Sydney Roads Asset Performance Contracts · language for long-term planning and a means to bridge...

Sydney Roads

Asset Performance

Contracts

Welcome and

Introduction Matt Sweeting

Questions Don’t forget Slido.com

#SRAPC

Welcome to Country Uncle Allen Madden

Aboriginal Participation

in Construction (APiC) Warren Steadman

Aboriginal Engagement Manager

• NSW Government policy targeted to grow

the First Nations economy through the

supply chain of NSW Government contracts.

• Recognises that industry has a role to play in

broadening opportunities for Aboriginal

people .

• Supports NSW Aboriginal Affairs Plan –

OCHRE.

• Is complemented by Aboriginal Procurement

Policy.

• Aims to create 3,000 FTE employment

opportunities for Aboriginal people.

APIC: what is it?

APIC has changed:

• Mandatory minimum 1.5% spend (no longer a

target).

• Aboriginal Participation Plan required at

tender.

• Four eligible spend categories replace direct

and indirect spend.

• Agencies are encouraged to set higher

requirements where appropriate.

• Exclusions must be approved by contracting

agency.

APIC: how has it changed?

APIC: how has it changed?

We have a responsibility as a

society to end the disparities

between Aboriginal people and the broader community.

The NSW Government’s $51.2bn

investment in roads and public

transport infrastructure gives us a

huge opportunity to end these

disparities through our

infrastructure projects and

procurement processes.

18%

62%

52%

$556

Unemployment

Education

Income

Households

In 2016, the unemployment rate

for Aboriginal people of working

age was 18.4, 2.7 times the

non-Indigenous unemployment

rate.

In 2017, 62.4% of Aboriginal

school aged children were

retained in school from one

year to the next.

Aboriginal people aged 15

and over received a

government pension or

allowance as their main

source of income.

For people aged 15 and over,

the median gross weekly

household income of Aboriginal

people was lower than that for

non-Aboriginal people

($556/week compared with

$831/week).

What is subject to APIC?

Construction projects

undertaken on land not

owned by the

government or where the

built asset will be owned

by a non-government

entity.

Construction related

building maintenance

and civil engineering.

Construction related

support activities,

such as financial,

advisory, architectural

and professional

services.

Joint public/private

sector construction

projects.

APIC: Eligible spend

Contractors or

subcontractors can

employ Aboriginal people

(either directly or through

labour hire) on your

project.

Contractors can support

their Aboriginal

employees on your

project gain skills and

qualifications from a

registered training

organisation like TAFE

NSW. They’ll need to

ensure courses are pre-

approved by RMS.

Contractors can use

Aboriginal businesses

(recognised by Supply

Nation or NSW

Indigenous Chamber of

Commerce) to supply

goods and services for

your project.

Contractors may

engage Aboriginal

organisations or

Aboriginal industry

bodies to help them

find Aboriginal

employees or

Aboriginal businesses.

Employment Aboriginal businesses

Consultation

Education & Training

APIC: Exclusions

Exclusions from project spend are determined by the agencies and may include

Specialised capital equipment Such as tunnel exhaust fans, boring machines, batch plants or where no Australian

supplier exists in the market.

Importer materials Materials imported from oversees where no Australian supplier exists in the

market.

Non-contract/project assets Existing and/or new non-contract/project specific assets apportioned to the

contract/project, where they are used in delivery of the contract/project.

Property Such as acquisitions, indirect leasing costs, extra land, adjustments.

Non-construction related services

APIC: Roles

It’s your responsibility to

ensure at least 1.5% of

the project spend is

invested in Aboriginal

participation.

Compliance

Education

It’ll be your job to

make sure your

contractors

understand their

obligations under the

APIC policy

Contracts

It’ll be up to you to

ensure that contracts

include contractor

obligations under the

policy, and spending

meets the eligibility

requirements.

Assess

As part of your

role, you will

assess and

validate

contractor

reports, and

ensure they have

access to the

APIC reporting

portal.

Support

You’ll need to

guide your

contractors

through the APIC

policy during the

tender and project

lifecycle.

Depending on the value of the contract, you will

need to report your Aboriginal Participation

spend either:

• Monthly, for contracts valued over

$10million

• Quarterly, for contracts valued up to

$10million

• Portal currently under review

• Continue manual reporting and input to

CM21

APIC: Reporting

Woolgoolga to Ballina (W2B):

• Target spend of $32M

• Actual spend of $64M (to date)

• 6% Aboriginal employment

• Aboriginal business engagement

Success factors

• Leadership (Project Director)

• Pre-employment workshops

• Community engagement

APIC: what does success look like?

Aboriginal employment and economic participation in Forward Work Plan (FWP) 1: 2%, FWP 2: 5%,

FWP3: 8% with an increase of 1% with each FWP.

This will occur in line with the development and implementation of an Aboriginal management career

pathways initiative for ongoing and meaningful employment, tailored and characterised by the

identification of suitable project roles and capability development initiatives to drive diverse employment

outcomes.

APIC The proposed Aboriginal participation requirements

This requires:

• the number of diverse Aboriginal job-ready employees recruited and retained

• the number and types of qualifications achieved by Aboriginal workers over the life of the contracts

• Aboriginal participation in subcontracting (supply chains)

• remuneration (proportional) for Aboriginal trainees and apprentices

• engaging workplace mentors from Aboriginal people

• assessing and certifying increases in Aboriginal worker skills and training

• development of a support services and resources database, detailing the number of Aboriginal

businesses engaged on projects

• investments in internal and external training, including the development of Aboriginal training programs

and resources

• opportunities for Aboriginal subcontractors and suppliers, including communication of supply

opportunities via Supply Nation, NSW Indigenous Chamber of Commerce and engage with the Senior

Aboriginal Engagement Specialist.

APIC The proposed Aboriginal participation requirements

Safety Moment Amanda Tarbotton

UN Sustainable

Development Goals Celia Tesoriero

Drivers for Sustainability

• Sustainable development has

been defined as development that

meets the needs of the present

without compromising the ability of

future generations to meet their

own needs

• Sustainable development calls for

concerted efforts towards building

an inclusive, sustainable and

resilient future for people and

planet

Sustainable Development UN Sustainable Development Goals

https://www.un.org/sustainabledevelopment/development-agenda/

• Provides a holistic framework and a shared

language for long-term planning and a

means to bridge silos, build synergies and

strengthen domestic policy coherence

• Helps identify untapped opportunities and

risks and provides a checklist for setting

strategic priorities and addressing urgent

challenges

• A powerful, universal platform for

partnership, collaboration and value

creation, building trust, strengthening

stakeholder relations and pooling resources

towards shared goals

The SDG Roadmap A global and recognised framework

12 market opportunities can generate up to $12 trillion worth of value..

Opportunity for impact Value of the Sustainable Development Goals

http://report.businesscommission.org/report

http://report.businesscommission.org/report

• Make the best use of available resources and assets

• Ensure a resilient transport system that contributes to the NSW

government objective of net zero emissions by 2050

• Incentivise reduced consumption, better environmental

outcomes and innovation to deliver asset maintenance services

in a sustainable manner

• Help ensure an integrated approach to addressing social, labour

and human rights issues such as diversity and inclusion, equal

opportunities and reduced inequalities

Project purpose Sydney Roads Asset Performance Contracts

Priority UN SDGs Sydney Roads Asset Performance Contracts

The Roads Asset Performance Contracts are supporting all 17 of the UN

Sustainable Development Goals with a proposed focus on the following:

Proposed Priority targets Sydney Roads Asset Performance Contracts

Goal Theme Targets

3 Good Health and Wellbeing 3.4, 3.6, 3.9

8 Decent Work and Economic Growth 8.3, 8.4, 8.5, 8.6, 8.7, 8.8

9 Industry, Innovation and Infrastructure 9.1, 9.4, 9.5

11 Sustainable Cities and Communities 11.2, 11.3, 11.4, 11.6, 11.7, 11.a

12 Responsible Consumption and

Production

12.2, 12.4, 12.5, 12.6, 12.7

13 Climate Action 13.1, 13.2, 13.3

15 Life on Land 15.2,15.5, 15.8

17 Partnerships to achieve the Goals 17.17

Case study Transurban FY19 SDG Progress Report

FY19 UN SDG Progress

Working example: SDG 13.3 What does good look like?

Improve education, awareness-raising &

human & institutional capacity on climate change

mitigation, adaptation, impact reduction & early

warning

UNFCCC Paris Agreement

NSW Climate Change Policy

Framework

Future Transport Strategy 2056

Train employees & contractors to build

awareness

Set science-based emissions reduction

targets & report annually on progress

Report annually in line with Taskforce on

Climate-related Financial Disclosures (TCFD)

guidelines

Link incentives & innovation to low carbon performance outcomes

100% employees @ Tier 1, 2, & 3

contractors trained & empowered to address

climate change impacts; evidence of effective mitigation & adaptation strategies; total annual scope 1, 2

& 3 project carbon emissions; CO2e

saved through efficiency measures

By end FWP3, absolute carbon

footprint reductions under your SRAP

contract are on track to achieve net zero CO2 emissions by

2050

SDG SDG target Relevant policies

What you can do

How you can

measure it

FWP3 outcome

• Large civil engineering European construction

firm

• Aims to be climate net positive by 2050

• Working with clients and supply chain partners

to reduce carbon emissions in the value chain

• Applies greenhouse gas (GHG) protocol to

calculate emissions, obtained A - score under

Carbon Disclosure Project (CDP) and has set a

Science Based Target (SBT)

• Focus on bringing low or zero carbon products

and services to market to scale positive impact

• Working towards reversible and regenerative

designs

• One of Europe’s most active corporates in open

innovation – collaboration with startups

Royal BAM Group nv Towards Carbon Positive Infrastructure

• Premier’s Priorities (3,9,11)

• Future Transport Strategy 2056 (3, 9, 11)

• NSW Circular Economy Policy (8, 12)

• National Waste Policy Action Plan (9, 12)

• NSW 20 Year Waste Strategy (9, 12)

• NSW Procurement Framework (12)

• NSW Climate Change Policy Framework (13)

• NSW Innovation Strategy (9)

• NSW Environmental Planning Policy (15)

• Saving our Species management framework (15)

• NSW Government Resource Efficiency Policy (8, 12)

• Modern Slavery Act and Reporting Requirements (8)

• Economic Development Strategy for Regional NSW (8)

• Work Health and Safety Policy (3, 8)

Support for the drivers Government Strategies and Policies

National Waste Policy Action Plan

Monitoring and Reporting Tool - ISCA

• Such as ISCA – 2.0 of the IS rating scheme for Operations, Planning and Design in

construction is a third party assured framework for intergrading sustainability risks and

opportunities into strategy, operations and reporting – in collaboration with industry

https://isca.org.au/News-and-Media/Industry-News/ISCA-IMPACTS-REPORT-2019

ISO 6707 – Building and civil engineering

works

ISO 21931 – Sustainability in building

construction

ISO 14001 – Environmental management

systems

ISO 20400 – Sustainable Procurement

ISO 26000 – Social responsibility

ISO 9000 – Quality standards in construction

AS 5104 – Reliability for structures

ISO/WD TR 22845 – Resilience of buildings

and civil engineering works (under

development – may not be adopted).

Monitoring and Reporting Tool – ISO and AS

ISO 6707-3 Sustainability Terms

• GECA or equivalent certification is

recognised by Australia’s leading ratings

schemes – including GBCA’s Green Star

ratings and ISCA’s IS standards

• GECA ecolabels are developed in

adherence to ISO 14024 – Environmental

labels and declarations

Monitoring and Reporting Tool - Third Party Certification

Example - Transurban

Case study SDG Assessment Tool or Equivalent

SDGs are good for

business – with the

$12 trillion market

opportunity by 2030,

the SDGs are a

‘purchase order from

the future’ for

businesses willing to

step up but business

as usual won’t get

us there.

Case study TCorp Green and Sustainability Bond

Case study Sydney Opera House

• Geopolymer concrete – sustainable blend of

concrete and recycled materials (fly ash and

blast furnace slag)

• Generates 300kg of CO2 per tonne of cement,

compared to 900kgs from traditional cement

production

• Generates carbon emissions savings

equivalent to 2 weeks of average household

electricity use

• University of NSW researchers and the

Cooperative Research Centre for Low Carbon

Living will use results from the trial to create the

first set of industry guidelines for geopolymer

concrete

Collaborative Partnerships City of Sydney – UNSW

As a major road leading to Sydney Airport, Wyndham Street’s high

traffic volume provides the perfect conditions for the trial

https://news.cityofsydney.nsw.gov.au/articles/sydney-drives-world-first-green-roads-trial

Short Break Don’t forget Slido.com

#SRAPC

Greater Sydney

Concept of Operation Graham Richardson

4

0

Concept of Operations Recap

• The Concept of Operations for the Greater Sydney Road Network supports a pivot from “Road

Network Owner / Operator” to an integrated provider of “Transport-as-a-Service” considering all

users and modes of transport.

• It establishes customer-focused performance standards for our road network by corridor type

(network function), mode, time of day, and day of week.

• This performance standard enables asset investment to be prioritised to deliver a suitable level of

performance for our customers.


Function:

Every road corridor within Greater Sydney will

be classified by its desired or required function

by time of day and day of week.

GSCO Extract: Functional Hierarchy


Customer Focused Measures:

Based on engagement with customer user

groups, customer focused performance

measures have been developed from seven key

customer requirements.

These measures, paired with the corridor

functional hierarchy, will enables asset

investment to be prioritised to deliver a suitable

level of performance for our customers.

Convenience Safety Time Accessibility

Cost Sustainability Comfort

Concept of Operations Draft Customer Focused Condition and Operational Measures

Condition measures

• Continuity of infrastructure

• Noise

• Roadside quality (Amenity)

• Pavement repair time

• Relative attractiveness (Active Transport)

• Ride quality

• Pavement quality

Operational measures

• Average speed

• Crossing opportunities (spacing)

• Customer punctuality

• DDA Compliance

• Delay (by mode)

• Destination on-time running (Transit)

• Green time utilisation

• Journey time reliability

• Loading availability

• Number of stops on journey

• Relative speed

• Route directness (Active Transport)

• Safe crossing delay (Active Transport)

• Separation (Active Transport)

• Speed ratio

• Total lost customer minutes

• Incident clearance time

Concept of Operations Example Application

Example corridor: Arterial transit corridor through area with high place function

Concept of Operations

Transit

Freight

Personal

Active

Place

Tim

e P

erio

d

Weekday

AM peak

Inter-peak

PM peak

Evening

Weekend

Morning

Afternoon

Evening

Function

Priority measure from customer perspective

Transit: City Shaping

Place: Strategic Centre Roadside Quality

Ride Quality

Maintenance Contract

Asset Condition Requirements

Surface Condition Index

Pavement Health Index

Pavement Repair Time

Footpath Surface Condition

Clear of overgrowth

Concept of Operations Example Application

Example corridor: Secondary freight corridor through area with high place function

Concept of Operations

Transit

Freight

Personal

Active

Place

Tim

e P

erio

d

Weekday

AM peak

Inter-peak

PM peak

Evening

Weekend

Morning

Afternoon

Evening

Function

Priority measure from customer perspective

Freight: City Server

Place: Local Centre Noise

Pavement Quality

Maintenance Contract

Asset Condition Requirements

Pavement Health Index

Pavement Repair Time

Pavement Smoothness

Transit: City Shaping

Sydney Roads Asset

Performance Contracts Matt Sweeting

We are still on the journey The team is open to input for the development of the contracts

Source: Transport 10 year blueprint

Key shifts to transform TfNSW

Change for the better

Future Transport 2056 vision for Greater Sydney

• a metropolis of three cities

• served by an integrated transport network

for the movement of people & freight,

within its place context

10-year Transport Blueprint

• Outcomes-focused reporting to align our work

• Primary outcomes, focused into 10-year

ambitions which will have measures and targets

Our Strategic Context

Outcome Framework

Customer Focused

Sustainability Safety and

Performance Successful

places

Innovation

Relationship Based Contracting

Relationship management. Effective contract management relies on good communication based

on mutual respect, trust, understanding, openness and accountability. Keep the relationship

between you and your supplier open and constructive, resolving or easing tensions and identifying

issues early.

Sydney Roads Asset Management System

Approach and Framework

Why

What

How

Sydney Roads Asset Management System

Framework Sydney Roads and SRAPC

Responsibility

Sydney Roads will be accountable to deliver a

brief on what customer and asset outcomes are

required to facilitate the delivery of the AMP and

Asset Class Plans for the contract period.

Plan Acquire

Operate /

Maintain Dispose

6. Performance Evaluation

7. Improvement

5. Operation

Implementation of the AMP –

Tactical Asset Management Plan

Asset Portfolio

Tactical Asset Management Brief

Tenderers will need to respond to this brief with a

Tactical Asset Management Plan aligned to the

Customer Service, Safety and Performance,

Sustainability and Successful Places requirements

for the Transport 2056 vision that will deliver on

the asset management objectives provided in the

TAMP brief

Services to achieve outcomes in the TAMP are:

• Routine Maintenance Works

• Tactical Road Pavement Works

• Tactical Intelligent Transport Systems Works

• Tactical Corridor Works

• Tactical Bridge and Tunnel Works

Special Projects will be procured through the SRAP Contracts based on a capability assessment and Service

Provider Performance.

Planning Works Tactical Asset Management Plan

TAMP Considerations in Developing the TAMP

Indicative Contract Values Indicative value for first works period

These numbers are indicative, detailed asset data will be provided in the tender documentation

Service Area

Routine and Tactical Asset Management

Routine maintenance

Tactical Maintenance Works $220.0m - $255.0m

Event Management

Asset Recovery

Special Projects

Minor Improvement works $70.0m - $140.0m

Indicative Average

Annual

Forecast Range FY21/22 -

FY23/24 Across 3 Zones

* The volume of Special Projects will be determined through capability

assessments and contractor performance

Significant Asset West Zone River Zone City Zone

Bridges 26% 26% 48%

Bridge Size Culverts 51% 28% 21%

Slope Sites 42% 17% 41%

Traffic Signal Sites 18% 25% 57%

Length of Laneway 29% 30% 41%

Change

All information correct at the time of presentations

Procurement Process Graeme Simon

Procurement Requirements

SRAP Contracts team will manage this procurement process and are

accountable and focused on:

•Fairness

•Integrity

•Transparency

•Impartiality

•Confidentiality

•Value for money

•Equality throughout the evaluation and the entire process.

Probity

Gordon Eastwood

Probity Manager

[email protected]

M: 0435 472 352

W: procuregroup.com.au

mailto:[email protected]

What are the Key Dates?

What are they?

What is the process?

• Registration of Interest (ROI) via eTender end of January 2020

• Industry Briefing early February 2020

• Registration of Interest (ROI) close – End of March 2020

• Tender documents issued – Late April 2020

• Tender documents returned – Late July 2020

• Interviews with tenderers – August 2020

• Contract Outcomes Announced – December 2020

Registration of Interest What is the process?

• Register with eTender (https://tenders.nsw.gov.au/)

• Notification of Registration of Interest will be released late January 2020, all dates

and evaluation criteria will be included in the notification

• As per the eTender process all questions need to be submitted in writing to the

appropriate inbox

• The Registration of Interest briefing will be held approximately a week after the

Registration of Interest has been released on the eTender Website

• It is highly recommended you attend the briefing so questions can be asked to

understand the requirements.

Pre-Qualifications What are they?

What is the process?

Category Pre-Qualification Level

Financials F150 plus

Road Construction R3

Bridge Construction B2

Understanding the Zones

Proponents will be required to submit their preference for zones at the Registration

of Interest stage.

The shortlisted proponents will take into consideration these preference.

“Will tenderers be allowed to bid on multiple zones?”

The shortlisting exercise will determine which zone tenderers will bid, based on

preferences submitted during ROI process. TfNSW will only shortlist proponents for

a maximum of 2 zones.

Understanding the Zones

The following competition rule will be applied to the Tender:

1. Mandatory - A conforming bid must be submitted for one zone

2. Optional - A non–conforming bid may accompany a conforming bid

Question and Answer Matt Sweeting and John Hardwick

Final Comments John Hardwick

Slido Questions

Questions taken from Sli.do

Industry Liaison Session – 25/11/2019

Anonymous 25 Nov, 2019

Are the ESC works included on the contracts?

9 likes


Do you want these contracts to be consultant led?

8 likes


What’s the expected proportion: maintenance compared to

minor improvement works?

8 likes


If the main works contractor is restricted to winning 1 area can

their supply chain work across all areas? I.e. be a supplier for all

3 main contractors.

6 likes


You have previously stated that we can bid for more than one

contract but can you confirm that we can win more than one

contract?

5 likes


Are you aware of the overhead it’s going to Cost to run this?

And are you ready for that ?

4 likes


The indicative annual spend on special projects is less than the

ESC spend. Does this mean the ESC will continue in parallel

with the SRAPC?

4 likes


What is the expectation about the size ($ value) of network

improvements in SRAP?

3 likes


Can we have a list of attendees from today!

3 likes


I suggest TfNSW tell us if consultant or contractor led?

3 likes




What type of relationship between main provider and their

supply chain are TfNSW expecting to see? JV or supplier?

3 likes


Iso55000 was not listed in the slides on sustainability. Is 5500x

required in this tender and will be credited towards both asset

management and sustainability?

3 likes


Given requirements for detailed plans at tender stage are you

proposing to reimburse tenders for costs?

3 likes


Who priorities investment on the asset ? If it’s the provider how

does investments get approved?

3 likes


We have not seen the 10yr blueprints ? Are theses drivers for

the performance bonus ? When are they available for all road

elements?

3 likes


What does RMS consider not to be working well on the current

SMC’s? What should industry not carry forward in their plans for

SRAPC’s delivery?

3 likes


Can you give an example of how Minor capital works

performance will be assessed?

3 likes


You stated that the industry briefing will be a week after issue of

the ROI. The questions are to be in to you 2 days prior to it,

giving industry little time.

3 likes




Can a main contractor also provide services (as a subcontractor

or supplier) into other zones for other entities?

3 likes


How much opportunity will there be for innovation,

research/development during the contract? For example trialling

new use cases, collaboration with Universities.

2 likes


When will we get detailing on the KRA and KPIs? Given it’s last

industry session and these have contractual implications will

We get them before the RFT?

2 likes


Will TfNSW be providing a framework or guidance to allow

current employees ( and network experience ) on current

contracts to be available for incoming Provider?

2 likes


These contracts are clearly much more than roads

maintenance. Can you take us through your thoughts on service

provider structure?

2 likes


Do you want to use these contracts to achieve other by-product

outcomes, e.g. ISO55000 compliance?

2 likes


Does a JV need to be registered on e tender or just one of the

parties?

2 likes


Does a JV need to be prequalified in its own right or just one

party will suffice?

2 likes


So an ITS subcontractor could deliver entire service across 3

networks?

2 likes




Is there no asphalt pre-qualification required? Any other pre-

qual requirements for the subcontractors?

2 likes


Are ITS providers expected to be main contractors within a

consortium or can they subcontract across all zones?

2 likes


Expectations around Client interactive Workshops during

procurement phase?

2 likes


Project 13 has been referenced by TfNSW as a potential model

for the future - is there an intention to consider for the SRAP

contracts?

1 like


Will any Council roads be included in any of the zones?

1 like


what are the risk and reward measures attached to the

contract?

1 like


You talk about relationship based contracts, trust and

communication but have not kept the industry informed or

involved in the impacts of the TfNSW changes.

1 like


CAN you provide an example of a tactical asset maintenance

Brief please?

1 like


Pre-qual reqs?

1 like


Would the traffic control strategies to achieve Transport as a

Service be included in the tender or it is to be proposed by the

Contractors in their submission?

1 like




Please describe what is a high place function and what qualifies

as a successful place?

1 like


Will you consider alternate bids to win multiple contracts or are

we wasting our time?

1 like


How is the performance being measured? Which KPIs will

apply?

1 like


Expectations around Client interactive Workshops during

procurement phase?

1 like


Does the JV need to be prequalified in its own right or just one

party will suffice?

1 like


Will the engineering documentation for all ITS equipment and

installations being provided?

1 like


Will the R3 Ausroads prequal apply to ITS projects?

1 like


How is TfNSW providing the base performance data for the

KPIs? Do you have all the sets needed for the first forward work

program?

0 like


Will RMS be supplying a direct conduit to Government

delivering sustainable goals during tender?

0 like


In a 15 year contract the users requirements will change, which

will change the con op. How will this change be reflected in

maintenance requirements and costs?

0 like




Will M3 specs become redundant, due the type of the future

outcome contract?

0 like


Will you be measuring performance against contract KPIs on

every road on a 24/7 basis. If not, how will measurement places

and times be determined?

0 like


What criteria will be used for capability assessments with

regards special project delivery?

0 like


How does the cost / benefit of Innovation attempts get

addressed?

0 like


Will a bid evaluation scheme (price, sustainability, KPIs, ...) be

published?

0 like


How will the contract award be evaluated? E.g price weighted

vs quality weighted.

0 like


During the tender process how will you assess outcomes v cost

I.e how will you assess VFM of an improvement in mobility v

cost?

0 like


Will you have an interactive process with tenderers ( individual)

during the RFP to ensure Tenderers are aligned with RFP doc

rests , and testing of thinking?

0 like


Will existing labour be available to the new contractors?

0 like


Will supply chain contestability be apart of RFT?

0 like




From a design consultants perspective, the level of design in

the contracts is important. Do you expect design to be included

in capital work delivery?

0 like


Please will you give an example of the level of detail that will be

provided in the TAMP Brief I.e will this be specific objectives or

general outcomes?

0 like


Clarify if pre-qualification for traffic signal construction works is

required (or pending) before bidding at ROI stage, or at RFT

stage?

0 like


Can TfNSW provide additional metrics such as the estimated

population per zone, approx number of customer calls per

month per zone to assist Tenderers?

0 like


Will condition data be provided to tenderers for the purposes of

analysis to develop an Initial Forward Works Plan to be

submitted as a tender deliverable?

0 like


Is there a plan to include a clause in the contract to mandate the

transfer of current skilled resources to the new provider?

0 like

Industry Briefing 5 February 2020

10am to 12pm

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