contract and contract conditions (perhaps with advice from independent client advisers) and co-ordinate the preparation of the invitation to negotiate.		If it has not already been done, the client develops the project brief into an output-based specification. They then select the form of contract and contract conditions (perhaps with advice from independent client advisers) and co-ordinate the preparation of the invitation to negotiate.
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	The client instigates change control procedures for the invitation to negotiate and arranges printing of the invitation to negotiate.		The client instigates change control procedures for the invitation to negotiate and arranges printing of the invitation to negotiate.

−	= ~~'''~~Identifying potential bidders.~~'''~~ =	+	= Identifying potential bidders. =

	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.		From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.
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	If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the invitation to negotiate, and prepares a final short list of bidders.		If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the invitation to negotiate, and prepares a final short list of bidders.

−	= ~~'''~~Identifying the preferred bidder.~~'''~~ =	+	= Identifying the preferred bidder. =

	The client collates the invitation to negotiate and arranges for its dispatch to and return from the short-listed bidders. They then compile queries from bidders and co-ordinate responses (which should be issued to all bidders). If necessary, the client arranges mid-tender interviews and/or site visits for the bidders.		The client collates the invitation to negotiate and arranges for its dispatch to and return from the short-listed bidders. They then compile queries from bidders and co-ordinate responses (which should be issued to all bidders). If necessary, the client arranges mid-tender interviews and/or site visits for the bidders.
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	The client may decide to deselect some of the bidders and request a best and final offer from the remaining bidders (no more than 2). The client then selects the preferred bidder. A reserve bidder should be retained in the event that negotiations with the preferred bidder are unsuccessful.		The client may decide to deselect some of the bidders and request a best and final offer from the remaining bidders (no more than 2). The client then selects the preferred bidder. A reserve bidder should be retained in the event that negotiations with the preferred bidder are unsuccessful.

−	= ~~'''~~Entering into negotiations with the preferred bidder.~~'''~~ =	+	= Entering into negotiations with the preferred bidder. =

	The client co-ordinates negotiations with the preferred bidder. Negotiations may be led at different stages by the client's in house team, independent client advisers, a contract administrator or by a project manager. This process of negotiation may involve development of, or changes to, any outline proposals prepared by the preferred bidder to ensure a best value solution is adopted. NB It is paramount in any negotiation that the individuals negotiating either have authority to fully negotiate terms or make it clear from the start the limits to their authority. This may mean re-convening with the right people empowered to make decisions.		The client co-ordinates negotiations with the preferred bidder. Negotiations may be led at different stages by the client's in house team, independent client advisers, a contract administrator or by a project manager. This process of negotiation may involve development of, or changes to, any outline proposals prepared by the preferred bidder to ensure a best value solution is adopted. NB It is paramount in any negotiation that the individuals negotiating either have authority to fully negotiate terms or make it clear from the start the limits to their authority. This may mean re-convening with the right people empowered to make decisions.
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	The client co-ordinates the preparation of a tender report.		The client co-ordinates the preparation of a tender report.

−	= ~~'''~~Gateway review 3: investment decision.~~'''~~ =	+	= Gateway review 3: investment decision. =

	The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.		The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.
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	The Investment decision maker (IDM) considers whether to proceed to contract the preferred bidder.		The Investment decision maker (IDM) considers whether to proceed to contract the preferred bidder.

−	= ~~'''~~Appointing the integrated supply team.~~'''~~ =	+	= Appointing the integrated supply team. =

−	The client collates the contract documents and arranges for the ~~execution~~ (engrossment) of two copies, one for the client to retain and one for the preferred bidder (from hereon called the integrated supply team). Alternatively, the client might retain one executed contract, with certified copies being issued to the integrated supply team, this can avoid potential errors in preparing two contracts for execution. The integrated supply team may be required to provide a performance bond, warranties and evidence of insurance cover.	+	The client collates the contract documents and arranges for the printing (engrossment) and execution of two copies, one for the client to retain and one for the preferred bidder (from hereon called the integrated supply team). Alternatively, the client might retain one executed contract, with certified copies being issued to the integrated supply team, this can avoid potential errors in preparing two contracts for execution. The integrated supply team may be required to provide a performance bond, warranties and evidence of insurance cover.

	If appropriate, the client arranges for copies of the contract documentation (or relevant parts) to be issued to independent client advisers, contract administrator and the project manager.		If appropriate, the client arranges for copies of the contract documentation (or relevant parts) to be issued to independent client advisers, contract administrator and the project manager.
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	The client informs other bidders that they have been unsuccessful.		The client informs other bidders that they have been unsuccessful.

−	----	+	-----
−		+	⇒ [[Public_project:_outline_work_plan\|outline plan]] \| [[Public_project:_project_brief\|previous stage]] \| [[Public_project:_concept_design\|next stage]]
−	⇒ [[~~Public%20project%3A%20outline%20work%20plan~~\|outline plan]] \| [[~~Public%20project%3A%20project%20brief~~\|previous stage]] \| [[~~Public%20project%3A%20concept%20design~~\|next stage]]	+

	[[Category:Public_project]]		[[Category:Public_project]]

Designing Buildings at 14:30, 12 October 2015

2015-10-12T14:30:26Z

← Older revision		Revision as of 14:30, 12 October 2015
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	If it has not already been done, the client develops the project brief into an output-based specification. They then select the form of contract and contract conditions (perhaps with advice from independent client advisers) and co-ordinate the preparation of the invitation to negotiate.		If it has not already been done, the client develops the project brief into an output-based specification. They then select the form of contract and contract conditions (perhaps with advice from independent client advisers) and co-ordinate the preparation of the invitation to negotiate.

−	The client co-ordinates the preparation of pre-construction information ~~(this may be prepared by a CDM co-ordinator if the client has appointed one)~~, and if it has not already been done, the client prepares or arranges for the independent client advisers to prepare a site waste management plan (if required).	+	The client co-ordinates the preparation of pre-construction information, and if it has not already been done, the client prepares or arranges for the independent client advisers to prepare a site waste management plan (if required).

	The client prepares (or arranges for the preparation of) a pre-tender estimate, cash flow projection and tender pricing document.		The client prepares (or arranges for the preparation of) a pre-tender estimate, cash flow projection and tender pricing document.

−	The client co-ordinates a review of the invitation to negotiate (including assessment of the pre-tender estimate in relation to the budget) and makes amendments if necessary.	+	The client co-ordinates a review of the invitation to negotiate (including assessment of the pre-tender estimate in relation to the budget) and makes amendments if necessary.

	The client instigates change control procedures for the invitation to negotiate and arranges printing of the invitation to negotiate.		The client instigates change control procedures for the invitation to negotiate and arranges printing of the invitation to negotiate.
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	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.		From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.

−	The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders.	+	The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders.

	The client receives completed pre-qualification questionnaires (and perhaps outline proposals) from the long list of potential bidders.		The client receives completed pre-qualification questionnaires (and perhaps outline proposals) from the long list of potential bidders.

Designing Buildings at 14:29, 12 October 2015

2015-10-12T14:29:03Z

← Older revision		Revision as of 14:29, 12 October 2015
Line 4:		Line 4:
	The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve contracting an integrated supply team to design, construct and sometimes finance, operate and maintain the development. Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.		The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve contracting an integrated supply team to design, construct and sometimes finance, operate and maintain the development. Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.

−	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them. <br/>	+	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them.<br/>

	= '''Starting the work stage.''' =		= '''Starting the work stage.''' =
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	The client updates the project execution plan to reflect comments made at the end of the previous stage.		The client updates the project execution plan to reflect comments made at the end of the previous stage.

−	The client may wish to appoint additional independent client advisers, a project manager~~, CDM co-ordinator~~ or contract administrator. Go to work stage: Public project: appointment.	+	The client may wish to appoint additional independent client advisers, a project manager or contract administrator. Go to work stage: Public project: appointment.

	The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager to issue any amendments to the project execution plan, confirm the procurement route and to to agree the programme and procedures that will be adopted for tendering. The client gives instructions relating to lists of approved contractors, OJEU requirements, preferred form of contract, contract conditions, and the allocation of risk.		The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager to issue any amendments to the project execution plan, confirm the procurement route and to to agree the programme and procedures that will be adopted for tendering. The client gives instructions relating to lists of approved contractors, OJEU requirements, preferred form of contract, contract conditions, and the allocation of risk.

−	The client prepares selection criteria for the integrated supply team and pre-qualification questionnaires (the Government Construction Strategy suggests that ~~[http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf~~ PAS 91] should be used).	+	The client prepares selection criteria for the integrated supply team and pre-qualification questionnaires (the Government Construction Strategy suggests that PAS 91 should be used).

	The client may prepare information packs (providing some general information about the project prior to issuing the invitation to negotiate).		The client may prepare information packs (providing some general information about the project prior to issuing the invitation to negotiate).
Line 29:		Line 29:
	= '''Preparing the invitation to negotiate.''' =		= '''Preparing the invitation to negotiate.''' =

−	If it has not already been done, the client develops the project brief into an output-based specification.	+	If it has not already been done, the client develops the project brief into an output-based specification. They then select the form of contract and contract conditions (perhaps with advice from independent client advisers) and co-ordinate the preparation of the invitation to negotiate.

−	~~The client selects the form of contract and contract conditions (perhaps with advice from independent client advisers).~~	+	The client co-ordinates the preparation of pre-construction information (this may be prepared by a CDM co-ordinator if the client has appointed one), and if it has not already been done, the client prepares or arranges for the independent client advisers to prepare a site waste management plan (if required).
−		+
−	~~The client co-ordinates the preparation of the invitation to negotiate.~~	+
−		+
−	The client co-ordinates the preparation of pre-construction information (this may be prepared by a CDM co-ordinator if the client has appointed one).	+
−		+
−	If it has not already been done, the client prepares or arranges for the independent client advisers to prepare a site waste management plan.	+

	The client prepares (or arranges for the preparation of) a pre-tender estimate, cash flow projection and tender pricing document.		The client prepares (or arranges for the preparation of) a pre-tender estimate, cash flow projection and tender pricing document.

−	The client co-ordinates a review of the invitation to negotiate (including assessment of the pre-tender estimate in relation to the budget) and makes amendments if necessary.	+	The client co-ordinates a review of the invitation to negotiate (including assessment of the pre-tender estimate in relation to the budget) and makes amendments if necessary.

−	The client instigates change control procedures for the invitation to negotiate.	+	The client instigates change control procedures for the invitation to negotiate and arranges printing of the invitation to negotiate.
−		+
−	~~The client~~ arranges printing of the invitation to negotiate.	+

	= '''Identifying potential bidders.''' =		= '''Identifying potential bidders.''' =
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	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.		From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.

−	The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders. The Government Construction Strategy suggests that the standardised pre-qualification questionnaire [http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf PAS 91] should be used.	+	The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders.

	The client receives completed pre-qualification questionnaires (and perhaps outline proposals) from the long list of potential bidders.		The client receives completed pre-qualification questionnaires (and perhaps outline proposals) from the long list of potential bidders.

−	The client carries out financial checks on potential bidders (ideally the contract should not be more than 20% of the annual turnover of the potential bidders).	+	The client carries out financial checks on potential bidders (ideally the contract should not be more than 20% of the annual turnover of the potential bidders) and considers potential bidders' competence to act as principal contractor.

−	~~The client (or CDM co-ordinator if there is one) considers potential bidders' competence to act as principal contractor.~~	+	The client co-ordinates any advice from independent client advisers, the project manager and internal client team on the long list of potential bidders and prepares a short list of pre-qualified bidders. The short list of pre-qualified bidders may be further reduced (to just 3 or 4) by pre-tender interviews or by an invitation to submit outline proposals if this has not already been done.
−		+
−	The client co-ordinates any advice from independent client advisers, the project manager and internal client team on the long list of potential bidders and prepares a short list of pre-qualified bidders.	+
−		+
−	The short list of pre-qualified bidders may be further reduced (to just 3 or 4) by pre-tender interviews or by an invitation to submit outline proposals if this has not already been done.	+

	If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the invitation to negotiate, and prepares a final short list of bidders.		If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the invitation to negotiate, and prepares a final short list of bidders.
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	= '''Identifying the preferred bidder.''' =		= '''Identifying the preferred bidder.''' =

−	The client collates the invitation to negotiate and arranges for its dispatch to and return from the short-listed bidders.	+	The client collates the invitation to negotiate and arranges for its dispatch to and return from the short-listed bidders. They then compile queries from bidders and co-ordinate responses (which should be issued to all bidders). If necessary, the client arranges mid-tender interviews and/or site visits for the bidders.
−		+
−	~~The client compiles~~ queries from bidders and co-ordinate responses (which should be issued to all bidders).	+
−		+
−	If necessary, the client arranges mid-tender interviews and/or site visits for the bidders.	+

	If queries from the bidders or discussions during the mid-tender interviews result in significant clarification of, or changes to, the invitation to negotiate, the client may wish to extend the bidding period.		If queries from the bidders or discussions during the mid-tender interviews result in significant clarification of, or changes to, the invitation to negotiate, the client may wish to extend the bidding period.

−	The client receives the bids. They may follow a formal procedure for opening and recording bids.	+	The client receives the bids. They may follow a formal procedure for opening and recording bids. The client then co-ordinates assessment of the bids (including assessments by any the independent client advisers or the project manager). This may include further interviews.

−	~~The client co-ordinates assessment of the bids (including assessments by any the independent client advisers or the project manager). This may include further interviews.~~	+	The client may decide to deselect some of the bidders and request a best and final offer from the remaining bidders (no more than 2). The client then selects the preferred bidder. A reserve bidder should be retained in the event that negotiations with the preferred bidder are unsuccessful.
−		+
−	The client may decide to deselect some of the bidders and request a best and final offer from the remaining bidders (no more than 2).	+
−		+
−	The client selects the preferred bidder (a reserve bidder should be retained in the event that negotiations with the preferred bidder are unsuccessful).	+

	= '''Entering into negotiations with the preferred bidder.''' =		= '''Entering into negotiations with the preferred bidder.''' =
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	The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.		The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.

−	The review team issues a confidential review report to the senior responsible owner.	+	The review team issues a confidential review report to the senior responsible owner who then implements any actions necessary.
−		+
−	~~The senior responsible owner~~ implements any actions necessary ~~following the gateway review~~.	+

	The senior responsible owner confirms that funding is available and that there is still stakeholder support for the project.		The senior responsible owner confirms that funding is available and that there is still stakeholder support for the project.

Designing Buildings: Removed protection from "Public project: PFI tender"

2015-10-12T14:20:28Z

Removed protection from "Public project: PFI tender"

← Older revision

Revision as of 14:20, 12 October 2015

Designing Buildings at 14:17, 12 October 2015

2015-10-12T14:17:12Z

Show changes

Designing Buildings at 09:14, 5 July 2013

2013-07-05T09:14:58Z

← Older revision		Revision as of 09:14, 5 July 2013
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−	[[File:Project plan public project.jpg\|800x106px]]Tendering is the process of selecting and appointing an integrated supply team for the main contract.	+	[[File:Project plan public project.jpg\|800x106px\|alt=Project plan public project.jpg]]Tendering is the process of selecting and appointing an integrated supply team for the main contract.

−	The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve contracting an integrated supply team to design, construct and sometimes finance, operate and maintain the development. Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.	+	The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve contracting an integrated supply team to design, construct and sometimes finance, operate and maintain the development. Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.

−	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them. This means that some of the tasks attributed to the client below might actually be carried out by independent client advisers, a project manager or a contract administrator and vice versa.	+	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them. This means that some of the tasks attributed to the client below might actually be carried out by independent client advisers, a project manager or a contract administrator and vice versa.

−	Publicly-funded projects are expected to commission independent peer reviews at key points. This project plan follows the OGC (Office of Government Commerce) Gateway Review procedure. The OGC has now been absorbed into the Efficiency and Reform Group and its guidance archived, however, the OGC Gateway Review procedure is still cited by the Government Construction Strategy and remains the only complete reviewing system.	+	Publicly-funded projects are expected to commission independent peer reviews at key points. This project plan follows the OGC (Office of Government Commerce) Gateway Review procedure. The OGC has now been absorbed into the Efficiency and Reform Group and its guidance archived, however, the OGC Gateway Review procedure is still cited by the Government Construction Strategy and remains the only complete reviewing system.

	----		----

−	⇒ [[Public_project:_outline_work_plan\|~~Public project:~~ outline ~~work~~ plan]] \| [[Public_project:_project_brief\|~~Public project: project brief~~]] \| [[Public_project:_concept_design\|~~Public project: concept design~~]]	+	⇒ [[Public_project:_outline_work_plan\|outline plan]] \| [[Public_project:_project_brief\|previous stage]] \| [[Public_project:_concept_design\|next stage]]

	----		----
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	----		----

−	⇒ [[Public_project:_outline_work_plan\|~~Public project:~~ outline ~~work~~ plan]] \| [[Public_project:_project_brief\|~~Public project: project brief~~]] \| [[Public_project:_concept_design\|~~Public project: concept design~~]]	+	⇒ [[Public_project:_outline_work_plan\|outline plan]] \| [[Public_project:_project_brief\|previous stage]] \| [[Public_project:_concept_design\|next stage]]

	[[Category:Public_project]]		[[Category:Public_project]]

Designing Buildings at 09:12, 5 July 2013

2013-07-05T09:12:51Z

← Older revision		Revision as of 09:12, 5 July 2013
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−	Tendering is the process of selecting and appointing an integrated supply team for the main contract. We describe this stage as 'tender' rather than 'tender documentation' and 'tender action' to avoid the proliferation of work stages.

−	~~The detailed tasks that need to be carried out to complete this stage are presented below~~. ~~They are based on~~ the ~~route taken on a private finance initiative (PFI) project. Work plans~~ for ~~other procurement routes can be found on~~ the ~~Designing Buildings Wiki home page. For other public projects (that are not PFI projects) go to work stage: Public project: tender~~.	+	[[File:Project plan public project.jpg\|800x106px]]Tendering is the process of selecting and appointing an integrated supply team for the main contract.

−	The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve ~~the client~~ contracting an integrated supply team ~~(including designers, contractors and suppliers)~~ to design, construct and sometimes to finance, operate and maintain the development. This means that the tender process takes place after the project brief has been prepared, before any design work has been undertaken (although in practice, a considerable amount of design can be undertaken by the integrated supply team during the tender process). Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.	+	The Government Construction Strategy proposes that publicly-funded projects adopt either a design and build, private finance initiative (PFI) or prime contract procurement route. These routes involve contracting an integrated supply team to design, construct and sometimes finance, operate and maintain the development. Traditional procurement routes that separate design and construction should not be used unless it can be demonstrated that they offer better value.

−	~~Unlike traditional contracts, the client does not appoint design consultants.~~ Depending on how experienced the client is ~~however~~, they may appoint external consultants to assist them. This means that some of the tasks ~~allocated~~ to the client below might actually be carried out by independent client advisers, a project manager or a contract administrator and vice versa.	+	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them. This means that some of the tasks attributed to the client below might actually be carried out by independent client advisers, a project manager or a contract administrator and vice versa.

−	Publicly-funded projects are expected to commission independent peer reviews ~~called 'gateway reviews'~~ at key points ~~during their development~~. ~~The work stage presented below~~ follows the OGC (Office of Government Commerce) Gateway Review procedure. The OGC has now been absorbed into the Efficiency and Reform Group ~~within the Cabinet Office,~~ and ~~the~~ guidance ~~supporting the OGC Gateway Review procedure has been~~ archived, however, the OGC Gateway Review procedure is still cited by the Government Construction Strategy, and remains the only complete~~, and detailed project plan relevant to all publicly-funded projects. The tender stage includes OGC gateway review 3: investment decision~~.	+	Publicly-funded projects are expected to commission independent peer reviews at key points. This project plan follows the OGC (Office of Government Commerce) Gateway Review procedure. The OGC has now been absorbed into the Efficiency and Reform Group and its guidance archived, however, the OGC Gateway Review procedure is still cited by the Government Construction Strategy and remains the only complete reviewing system.

−	~~NB This article is locked to preserve the logic and continuity of the full~~ work plan~~. If you would like to propose changes or additions, click on the 'submit comment' button at the bottom of the page.~~	+	----
		+
		+	⇒ [[Public_project:_outline_work_plan\|Public project: outline work plan]] \| [[Public_project:_project_brief\|Public project: project brief]] \| [[Public_project:_concept_design\|Public project: concept design]]

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	'''A. Starting the work stage.'''		'''A. Starting the work stage.'''
−
	#The client updates the project execution plan to reflect comments made at the end of the previous stage.		#The client updates the project execution plan to reflect comments made at the end of the previous stage.
	#The client may wish to appoint additional independent client advisers, a project manager, CDM co-ordinator or contract administrator. Go to work stage: Public project: appointment.		#The client may wish to appoint additional independent client advisers, a project manager, CDM co-ordinator or contract administrator. Go to work stage: Public project: appointment.
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	NB		NB
−
	*Public sector contracts may subject to fair payment practices.		*Public sector contracts may subject to fair payment practices.
	*Public sector contracts may be subject to requests under the Freedom of Information Act.		*Public sector contracts may be subject to requests under the Freedom of Information Act.
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	'''B. Preparing the invitation to negotiate.'''		'''B. Preparing the invitation to negotiate.'''
−
	#If it has not already been done, the client develops the project brief into an output-based specification.		#If it has not already been done, the client develops the project brief into an output-based specification.
	#The client selects the form of contract and contract conditions (perhaps with advice from independent client advisers).		#The client selects the form of contract and contract conditions (perhaps with advice from independent client advisers).
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	'''C. Identifying potential bidders.'''		'''C. Identifying potential bidders.'''
−
	#From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.		#From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.
	#The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders. The Government Construction Strategy suggests that the standardised pre-qualification questionnaire [http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf PAS 91] should be used.		#The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders. The Government Construction Strategy suggests that the standardised pre-qualification questionnaire [http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf PAS 91] should be used.
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	'''D. Identifying the preferred bidder.'''		'''D. Identifying the preferred bidder.'''
−
	#The client collates the invitation to negotiate and arranges for its dispatch to and return from the short-listed bidders.		#The client collates the invitation to negotiate and arranges for its dispatch to and return from the short-listed bidders.
	#The client compiles queries from bidders and co-ordinate responses (which should be issued to all bidders).		#The client compiles queries from bidders and co-ordinate responses (which should be issued to all bidders).
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	'''E. Entering into negotiations with the preferred bidder.'''		'''E. Entering into negotiations with the preferred bidder.'''
−
	#The client co-ordinates negotiations with the preferred bidder. Negotiations may be led at different stages by the client's in house team, independent client advisers, a contract administrator or by a project manager. This process of negotiation may involve development of, or changes to, any outline proposals prepared by the preferred bidder to ensure a best value solution is adopted. NB It is paramount in any negotiation that the individuals negotiating either have authority to fully negotiate terms or make it clear from the start the limits to their authority. This may mean re-convening with the right people empowered to make decisions.		#The client co-ordinates negotiations with the preferred bidder. Negotiations may be led at different stages by the client's in house team, independent client advisers, a contract administrator or by a project manager. This process of negotiation may involve development of, or changes to, any outline proposals prepared by the preferred bidder to ensure a best value solution is adopted. NB It is paramount in any negotiation that the individuals negotiating either have authority to fully negotiate terms or make it clear from the start the limits to their authority. This may mean re-convening with the right people empowered to make decisions.
	#The client co-ordinates the preparation of a tender report.		#The client co-ordinates the preparation of a tender report.
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	'''F. Gateway review 3: investment decision.'''		'''F. Gateway review 3: investment decision.'''
−
	#The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.		#The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.
	#The review team issues a confidential review report to the senior responsible owner.		#The review team issues a confidential review report to the senior responsible owner.
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	'''G. Appointing the integrated supply team.'''		'''G. Appointing the integrated supply team.'''
−
	#The client collates the contract documents and arranges for the execution (engrossment) of two copies, one for the client to retain and one for the preferred bidder (from hereon called the integrated supply team). Alternatively, the client might retain one executed contract, with certified copies being issued to the integrated supply team, this can avoid potential errors in preparing two contracts for execution. The integrated supply team may be required to provide a performance bond, warranties and evidence of insurance cover.		#The client collates the contract documents and arranges for the execution (engrossment) of two copies, one for the client to retain and one for the preferred bidder (from hereon called the integrated supply team). Alternatively, the client might retain one executed contract, with certified copies being issued to the integrated supply team, this can avoid potential errors in preparing two contracts for execution. The integrated supply team may be required to provide a performance bond, warranties and evidence of insurance cover.
	#If appropriate, the client arranges for copies of the contract documentation (or relevant parts) to be issued to independent client advisers, contract administrator and the project manager.		#If appropriate, the client arranges for copies of the contract documentation (or relevant parts) to be issued to independent client advisers, contract administrator and the project manager.
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−	*Return to: ~~public~~ project: outline work plan.	+	⇒ [[Public_project:_outline_work_plan\|Public project: outline work plan]] \| [[Public_project:_project_brief\|Public project: project brief]] \| [[Public_project:_concept_design\|Public project: concept design]]
−	*Next stage: ~~public~~ project: ~~concept design.~~	+
−	*Previous stage: public project: project ~~brief.~~	+

	[[Category:Public_project]]		[[Category:Public_project]]

Designing Buildings at 16:17, 23 April 2012

2012-04-23T16:17:17Z

← Older revision		Revision as of 16:17, 23 April 2012
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	#From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.		#From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential bidders.
−	#The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders. The ~~Office of~~ Government ~~Commerce (OGC)~~ suggests that the standardised pre-qualification questionnaire [http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf PAS 91] should be used.	+	#The client issues pre-qualification questionnaires (which may include an invitation to submit outline proposals) and information packs, if they have been prepared, to the long list of potential bidders. The Government Construction Strategy suggests that the standardised pre-qualification questionnaire [http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf PAS 91] should be used.
	#The client receives completed pre-qualification questionnaires (and perhaps outline proposals) from the long list of potential bidders.		#The client receives completed pre-qualification questionnaires (and perhaps outline proposals) from the long list of potential bidders.
	#The client carries out financial checks on potential bidders (ideally the contract should not be more than 20% of the annual turnover of the potential bidders).		#The client carries out financial checks on potential bidders (ideally the contract should not be more than 20% of the annual turnover of the potential bidders).
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−	'''F. ~~OGC gateway~~ review 3: investment decision.'''	+	'''F. Gateway review 3: investment decision.'''

	#The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.		#The senior responsible owner (SRO) commissions an independent peer review of the project, gateway review 3: investment decision, which re-assesses the business case and the governance arrangements prior to the decision to invest. Gateway reviews are mandatory for central civil projects and best practice for the health sector, local government and defence projects.