Public project: tender - Revision history

Designing Buildings at 07:58, 16 October 2020

2020-10-16T07:58:39Z

← Older revision		Revision as of 07:58, 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_Policy]] [[Category:DCN_Template]] [[Category:Public_project]]

Designing Buildings at 08:33, 13 December 2015

2015-12-13T08:33:45Z

← Older revision		Revision as of 08:33, 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 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 they offer better value.
Line 6:		Line 5:
	Depending on how experienced the client is, they may appoint external consultants such as independent client advisers or a project manager to assist them.		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, 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 tender documentation.~~'''~~ =	+	* 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, 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 tender documentation. =

	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 project manager if there is one) and co-ordinate the preparation of tender documentation.		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 project manager if there is one) and co-ordinate the preparation of tender documentation.
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	The client instigates change control procedures for the tender documents and arranges printing of the tender documents.		The client instigates change control procedures for the tender documents and arranges printing of the tender documents.

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

−	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers. The client then issues pre-qualification questionnaires to the long list of potential tenderers.	+	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers. The client then issues pre-qualification questionnaires to the long list of potential tenderers.

	The client receives completed pre-qualification questionnaires from the long list of potential tenderers.		The client receives completed pre-qualification questionnaires from the long list of potential tenderers.
Line 45:		Line 45:
	If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the tender documentation and prepares a final short list of tenderers.		If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the tender documentation and prepares a final short list of tenderers.

−	= ~~'''~~Identifying the preferred tenderer(s).~~'''~~ =	+	= Identifying the preferred tenderer(s). =

	The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers. They then compile queries from tenderers and co-ordinates responses which should be issued to all tenderers. If necessary, the client arranges mid-tender interviews and / or site visits for the tenderers.		The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers. They then compile queries from tenderers and co-ordinates responses which should be issued to all tenderers. If necessary, the client arranges mid-tender interviews and / or site visits for the tenderers.
Line 55:		Line 55:
	The client selects and enters into negotiations with the preferred tenderer(s). A reserve tenderer may be retained in the event that negotiations with the preferred tenderer are unsuccessful.		The client selects and enters into negotiations with the preferred tenderer(s). A reserve tenderer may be retained in the event that negotiations with the preferred tenderer are unsuccessful.

−	= ~~'''~~Entering into negotiations with the preferred tenderer(s).~~'''~~ =	+	= Entering into negotiations with the preferred tenderer(s). =

	The client co-ordinates negotiations with the preferred tenderer(s). 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 design proposals prepared by the tenderers 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 tenderer(s). 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 design proposals prepared by the tenderers 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 and if necessary makes changes to the tender documents and requests a revised tender from the preferred tenderer(s).		The client co-ordinates the preparation of a tender report and if necessary makes changes to the tender documents and requests a revised tender from the preferred tenderer(s).

−	= ~~'''~~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 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 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 tenderer.		The investment decision maker (IDM) considers whether to proceed to contract the preferred tenderer.

−	= ~~'''~~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 tenderer (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 tenderer (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 tenderers that they have been unsuccessful.		The client informs other tenderers 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 14:29, 12 October 2015

2015-10-12T14:29:07Z

← Older revision		Revision as of 14:29, 12 October 2015
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	= '''Identifying potential tenderers.''' =		= '''Identifying potential tenderers.''' =

−	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers. The client then issues pre-qualification questionnaires to the long list of potential tenderers. 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.	+	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers. The client then issues pre-qualification questionnaires to the long list of potential tenderers.

	The client receives completed pre-qualification questionnaires from the long list of potential tenderers.		The client receives completed pre-qualification questionnaires from the long list of potential tenderers.
Line 47:		Line 47:
	= '''Identifying the preferred tenderer(s).''' =		= '''Identifying the preferred tenderer(s).''' =

−	The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers. ~~The client compiles~~ queries from tenderers and co-ordinates responses which should be issued to all tenderers. If necessary, the client arranges mid-tender interviews and / or site visits for the tenderers.	+	The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers. They then compile queries from tenderers and co-ordinates responses which should be issued to all tenderers. If necessary, the client arranges mid-tender interviews and / or site visits for the tenderers.

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

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

2015-10-12T14:20:07Z

Removed protection from "Public project: tender"

← Older revision

Revision as of 14:20, 12 October 2015

Designing Buildings at 14:13, 12 October 2015

2015-10-12T14:13:44Z

← Older revision		Revision as of 14:13, 12 October 2015
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	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 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 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.	+	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.''' =
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	The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager (if appointed) to issue any amendments to the project execution plan, confirm the procurement route and 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, the allocation of risk and the appointment of the contract administrator (or employer's agent). The contract administrator (if appointed) discusses with the client their delegated limit for issuing instructions in relation to the contract.		The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager (if appointed) to issue any amendments to the project execution plan, confirm the procurement route and 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, the allocation of risk and the appointment of the contract administrator (or employer's agent). The contract administrator (if appointed) discusses with the client their delegated limit for issuing instructions in relation to the contract.

−	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).

	If it is necessary and has not already been done, OJEU or other adverts are prepared and placed.		If it is necessary and has not already been done, OJEU or other adverts are prepared and placed.
Line 27:		Line 27:
	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 project manager if there is one) and co-ordinate the preparation of tender documentation.		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 project manager if there is one) and co-ordinate the preparation of tender documentation.

−	The client co-ordinates the preparation of pre-construction information (perhaps with help from the principal designer if the client has appointed one).	+	The client co-ordinates the preparation of pre-construction information (perhaps with help from the principal designer 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).
−		+
−	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 (or contract sum analysis), then co-ordinates a review of the tender documents and makes amendments if necessary.		The client prepares (or arranges for the preparation of) a pre-tender estimate, cash flow projection and tender pricing document (or contract sum analysis), then co-ordinates a review of the tender documents and makes amendments if necessary.
Line 37:		Line 35:
	= '''Identifying potential tenderers.''' =		= '''Identifying potential tenderers.''' =

−	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers.	+	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers. The client then issues pre-qualification questionnaires to the long list of potential tenderers. 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 to the long list of potential tenderers. 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 from the long list of potential tenderers.		The client receives completed pre-qualification questionnaires from the long list of potential tenderers.

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

−	~~The client (or CDM co-ordinator if there is one) considers potential tenderers' competence as principal contractor.~~	+	The client co-ordinates any advice from independent client advisers, the project manager and internal client team on prospective tenderers and prepares an initial short list of tenderers. They then arrange pre-tender interviews with the initial short list of tenderers.
−		+
−	The client co-ordinates any advice from independent client advisers, the project manager and internal client team on prospective tenderers and prepares an initial short list of tenderers.	+
−		+
−	~~The client arranges~~ pre-tender interviews with the initial short list of tenderers.	+

	If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the tender documentation and prepares a final short list of tenderers.		If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the tender documentation and prepares a final short list of tenderers.
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	= '''Identifying the preferred tenderer(s).''' =		= '''Identifying the preferred tenderer(s).''' =

−	The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers.	+	The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers. The client compiles queries from tenderers and co-ordinates responses which should be issued to all tenderers. If necessary, the client arranges mid-tender interviews and / or site visits for the tenderers.
−		+
−	The client compiles queries from tenderers and co-ordinates responses which should be issued to all tenderers.	+
−		+
−	If necessary, the client arranges mid-tender interviews and / or site visits for the tenderers.	+

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

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

	The client selects and enters into negotiations with the preferred tenderer(s). A reserve tenderer may be retained in the event that negotiations with the preferred tenderer are unsuccessful.		The client selects and enters into negotiations with the preferred tenderer(s). A reserve tenderer may be retained in the event that negotiations with the preferred tenderer are unsuccessful.
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	The client co-ordinates negotiations with the preferred tenderer(s). 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 design proposals prepared by the tenderers 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 tenderer(s). 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 design proposals prepared by the tenderers 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 and if necessary makes changes to the tender documents and requests a revised tender from the preferred tenderer(s).
−		+
−	~~The client considers the tender report;~~ and if necessary makes changes to the tender documents and requests a revised tender from the preferred tenderer(s).	+

	= '''Gateway review 3: investment decision.''' =		= '''Gateway review 3: investment decision.''' =
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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 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 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 issue a confidential review report to the senior responsible owner.	+	The review team issue 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 at 15:14, 9 October 2015

2015-10-09T15:14:22Z

← Older revision		Revision as of 15:14, 9 October 2015
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	[[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.		[[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 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.

	= '''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 (if appointed) 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, the allocation of risk and the appointment of the contract administrator (or employer's agent). The contract administrator (if appointed) ~~agrees~~ with the client their delegated limit for issuing instructions in relation to the contract.	+	The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager (if appointed) to issue any amendments to the project execution plan, confirm the procurement route and 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, the allocation of risk and the appointment of the contract administrator (or employer's agent). The contract administrator (if appointed) discusses with the client their delegated limit for issuing instructions in relation to the contract.

	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 [http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf PAS 91] should be used).
Line 25:		Line 25:
	= '''Preparing the tender documentation.''' =		= '''Preparing the tender documentation.''' =

−	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 project manager if there is one) and co-ordinate the preparation of tender documentation.

−	The client ~~selects~~ the ~~form~~ of ~~contract and contract conditions~~ (perhaps with ~~advice~~ from ~~independent client advisers and project manager~~ if ~~there is~~ one).	+	The client co-ordinates the preparation of pre-construction information (perhaps with help from the principal designer if the client has appointed one).

−	~~The~~ client ~~co-ordinates~~ the ~~preparation of tender documentation~~.	+	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~~ (~~this may be prepared by a CDM~~ co-~~ordinator if~~ the ~~client has appointed one)~~.	+	The client prepares (or arranges for the preparation of) a pre-tender estimate, cash flow projection and tender pricing document (or contract sum analysis), then co-ordinates a review of the tender documents and makes amendments if necessary.

−	~~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 instigates change control procedures for the tender documents and arranges printing of the tender documents.
−		+
−	~~The client prepares (or arranges for the preparation of) a pre-tender estimate, cash flow projection and tender pricing document (or contract sum analysis).~~	+
−		+
−	~~The client co-ordinates a review of the tender documents (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 tender documents.	+
−		+
−	~~The client~~ arranges printing of the tender documents.	+

	= '''Identifying potential tenderers.''' =		= '''Identifying potential tenderers.''' =

−	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers.	+	From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers.

	The client issues pre-qualification questionnaires to the long list of potential tenderers. 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 to the long list of potential tenderers. 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.

Designing Buildings at 15:07, 9 October 2015

2015-10-09T15:07:56Z

Show changes

Designing Buildings at 14:07, 17 July 2014

2014-07-17T14:07:47Z

← Older revision		Revision as of 14:07, 17 July 2014
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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.

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−	⇒ [[~~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]]

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	#The client arranges pre-tender interviews with the initial short list of tenderers.		#The client arranges pre-tender interviews with the initial short list of tenderers.
	#If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the tender documentation and prepares a final short list of tenderers.		#If necessary, following comments received during the pre-tender interviews, the client co-ordinates amendments to the tender documentation and prepares a final short list of tenderers.
−	~~#Following the pre-tender interviews, the client co-ordinates any amendments to the initial short list of tenderers, and agrees the final short list of tenderers.~~

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−	⇒ [[~~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 09:09, 5 July 2013

2013-07-05T09:09:25Z

← Older revision		Revision as of 09:09, 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 publicly-funded project (other than~~ an ~~PFI project). Work plans~~ for ~~other procurement routes can be found on~~ the ~~Designing Buildings Wiki home page. For private finance initiative (PFI) projects go to work stage: Public project: PFI 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 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 ~~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\|outline plan]] \| [[Public_project:_project_brief\|previous stage]] \| [[Public_project:_concept_design\|next stage]]

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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 tender documentation.'''		'''B. Preparing the tender documentation.'''
−
	#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 and project manager if there is one).		#The client selects the form of contract and contract conditions (perhaps with advice from independent client advisers and project manager if there is one).
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	'''C. Identifying potential tenderers.'''		'''C. Identifying potential tenderers.'''
−
	#From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers.		#From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers.
	#The client issues pre-qualification questionnaires to the long list of potential tenderers. 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 to the long list of potential tenderers. 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 tenderer(s).'''		'''D. Identifying the preferred tenderer(s).'''
−
	#The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers.		#The client collates tender documents (including the output-based specification) and arranges for its dispatch to and return from the tenderers.
	#The client compiles queries from tenderers and co-ordinates responses which should be issued to all tenderers.		#The client compiles queries from tenderers and co-ordinates responses which should be issued to all tenderers.
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	'''E. Entering into negotiations with the preferred tenderer(s).'''		'''E. Entering into negotiations with the preferred tenderer(s).'''
−
	#The client co-ordinates negotiations with the preferred tenderer(s). 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 design proposals prepared by the tenderers 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 tenderer(s). 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 design proposals prepared by the tenderers 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 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 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 issue a confidential review report to the senior responsible owner.		#The review team issue 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 tenderer (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 tenderer (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\|outline plan]] \| [[Public_project:_project_brief\|previous stage]] \| [[Public_project:_concept_design\|next stage]]
−	*Next stage: ~~public project: concept design.~~	+
−	*Previous stage~~: public project: project brief.~~	+

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

Designing Buildings at 16:18, 23 April 2012

2012-04-23T16:18:29Z

← Older revision		Revision as of 16:18, 23 April 2012
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	#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.
	#The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager (if appointed) 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, the allocation of risk and the appointment of the contract administrator (or employer's agent). The contract administrator (if appointed) agrees with the client their delegated limit for issuing instructions in relation to the contract.		#The client arranges a stage start-up meeting with the internal client team, independent client advisers and project manager (if appointed) 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, the allocation of risk and the appointment of the contract administrator (or employer's agent). The contract administrator (if appointed) agrees with the client their delegated limit for issuing instructions in relation to the contract.
−	#The client prepares selection criteria for the integrated supply team and pre-qualification questionnaires (The ~~Office of~~ Government ~~Commerce (OGC)~~ 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 [http://www.cabinetoffice.gov.uk/sites/default/files/resources/Government-Construction-Strategy.pdf PAS 91] should be used).
	#If it is necessary and has not already been done, OJEU or other adverts are prepared and placed.		#If it is necessary and has not already been done, OJEU or other adverts are prepared and placed.

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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 tenderers.		#From responses received to any adverts placed, or from recommendations received, the client co-ordinates the preparation of a long list of potential tenderers.
−	#The client issues pre-qualification questionnaires to the long list of potential tenderers. 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 to the long list of potential tenderers. 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 from the long list of potential tenderers.		#The client receives completed pre-qualification questionnaires from the long list of potential tenderers.
	#The client carries out financial checks on potential tenderers (ideally the contract should not be more than 20% of the annual turnover of the potential tenderers).		#The client carries out financial checks on potential tenderers (ideally the contract should not be more than 20% of the annual turnover of the potential tenderers).
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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 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 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.