Download - A new Intermediate construction frameworks Edward Currie and Mark Thomas Framework Managers
A new Intermediate construction frameworks
Edward Currie and Mark Thomas
Framework Managers
Complementary frameworks for capacity
• Issues with SEaL framework with interest in smaller projects (especially D&B)
• Analysis showed problem most acute for projects £1m to £4m• Hence two complementary frameworks
SCF (SE) for projects > £4m 8 contractors
ICF (Hampshire) for projects £0.5m to £4m 10 contractors
• Exactly the same operating model• Details of the new Major Works Framework @• www.southerconstrutionframework.org.uk
Tier 3 (LCF)3 Lots (18 contractors)
£1 to £1.5m
Tier 2 (ICF)1 Lot (10 contractors)
£0.5m to £4m
Tier 2 £750k to £5m (8 contractors)
Tier 3 £50k to £750k (8 contractors)
Tier 4 £1 to £50k (6 contractors)
Tier 2 £750k to £6.5m (11 contractors)
Tier 3 £1 to £750k (11 contractors)
SE SUB REGIONAL FRAMEWORKS
Tier 3 (Minor Works)Work in progress
Principles – 2 stage approach
Design Construction
Construct to agreed lump sum
Contractor selected from framework on
OHP, PC fee, construction staff
cost, design & ability to meet client brief and project budget
Integrated team develop designs and
costs, maximise efficiency within
budget whilst finalising package procurement with
tier 2 and 3
This framework approach has been tried and tested since HCC’s first framework in 2004 for the Nursing Care Programme
Learning – Feedback from previous users
• Frustration with the template approach to the Framework Tender
• Complications with Preliminary pricing tied to templates
• Preconstruction time based, not output based
• Lack of transparency in preconstruction
• No market intelligence
• Contractor performance variable
• Lack of enforcement of framework requirements
New Framework Features
• Specified Contractor duties Framework Director Framework Account Manager
• Not to exceed rates for OHP, Preconstruction, construction and design
• Faster contractor selection process • Minimum standards of contractor performance across a
range of project, performance and social value KPI’s • Designed to help authorities implement key initiatives
such as BIM and Project Bank Accounts through signed charters
What was included in The Framework Tender
Specified•Roles•Duties•Deliverables
10 Contractors:Amiri, Beard, Interserve, Kier, Lakehouse, MidasLongcross, Osborne, Raymond Brown, Stirland
The Mini Competition Process
Opportunity pipeline published – M2i
Project details published on procurement portal (sets not to exceed price)
MC 1 run through procurement portal
Framework manager / project officer short list to 3
Project Officer issues and runs MC2
Confirmation of (Questions may be weighted):•Preference for type of project•Ability to deliver (capability)•Capacity of contractor and supply chain•Ability to add valueSelf scored responses to pre-set criteria, supported by word limited written evidence. Evaluated by framework manager, who agrees outcome with project officer.
Principles of Mini Competition 1
Preferred outcome is for three contractors to proceed to MC2.•Sensitive to contractor right to appeal•Sensitive to officer view on self scoring•May be more than three in MC2
Framework Manager to feed back to unsuccessful contractors
Outcome of Mini Competition 1
Cost – 30% weighting•OHP %•Pre construction fee%•Construction fee %•Design fee %•If applicable and appropriate, may include Preliminary items Rates may not exceed the tender percentages from the price point, but may be less, and will be converted to lump sums based on the construction value
Principles of Mini Competition 2
Sub
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ies
not w
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– si
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Technical – 70% weighting, with the following question areas:•QA and performance (Continuous Improvement) •Design Management & Development •Supply Chain Management •Handover and Aftercare •Social Responsibility – Mandatory question •Financial Control – Mandatory question on cost plan •Framework delivery – Project delivery •Programmes of Work
Questions may be weighted
Principles of Mini Competition 2
Award and feed back
• Project Officer to award Agreed costsAgreed programmePre construction agreement
• Project Officer to feed back to unsuccessful contractors
Key gateways
Managing performance
• Minimum standards of performance
Cost predictability Time predictability Team performance scores Defects at handover SME spend Health and safety
Who we are
Keith HeardSenior Programme Manager
Edward CurrieRegional Programme Manager
L. Howell
N. Midmer C. Henderson
Vacancy
T. Moss K Larrive
Framework Team
M. Thomas
Contact DetailsT: 01962 845942