request for tender - consultants · the principal has a requirement to engage an appropriately...

RFT COR/28 – 05/17 Architectural Services for the Margaret River Cultural Centre (HEART) Redevelopment Project

Request for Tender - Consultants

Architectural Services for the Margaret River Cultural Centre (HEART) Redevelopment Project

Request for Tender: Lead Architectural Consultancy Services for the

Margaret River Cultural Centre Redevelopment (HEART)

Project

Deadline: 12 Noon (AWST) Monday 20 March 2017

Delivery

Requirements:

The Submission is to be transmitted by email to the

Chief Executive Officer at

[email protected]

RFT Number: COR / 28 – 05/17

mailto:[email protected]

Table of Contents


Contents Contents ................................................................................................................................................. 2

Executive Summary .............................................................................................................................. 4

1 Conditions of Tendering ............................................................................................................... 5

1.1 Definitions ................................................................................................................................ 5

1.2 Request for Tender Confidentiality ......................................................................................... 6

1.3 Tender Documents .................................................................................................................. 6

1.4 How to Prepare Your Tender .................................................................................................. 6

1.5 RFT Timescales and Milestone............................................................................................... 7

1.6 Contact Persons ...................................................................................................................... 7

1.7 Prequalification Requirements ................................................................................................ 8

1.8 Tender Briefing/Site Inspection ............................................................................................... 8

1.9 Lodgement of Tenders and Delivery Method .......................................................................... 8

1.10 Rejection of Tenders ............................................................................................................... 9

1.11 Late Tenders ........................................................................................................................... 9

1.12 Acceptance of Tenders ........................................................................................................... 9

1.13 Disclosure of Contract Information .......................................................................................... 9

1.14 Tender Validity Period ............................................................................................................. 9

1.15 Precedence of Documents .................................................................................................... 10

1.16 Alternative Tenders ............................................................................................................... 10

1.17 Tenderers to Inform Themselves .......................................................................................... 10

1.18 Alterations ............................................................................................................................. 11

1.19 Risk Assessment ................................................................................................................... 11

1.20 Period of Contract and Review ............................................................................................. 11

1.20.1 Contract Term ............................................................................................................... 11

1.20.2 Options to Extend Contract Term.................................................................................. 11

1.20.3 Contract Review ............................................................................................................ 12

1.21 Evaluation Process ............................................................................................................... 12

1.21.1 Selection Criteria ........................................................................................................... 12

1.22 Price Basis ............................................................................................................................ 14

1.22.1 General Price Requirements ........................................... Error! Bookmark not defined.

1.22.2 Contract Term Prices .................................................................................................... 14

1.22.3 Extension Period(s) to Contract Prices ........................... Error! Bookmark not defined.

1.23 Principal’s Policies & Guidance That May Affect Selection .................................................. 14

1.23.1 Regional Price Preference Policy .................................................................................. 15

1.23.2 Statement of Purchasing Ethics .................................................................................... 15

1.24 Foster Local Economic Prosperity ........................................................................................ 15

1.25 Disclosure of Sub-contracting ............................................................................................... 15

1.26 Ownership of Tenders ........................................................................................................... 15

Table of Contents


1.27 Canvassing of Officials .......................................................................................................... 16

1.28 Identity of the Tenderer ......................................................................................................... 16

1.29 Costs of Tendering ................................................................................................................ 16

1.30 Tender Opening .................................................................................................................... 16

1.31 In House Tenders .................................................................................................................. 17

1.32 Notification of Outcome ......................................................................................................... 17

1.33 Payment ................................................................................................................................ 17

2 Specification ................................................................................................................................ 18

2.1 Introduction .............................................................................. Error! Bookmark not defined.

2.2 Background Information .......................................................... Error! Bookmark not defined.

2.3 Scope of Work ....................................................................................................................... 18

2.4 Specific Requirements of the Contract ................................... Error! Bookmark not defined.

2.5 Implementation Program ......................................................... Error! Bookmark not defined.

3 Conditions of Contract ............................................................................................................... 45

3.1 General Conditions of Contract ............................................................................................. 45

3.2 Special Conditions of Contract .............................................................................................. 50

3.2.1 Period of Contract and Review ....................................... Error! Bookmark not defined.

3.2.2 Insurances ....................................................................... Error! Bookmark not defined.

3.2.3 Disability Access and Inclusion Plan Consultant Reporting .......................................... 51

3.2.4 Consultant Performance ................................................. Error! Bookmark not defined.

3.2.5 Project Handover Pack ................................................... Error! Bookmark not defined.

3.2.6 Demonstrated Application of Regional Price Preference Error! Bookmark not defined.

3.2.7 Termination ..................................................................... Error! Bookmark not defined.

3.3 Purchase Order Terms and Conditions of Purchase ...................................................... 55

4 Tenderer’s Offer .......................................................................................................................... 59

4.1 Form of Tender...................................................................................................................... 59

4.2 Selection Criteria ................................................................................................................... 60

4.2.1 Compliance Criteria ....................................................................................................... 60

4.2.2 Qualitative Criteria ......................................................................................................... 60

4.2.3 Price ................................................................................ Error! Bookmark not defined.

4.2.4 Summary of weighted criteria .......................................... Error! Bookmark not defined.

4.3 Price Information ................................................................................................................... 65

4.3.1 Price Basis .................................................................................................................... 65

4.3.2 Price Schedule ................................................................ Error! Bookmark not defined.

4.3.3 Price Discount ............................................................................................................... 67

5 Appendices .................................................................................................................................. 68

5.1 Statement of Purchasing Ethics (April 2016) ........................................................................ 68

5.2 General Conditions of Contract ............................................... Error! Bookmark not defined.

Part 1 READ AND KEEP THIS PART

of 87 RFT COR/28 – 05/17 Architectural Services for the Margaret River Cultural Centre (HEART) Redevelopment Project

Executive Summary

The Principal has a requirement to engage an appropriately qualified and experienced Lead

Architectural Consultant for the provision of “turn-key” architectural and specialist consultancy

services for the design, documentation and superintendence of the redevelopment of the Margaret

River Cultural Centre.

The Principal’s vision is to create a vibrant Hub for Entertainment, Arts and Regional Tourism

(HEART) that will enrich the quality of community life and strengthen and diversify the Margaret River

Region’s economy.

The HEART project is a high priority transformational project developed initially under the SuperTown

Program. It involves a major redevelopment of the 33-year-old Margaret River Cultural Centre and the

adjoining 37-year-old squash court and basketball facilities. The HEART project will expand and

refurbish these ageing facilities into a transformed multipurpose conference, meetings, performance,

exhibition and events venue.

This is a Request for Tender (RFT). The RFT is the second stage of a two stage process. Following

the determination of the Expression of Interest (EOI) the Principal has determined that four

Architectural firms are acceptable Tenderers to provide the very specialized services required to

effectively deliver a regional performing arts centre and conferencing/convention facilities and are

invited to submit an RFT to supply the required architectural services. The firms deemed to be

acceptable Tenderers following the EOI process are listed in alphabetical order as follows:

Bollig Design Group

Christou Design Group

Gresley Abas Pty Ltd

Peter Hunt Architect

A full statement of the Services required appears in the Specification in Part 2 of this RFT.

Tenderers are required to address the selection criteria including the production of preliminary design

concepts.

Tender submissions are required by 12 Noon (AWST) Monday 20 March 2017.

Mandatory presentations/interviews will be required to be delivered on Tuesday 21 March 2017 at

WALGA Offices, 170 Railway Parade Leederville.



1 Conditions of Tendering

1.1 Definitions

Below is a summary of some of the important defined terms used in this Request:

Attachments: The documents you attach as part of your Tender.

Consultant:

Means the person or persons, corporation or corporations who’s Tender is accepted by the Principal, including the executors or administrators, successors and assignments of such person or persons, corporation or corporations.

Contract: Means the final agreement between the Principal and Consultant for the execution of the Requirement including any documents referenced therein.

Conditions of Contract:

Means all terms and conditions specified within Part 3 and contained therein.

Deadline: The deadline for lodgement of your Tender as detailed on the front cover of this Request.

General Conditions of Contract:

Means the Australian Standard AS 4122-2010 General Conditions of Contract for Consultants as nominated in Part 3.

Offer: Your offer to supply the Requirements (and any agreed amendments).

Principal: Shire of Augusta Margaret River.

Principal’s Responsible Officer:

Is the person(s) named as such in Part 1 of this document or any replacement person notified to the Tenderer.

Purchase Order: Means a purchase order number or purchase order document from the Principal to the Consultant requiring the supply of the Requirements under the Contract.

Region: Means the entire geographical area encompassed within the boundaries of the Shire of Augusta Margaret River.

Request OR RFT OR Request for Tender:

This document.

Requirement: The services requested by the Principal.

Selection Criteria: The Criteria used by the Principal in evaluating your Tender.

Special Conditions: Means the additional contract terms, documents and Requirements listed in Part 3 and any other guidelines, rules, requirements or site specific conditions which the Principal makes available to the Consultant.

Specification: The Statement of Requirements that the Principal requests you to provide if selected.



Tender: The Tenderer’s full response to the RFT including completed Offer Form, response to Selection Criteria, Pricing requirements and any other Attachments or related documents.

Tenderer: Someone who has or intends to submit an Offer to the Principal.

1.2 Request for Tender Confidentiality

This Request is the property of the Principal. The information contained herein is commercially

confidential to the Principal and shall not, therefore, be copied or disclosed to any other third party

without the written consent of the Principal. The information contained herein shall only be disclosed

to those of the Tenderer’s employees and sub-consultant/contractor(s) who are directly involved with

the Tender response to this Request.

1.3 Tender Documents

This Request is comprised of the following parts:

Part 1 – Conditions of Tendering (read and keep this part).

Part 2 – Specification and/or plans/drawings (read and keep this part).

Part 3 – Conditions of Contract (read and keep this part).

Part 4 – Tenderer’s Offer (complete and return this part).

Appendices – (read and keep this part)

Separate Documents

a) Addenda and any other special correspondence issued to Tenderers by the Principal.

b) Any other policy or document referred to but not attached to the Request.

1.4 How to Prepare Your Tender

a) Carefully read all parts of this document;

b) Ensure you understand the Requirements;

c) Submit any questions to the Principal before the question cut-off date outlined in Part 1 of this

Request;

d) Attend any Tender Briefing or Site Inspection where it is stated as compulsory;

e) Complete and return the Offer (Part 4) in all respects and include all Attachments;

f) Make sure you have signed the Offer form and responded to all of the Selection Criteria; and

g) Lodge your Tender before the Deadline.



1.5 RFT Timescales and Milestone

The table below details the Request for Tender response timescales and anticipated timing of

appointment of the successful Tenderer.

Table 1: RFT Timescales and Milestone

Activity Completion Date

Restricted RFT to short listed Architects by Principal following EOI Process

Tuesday 7 February 2017

Non mandatory site visit 11am (AWST) Thursday 23 February 2017

Cut-off date for Tenderers’ Questions and Clarifications

to Principal’s Responsible Officer(s)

4pm (AWST) Tuesday 28 February 2017

Cut-off date for Principal’s Responsible Officer(s) to

answer Questions and Clarifications

4pm (AWST) Tuesday 7 March 2017

RFT response Deadline 12 noon (AWST) Monday 20 March 2017

Shortlisted Tenderer presentations to Selection Panel

Venue: Wattle Meeting Room Level 1, WALGA 170

Railway Pde West Leedervile WA 6007

Tuesday 21 March 2017

(Tenderers to be notified of appointment

times at a later date)

Recommendation on Preferred Tenderer to Council for

decision to award Tender

Wednesday 29 March 2017

Anticipated Contract Commencement April 2017

1.6 Contact Persons

Tenderers should not rely on any information provided by any person(s) other than the person(s)

listed as the Principal’s Responsible Officer(s) below:

Table 2: Contact Persons

Principal’s Responsible Officer(s):

Gary Evershed, CEO

Tel: 08 9780 5201

Email: [email protected]

All questions and clarifications regarding the RFT shall be directed by email to the Principal’s

Responsible Officer(s) named above and copied to Clare Hamilton (Project & Procurement Officer)

[email protected]

No clarifications or questions from Tenderer will be accepted after 4pm (AWST) Tuesday 28

February – as per table above in Part 1.5.

The Principal’s Responsible Officer(s) will endeavour to provide a written response to questions within

the timescale indicated above in Part 1.5. Where not commercially sensitive, a copy of the questions

received and the response will be provided to all Tenderers.

No communication with respect to the RFT shall be undertaken with any other Officer, Manager,

Director or Elected Councillors of the Principal other than the nominated persons specified above,





unless authorised to do so by the Principal’s Responsible Officer(s) or the Project & Procurement

Officer. This shall apply during the period between issue of the RFT by the Principal, receipt of

Tenders and notification from the Principal as to the success, or otherwise, of the Tenderer.

1.7 Prequalification Requirements

To be eligible for selection, Tenderers must have been successfully short listed from the Expression

of Interest stage of the Tendering process.

1.8 Tender Briefing/Site Inspection

Attendance at this meeting is not compulsory.

Tenderers are requested to attend a Briefing and Site Inspection on Thursday 23 February 2017 at

11am.

The location of the meeting is Main Break Meeting Room, Shire of Augusta Margaret River Offices, 41

Wallcliffe Road, Margaret River.

Please register your attendance with Megan Smith ([email protected] or 08 9780 5200)

no later than 3pm (AWST) Wednesday 22 February 2017.

Attendees will meet in the Main Break Meeting Room at the Shire’s Administration Centre and receive

a short presentation on the project by the Shire CEO or delegate. Following the briefing a guided site

inspection will be undertaken at the site of the proposed building, immediately adjacent to and west of

the existing Margaret River Civic and Administration Centre on Wallcliffe Road, Margaret River.

The briefing/site inspection will provide Tenderers with the first opportunity to clarify any uncertainties

with the contact person prior to the closing of the RFT and to inspect the premises.

1.9 Lodgement of Tenders and Delivery Method

The Tender must be lodged by the Deadline. The Deadline for this request is 12 noon (AWST)

Monday 20 March 2017.

The Tender is to be transmitted by email to the Chief Executive Officer at

[email protected] including a note of the RFT reference number and title in the email

subject. The email Response should be marked for the attention of the Chief Executive Officer.

Tenderers must also ensure that:

a) files are in PDF format and combined into one document where possible;

b) the Price Schedule is submitted with the full Tender documentation, however it should be

included as a separate electronic file to the main Tender documentation and clearly marked

as ‘Price Schedule’; and

c) they follow up with provision of one (1) signed ‘original’ hard paper copy (bound) of its Tender

within 5 business days of the Deadline, for the Principal’s records.





It is the Tenderers responsibility to allows sufficient time to ensure that their Tender has been

successfully emailed by the Deadline and to follow up that the Principal has received all documents.

All pages must be numbered consecutively and the Tender must include an index.

Any brochures, pamphlets or appendices must be included in all document copies.

Tenders provided by Facsimile will not be accepted.

1.10 Rejection of Tenders

A Tender will be rejected without consideration of its merits in the event that:

a) It is not submitted before the Deadline; or

b) It is not submitted at the place specified in the Request; or

c) It may be rejected if it fails to comply with any other requirements of the Request.

1.11 Late Tenders

Tenders received:

a) After the Deadline; or

b) In a place other than that stipulated in this Request;

will not be accepted for evaluation.

1.12 Acceptance of Tenders

Unless otherwise stated in this Request, Tenders may be for all or part of the Requirements and may

be accepted by the Principal either wholly or in part. The Principal is not bound to accept the lowest

Tender and may reject any or all Tenders submitted.

1.13 Disclosure of Contract Information

Documents and other information relevant to the contract may be disclosed when required by law

under the Freedom of Information Act 1992 or under a Court order.

1.14 Tender Validity Period

All Tenders will remain valid and open for acceptance for a minimum period of ninety (90) days from

the Deadline or forty-five (45) days from the Principal’s resolution for determining the Tender,

whichever is the later unless extended on mutual agreement between the Principal and the Tenderer

in writing.



1.15 Precedence of Documents

In the event of there being any conflict or inconsistency between the terms and conditions in this

Request and those in the final Contract between the Principal and the successful Consultant, the

terms and conditions appearing in the final Contact will have precedence. The order of precedence of

documents that form the final Contract will be set down in the associated Letter of Award issued on

appointment of the Contract.

1.16 Alternative Tenders

All Alternative Tenders must be accompanied by a conforming Tender.

Tenders submitted as Alternative Tenders or made subject to conditions other than the General and

Special Conditions of Contract must in all cases be clearly marked “Alternative Tender”.

The Principal may in its absolute discretion reject any Alternative Tender as invalid.

Any printed “Conditions of Contract” shown on the reverse of a Tenderer’s letter or Offer will not be

binding on the Principal in the event of a Contract being awarded unless the Tender is marked as an

Alternative Tender.

1.17 Tenderers to Inform Themselves

Tenderers will be deemed to have:

a) examined the Request and any other information available in writing to Tenderers for the

purpose of tendering;

b) examined all further information relevant to the risks, contingencies, and other circumstances

having an effect on their Tender which is obtainable by the making of reasonable enquires;

c) satisfied themselves as to the correctness and sufficiency of their Tenders including tendered

prices which will be deemed to cover the cost of complying with all the Conditions of

Tendering and of all matters and things necessary for the due and proper performance and

completion of the work described therein;

d) acknowledged that the Principal may enter into negotiations with a chosen Tenderer and that

negotiations are to be carried out in good faith;

e) satisfied themselves they have sought clarification to any questions or queries from the

Principal before the cut-off date for clarifications as outlined in Part 1.5; and

f) satisfied themselves they have a full set of the Request documents and all relevant

attachments.



1.18 Alterations

The Tenderer must not alter or add to the Request documents unless required by these Conditions of

Tendering.

The Principal will issue an addendum to all registered Tenderers where matters of significance make

it necessary to amend or supplement the issued Request documents before the Deadline.

1.19 Risk Assessment

The Principal may have access to and give consideration to:

a) any risk assessment undertaken by any credit rating agency;

b) any financial analytical assessment undertaken by any agency; and

c) any information produced by the Bank, financial institution, or accountant of a Tenderer;

so as to evaluate that Tender and may consider such materials as tools in the Tender evaluation

process.

Tenderers may be required to undertake to provide to the Principal (or its nominated agent) upon

request all such information as the Principal reasonably requires to satisfy itself that Tenderers are

financially viable and have the financial capability to provide the Services for which they are

submitting and meet their obligations under any proposed Contract. The Principal reserves the right to

engage (at its own cost) an independent financial assessor as a nominated agent to conduct financial

assessments under conditions of strict confidentiality. For this assessment to be completed, a

representative from the nominated agent may contact you concerning the financial information that

you are required to provide.

The financial assessment is specifically for use by the Principal for the purpose of evaluating

Tenderers and will be treated as strictly confidential.

1.20 Period of Contract and Review

1.20.1 Contract Term

The proposed Contract term is for a period of approximately 30 months from the Contract start date to

the Post Construction and Defects Liability Close Out Certification. The Contract date for completion

is anticipated to be September 2018 once the Cultural Centre is fully operational. The completion

date will be agreed with the successful Consultant and outlined in the Letter of Award and final

Contract.

1.20.2 Options to Extend Contract Term

The Principal reserves the right to exercise options to extend the Contract term for up to a maximum

period of 12 months.



The maximum extension period shall be implemented as one extension option for that entire period.

Any option to extend will only be exercised following the Principal’s review of the Contract, Principal

approval of any price or rates variation and written notification from the Principal to the Consultant to

proceed.

1.20.3 Contract Review

The Principal will formally review the performance of the Contract with the Consultant including

performance of the Consultant’s obligations under the Contract at the Contract review date by way of

meeting or other method agreed with the Principal. The review panel shall consist of representatives

from the Consultant and the Principal.

The Contract review date will occur at least one month prior to the date of completion of the Contract.

1.21 Evaluation Process

This is a Request for Tender.

Your Tender will be evaluated using information provided in your Tender supported by a formal

presentation and interview.

The following evaluation methodology will be used in respect of this Request:

a) Tenders are checked for completeness and compliance as per the Compliance Criteria in Part

4 of this RFT. Tenders that do not contain all information requested (e.g. completed Offer

form and Attachments) may be excluded from evaluation.

b) Tenders are evaluated against the Qualitative Criteria included in Part 4 of this Request.

Contract costs are also evaluated (e.g. tendered prices) and other relevant whole of life costs

are considered.

c) All Tenderers will be required to make a presentation and participate in an interview as a

clarification process of their Tender, and in order that Tenderers can more fully demonstrate

and explain the design solutions offered to meet the architectural design concepts

Requirements.

d) Referees will be contacted prior to the selection of the successful Tenderer.

A Contract may then be awarded to the Tenderer whose Tender is considered the most

advantageous Tender to the Principal.

1.21.1 Selection Criteria

The Contract may be awarded to a sole Tenderer who best demonstrates the ability to provide quality

services at a competitive price. Tenders will be evaluated on the basis of the following selection

criteria:



Compliance Criteria (non-scored criteria – assessed on a pass/fail basis);

Qualitative Criteria (scored criteria); and

Price (scored criteria).

The Principal will seek best value for money in its approach to this Request and evaluation of

Tenders. This means that, although Qualitative Criteria and price are scored, the Tender containing

the lowest price will not necessarily be accepted, nor will the offer ranked the highest on the

Qualitative Criteria.

1.21.1.1 Compliance Criteria

These criteria are detailed within Part 4 of this document and will not be point scored. Each Tender

will be assessed as a Pass or Fail. The Tenderer is required to answer Yes or No to each compliance

criterion, the answer provided forming the basis as to whether the criterion is satisfactorily met.

1.21.1.2 Qualitative Criteria

A weighted selection criteria system will be used as part of the Tender evaluation process. A prime

consideration will be that the Tender, in the Principal’s opinion, represents the best value for money.

In determining the most advantageous Tender, the Principal’s evaluation panel will score each Tender

against the Qualitative Criteria.

Qualitative Criteria are detailed within Part 4 of this Request and are weighted to indicate the relative

degree of importance that the Principal places on the technical aspects of the services being

purchased. It is essential that the Tenderer addresses each Qualitative criterion as information that

you provide addressing each Qualitative criterion will be point scored by the evaluation panel.

Failure to provide the specified information may result in elimination from the evaluation process or a

low score.

The extent to which the Tenderer demonstrates greater satisfaction of the Qualitative Criteria will

result in a greater score. Unless otherwise stated, a Tender which provides all the information

requested will be assessed as satisfactory.

1.21.1.3 Price

The weighted price method will be used to score the Tender price quoted. Price is weighted to

indicate the relative degree of importance that the Principal places on the price of the services

required. The weighting is detailed in Part 4 of this Request.

1.21.2 Presentation/Interview

Compulsory Tenderer presentations and interview will be undertaken at the Wattle Room Level 1 of

the West Australian Local Government Association (WALGA) 170 Railway Parade, Leederville on 21

March 2017.



Presentations and interviews will not be scored, however will be utilised to ensure clarity of

information provided in Tenders, assist the Evaluation Panel in its ability to more accurately score

Qualitative Criteria and also ensure accurate understanding of pricing submitted should there be any

uncertainties or clarification required with regard the written Tender information provided.

Tenderer presentation requirements include:

Detailed presentation of information that was submitted in your Tender in response to

Qualitative Criteria A and B; and a brief summary with regards Qualitative Criteria C.

Qualitative requirements are outlined in Part 4 of this RFT;

Presentations are limited to 40-45 minutes maximum, and

Responding to post presentation questions from the selection panel directly realted to the

Selection Criteria.

Tenderer interview requirements include:

Tenderer will require to answer a series of set questions aimed at clarifying various relevant

details related to the Qualitative Criteria.

Appointment times will be advised at a later date

Please note that this process is for clarification only in order to resolve any uncertainties and inform

the evaluation process. It will not be used by any party as a mechanism for negotiation on Tender

pricing.

1.22 Price Basis

1.22.1 Contract Term and Extension Period Prices

All prices and rates for services offered under this Request are to be fixed for the Contract term and

any extension period(s).

The fixed prices and rates offered will also be used as the basis for calculation of prices for any

services that arise that are additional to or a variation of the scope of work.

1.23 Principal’s Policies & Guidance That May Affect Selection

The following policies and guidance may affect this selection:

Policy 5.2.9 Purchasing Policy (November 2015)

Policy 5.2.8 Regional Price Preference Policy (January 2016)

Statement of Purchasing Ethics (April 2016)

Policy 4.3 Occupational Safety and Health (January 2013)



Shire of Augusta Margaret River – Terms and Conditions of Purchase (September 2014

amended 2016) (relevance to the Purchase Order).

A copy of the above is available on the Principal’s website: http://www.amrshire.wa.gov.au/

1.23.1 Regional Price Preference Policy

The Shire’s Regional Price Preference Policy will not apply to these tenders. Tenderers for the

contract will therefore not be afforded a preference in accordance with Regulation 24(A-G) of the

Local Government (Functions and General) Regulations and the Principal’s 5.2.8 Regiona l Price

Preference Policy January 2016.

1.23.2 Statement of Purchasing Ethics

The Principal requires Tenderers to have read, accept and agree to be bound by the standards set

out in the Principal’s Statement of Purchasing Ethics (April 2016) as part of their engagement with the

Principal. A copy of the Statement is included as Appendix 1.1 of this Request.

On signature and return to the Principal of the Offer form contained within Part 4 of this Request the

Tenderer acknowledges agreement to be bound by the standards of the Statement of Purchasing

Ethics (April 2016).

Tenderers must note that improper or unethical conduct as outlined in the Statement could lead to the

rejection of Tenders, the Contract not being awarded, termination of Contracts or loss of future work

with the Principal.

1.24 Foster Local Economic Prosperity

The Principal is committed to ensuring support for local business development in all purchasing. The

Principal through its procurement policies and procedures, where possible, encourages the use of

suppliers, goods, services and staff sourced from within the Region. Tenders in response to this

Request are required to demonstrate a regard for the local economy and a supply chain that supports

local business development where possible.

1.25 Disclosure of Sub-contracting

Tenderers must indicate if they intend any person (or organisation) who is not an employee to perform

work on services or provision of goods, and they must provide their details.

The Contract with the successful Tenderer will require the Principal’s prior written approval for any

changes to these arrangements, and any further sub-contracting.

1.26 Ownership of Tenders

All documents, materials, articles and information submitted by the Tenderer as part of or in support

of the Tender will be become upon submission the absolute property of the Principal and will not be

http://www.amrshire.wa.gov.au/



returned to the Tenderer at the conclusion of the Tender process PROVIDED that the Tenderer be

entitled to retain copyright and other intellectual property rights therein, unless otherwise provided by

the Contract.

1.27 Canvassing of Officials

If the Tenderer, whether personally or by an agent, canvasses any of the Principal’s Councillors or

Officers (as the case may be) with a view to influencing the acceptance of any Tender or the

evaluation and determination of any tender made by it or any other Tenderer, then regardless of such

canvassing having any influence on the acceptance, evaluation or determination of such Tender, the

Principal may at its absolute discretion omit the Tenderer from consideration.

1.28 Identity of the Tenderer

The identity of the Tenderer and the Consultant is fundamental to the Principal. The Tenderer will be

the person, persons, corporation or corporations named as the Tenderer and whose execution

appears on the Offer Form in Part 4 of this Request. Upon acceptance of the Tender, the Tenderer

will become the Consultant.

1.29 Costs of Tendering

A once off payment of $7,500 EX GST will be paid in arrears to Tenderers who submit a conforming

Tender and participate in the mandatory presentation and interview. The Principal will not be liable

for payment to the Tenderer for any additional costs, losses or expenses incurred by the Tenderer in

preparing their Offer.

1.30 Tender Opening

The Principal will ensure that any Tender submitted is kept in safe custody, ensuring that it remains

confidential. Tenders will not be opened, examined, or evaluated until after the Deadline.

All Tenderers and members of the Public may attend or be represented at the opening of Tenders. No

discussions will be entered into between Tenderers, the Public and the Principal’s Officers present or

otherwise, concerning the Tenders submitted.

The names of the persons who submitted the Tender by the due Deadline will be read out at the

Tender Opening and recorded in the Principal’s Tender Register thereafter. There is no obligation to

disclose or record tendered prices at the tender opening, and price information may be kept as

confidential to the Principal until the conclusion of the Tender process and awarding of the Contract

when the total value of consideration for the accepted Tender will be entered into the Principal’s

Tender Register.

Should a recommendation on the preferred Tender require to be provided to Council, in order to

maintain commercial-in-confidence the value of the preferred Tender will not be disclosed until after



acceptance by Council. The tender value will thereafter be published in the minutes of the Ordinary

Council Meeting following acceptance, and recorded in the Tender Register.

The Tender Opening will be held on or as soon as practicable after the Deadline at the Shire of

Augusta Margaret River, 41 Wallcliffe Road, Margaret River.

1.31 In House Tenders

The Principal does not intend to submit an In House Tender.

1.32 Notification of Outcome

All Tenderers will be given particulars (name and offer value) of the successful Tenderer following the

conclusion of the Tender process or be advised that no Tender was accepted.

There is no obligation to disclose the successful Tenderer’s Offer value until conclusion of the Tender

process and Contract award; or following acceptance by Council and published in the minutes of the

Ordinary Council Meeting, and thereafter recorded in the Principal’s Tender Register.

A de-briefing opportunity will be provided on request from an unsuccessful Tenderer where the

Principal can explain the reasons why their Tender did not succeed and provide guidance for future

submissions. Only the Tender provided by that Tenderer will be discussed; details of the other

Tenders (both successful and unsuccessful) in terms of specific information provided within those

Tender and their specific evaluation will not be disclosed or discussed.

1.33 Payment

The Principal will issue a Purchase Order to the successful Tenderer which is to be quoted on all tax

invoices submitted to the Principal. Following submission of valid invoices detailing the works

completed, works invoiced will be verified and payment authorised by the Principal.

Payment during the Contract to the successful Tenderer will be remitted by Electronic Funds Transfer

to the Tenderer’s nominated bank account. The Principal will use all reasonable endeavours to

ensure payment is made in accordance with the payment terms agreed with the Tenderer and under

any Contract.



2 Specification

2.1 Purpose of Lead Architectural Consultancy Services

The Principal has a requirement to engage an appropriately qualified and experienced Lead

Architectural Consultant for the provision of “turn-key” architectural and specialist consultancy

services for the design, documentation and superintendence of the redevelopment of the Margaret

River Cultural Centre. The key aspects of the Scope of Work under the Contract are separated into

Phases and will include, but not be limited to the following:

STAGE 1 PROJECT INCEPTION

STAGE 2 CONCEPT DESIGN REVIEW AND FINALISATION

STAGE 3 DETAILED DESIGN

STAGE 4 CONSTRUCTION DOCUMENTATION

STAGE 5 CONSTRUCTION TENDER

STAGE 6 CONSTRUCTION CONTRACT ADMINISTRATION

STAGE 7 POST CONSTRUCTION AND DEFECTS LIABILITY

2.2 Project Background

The Principal’s vision is to create a vibrant Hub for Entertainment, Arts and Regional Tourism

(HEART) that will enrich the quality of community life and strengthen and diversify the Margaret River

Region’s economy. The multipurpose complex will be designed to simultaneously host a range of:

Cultural events, performing arts and festivals; Visual arts displays and exhibitions;

Cinema screenings and premieres;

Business meetings, expos and conventions;

Satellite events in conjunction with major Iconic Events such as the Drug Aware Surf Pro,

Gourmet Escape and Cinéfest Oz Festivals, and other major regional tourism events;

Indigenous, multicultural and historical events and exhibitions;

Community gatherings, events, celebrations and meetings;

Support services when required to be used as an emergency evacuation centre for the Margaret

River town site catchment, as occurred during the November 2011 Margaret River fires.

The HEART project is a high priority transformational project developed initially under the SuperTown

Program. It involves a major redevelopment of the 33-year-old Margaret River Cultural Centre and the

adjoining 37-year-old squash court and basketball facilities. The Cultural Centre was opened in 1983

by Premier Ray O’Connor and is the Shire’s primary venue for the performing arts and community



events. It is constructed from some of the last wood fired bricks produced in Western Australia and

the auditorium features jarrah flooring and a mezzanine balcony. The dark surfaces and poor lighting

contribute to the general uninviting nature of the facilities. The Cultural Centre is tired and lacks

contemporary comfort, ambience, technology and disabled access. A photograph and site plan of the

current facilities is shown in Figure 1 and 2 below:

Figure 1 Current Facilities - the 33 to 37-year-old buildings clad in asbestos sheeting at the end of their useful

life

Figure 2 Site Plan – Existing Civic, Cultural and Recreation Centre Precinct

The HEART project will complement the adjacent Australian Institute of Architects 2012 award-

winning Civic and Administration Centre and leverage the significant investment in buildings and

landscaping already made at this site.



The HEART project will expand and refurbish these ageing facilities into a transformed multipurpose

conference, meetings, performance, exhibition and events venue. This will attract new business

tourism events to the region as well as servicing the expanding local population and supporting

SuperTown growth objectives. Currently, both public and private meetings, incentives, exhibition and

conference (MICE) facilities in the region are not of a sufficient capacity, variety or (in some cases) of

an acceptable standard to meet latent and future demand. This will be addressed through this project.

Furthermore, the facilities will act as an essential emergency evacuation centre for the Margaret River

town site catchment.

Through the design and construction contracts for external and internal building and refurbishment

works, there will be a focus on compatible and appealing aesthetics and streetscape presentation.

Design will reflect the local character of the Shire and utilise local natural materials.

Design is required to take into consideration general principles of sustainability, and current and best

practice architectural principles relating to solar passivity, water sensitivity, accessibility, equity,

safety, energy and operational cost efficiency should be applied.

The Principal has identified the project as a high priority transformational project under the

SuperTown program and other strategic and tourism development planning processes. The

redevelopment will complement the adjacent $13.2 million architecturally award winning Civic Centre

and complete the important Civic, Cultural and Recreational precinct of the townsite, revitalizing the

central business district of Margaret River, which is the state’s premier regional tourist destination for

interstate and international visitors. The project will also support the state’s $65 million investment in

the Busselton Margaret River Regional Airport by providing excellent facilities for interstate

conferencing and tourist related events.

2.2.1 Current Usage

Despite these shortcomings, the Cultural Centre is a multipurpose facility and recorded over 30,000

users in 2015. It is effectively Margaret River’s only public hall for major events, larger cultural activity

and public gatherings, and contains the town’s only indoor movie screening capability. It is used for

dance classes and other private functions and was used as an emergency evacuation centre during

the 2011 Margaret River bushfires. Table 3 and 4 below show figures of visitation and current users:

Table 3 Margaret River Cultural Centre Attendance by Type, 2015[1]

2015 Figures for Visitation Users

Community Hire 10,841

Commercial Hire 1,878

Arts Margaret River Entrepreneurial Shows 6,995*

Cinema Patrons 6,261

Exhibitions attendance 3,060

Visitors to the venue (enquiries, visitors, purchase of tickets, etc.)* 2,500*

TOTAL 31,535

Base Case Figures Used Based on 2014 Figures 25,000

1 Arts Margaret River Inc., figures for 2015



* NB: Some events conducted by Arts Margaret River are held off site so the figures exclude the Cowaramup Sundowners held off site. To avoid any double counting a conservative figure of 25,000 will be used as an estimate of annual attendance figures for the purposes of the base case which is the 2014 figure used by the SGS Economics Group as a base year calculation for their Cost Benefit Analysis.

Some 56 community based organisations have used the facility in the past three years. Examples are:

Table 4 Current Users of the Margaret River Cultural Centre (2013, 2014, 2015)[2]

Leeuwin College of Performance Montessori School

Outloud Dance academy Cinéfest OZ

South West Academy of Dance Arts Margaret River

AMR Historical society Rotary Club of Margaret River

Margaret River Chamber of Commerce Lions - Margaret River District 201W2

Agricultural Society Margaret River Dance Club

St Thomas More Primary School AMR Filipino Community

Margaret River Primary School Bunbury Repertory club

Karridale Primary school Oz Swim WA

Cowaramup Primary School Southwest Opera Company

Autism WA Seniors Recreation - Southwest Branch

Acting up Theatre group Blackwood Dance

Breast screen Van Margaret River Concert Band

Osteoporosis Van Qi Gong

Community Arts Network Margaret River Ballroom Dance

2.2.2 Current Condition

Theatre consultant Richard Stuart was commissioned in 2013 to conduct a full review of the theatre

(the Stuart Report). In summary, the Stuart Report found:

“Generally, the theatre and associated spaces are in good condition in terms of building fabric

although technical systems are in urgent need of upgrade and/or replacement to bring them up to

current benchmark and technological standard in the regional venue marketplace….to provide its

audience with high levels of comfort and amenity and its hirers with the best current and emerging

technology, ensuring shows can be staged to high standards and with speed and efficiency.”3

Additional major deficiencies highlighted by the Stuart Report and architectural review of the centre

that will be redressed by the proposed HEART project redevelopment are summarized:

Outdated general ambience and presentation. The centre is in dire need of a major

refurbishment and redevelopment. The auditorium needs to be softened to make it more

welcoming, appealing and comfortable for audiences and requires acoustic treatment to improve

sound quality. The lack of hanging space is sub-optimal in presenting art works and for hosting

larger exhibitions and permanent displays in the foyer, which is exacerbated the dark and

uninviting nature of the foyer. The façade of the Cultural Centre and the adjacent squash court

section of the Recreation Centre are poorly presented from an aesthetic viewpoint and detract

from the new Civic and Administration Centre and the public space between the two buildings.

Lack of climate control. Efficient heating and cooling need to be installed throughout the

building to meet contemporary patron comfort expectations. The building is cold in winter which is

when visitation needs to be boosted to offset the seasonal downturn for tourists.

2 Arts Margaret River Inc. supplied figures 2013,2014 & 2015 3 Review of Theatre Infrastructure and Equipment, Richard Stuart Theatre Consultant, August 2013



Figure 3 Photos showing the poor general condition of the Asbestos Roofing and Gutters

Unacceptable disability access arrangements. Disability access arrangements for access and

egress to and within the venue is inadequate, including the absence of automatic opening entry

doors, toileting/parenting facilities and a lift to the upper floor. Redevelopment will aim for full

compliance with the BCA in terms of universal access requirements.

Inadequate and poorly located bar, kitchen and catering facilities. The current kitchen opens

into the main auditorium to allow catering for functions of a cabaret style. There is no sound lock

from the kitchen to the auditorium so noise penetrates into the theatre. To service the expanded

HEART complex, a new strategically located commercial kitchen will be incorporated into a

central or readily accessible area. This will enable food to be prepared and delivered to all

sections of the facility. Bar facilities will likewise be reoriented to service the new connecting foyer.

The new connecting foyer will become an area to host pre-event functions or for functions in its

own right.

Asbestos requiring removal. The side wall

cladding of the Cultural Centre, squash courts and

basketball court are constructed from corrugated

asbestos cement sheeting, as is the roofing of the

Cultural Centre (refer Figure 3). Overall the

condition of the asbestos is rated as ‘poor’ to ‘fair’

and there are visible signs of wear and tear

indicating that replacement in preference to

sealing will be required in the near future. The

safe removal and replacement of asbestos cement

sheeting is the highest priority from a community

and venue user health and safety viewpoint.

Outdated toilet and washroom facilities. The toilet facilities at the Cultural Centre and squash

courts are tired and need a major refurbishment including the replacement of pans, cisterns, tiling

and wash basins.

Inadequate office accommodation. The Cultural Centre was originally constructed with a single

box office. A general office of 2.5m x 4m was created as a temporary measure several years ago

to meet the needs of Arts Margaret River Inc. Office space has been created in an ad hoc fashion

and is inadequate to service the existing centre and planned upgraded complex. There is no

dedicated staff room and shower/change room facilities and no area for volunteers to relax or

change.

Inadequate storage. Currently storage is inadequate to meet the centre’s future needs and an

increase in storage is factored into the project.



2.2.3 Project Budget

The $8.75 million total project is funded by a cash contribution of $8.55 million (ex GST) with all grant

funding now confirmed plus a Shire cash contribution of $1.8 million and an In Kind contribution of

$200,000. The project budget is outlined in Table 5 below. Tenderers should refer to the Quantity

Surveyor estimates by Wilde and Woollard included as Appendix 2.1 for a full itemised breakdown of

costs. Other additional cost estimates by the Principal and Richard Stuart Theatre consultant are

included in Appendix 2.1.

Table 5: Project Budget Funding Profile for HEART Project

Total Project Cost Estimates Cost

HEART Project Estimates from Wilde and Woollard Stage 1 – $4,737,931 Stage 2 -$3,393,210

$8,131,141

Provision for additional Equipment and Fit Out Stage 1

$168,859

Additional Stage 1 Lotterywest Sound Shell Installation and Landscaping $250,000

Shire Project Managemnt $200,000

Total Estimated Project Costs $8,750,000

Income Sources

Federal National Stronger Regions Fund (Confirmed) $1,800,000

State Lotterywest (Confirmed) Stage 1 - $1,150,000 Sound Shell and Landscaping $250,000

$1,400,000

State RfR Regional Venues Improvement Fund (Confirmed) Stage 1 - $365,000 Stage 2 - $135,000

$500,000

Shire of Augusta Margaret River Stage 1 - $285,000 Additional Stage 1 Works, Equipment and Fit Out - $1,316,000 Stage 2 - $197,000

$1,800,000

State RfR “Growing the South” (Funding confirmed awaiting finalisation of contract with SWDC)

$3,050,000

Total Income Available (Cash) $8,550,000

Project Budget including Shire “In Kind” of $200,000 $8,750,000

2.3 Architectural Design Development to Date

The Council has established a Cultural Centre Redevelopment Working Party which has met on a

regular basis over the past two years to provide community and stakeholder feedback into the

concept designs. A wide range of community stakeholders including Arts Margaret River

representatives and people with a disability on the Disability Access and Inclusion Committee have

been involved in an iterative process on the design concepts for the complex.



Conceptual plans and schematic designs have been developed to date and presented to the

Cultural Centre Redevelopment Working Group. The concepts developed by Willcox and

Associates are the latest plans and are included in the attachments for the purposes of

providing general guidance for tendering architects in reviewing the concept plans and

looking for fresh solutions to the functional requirements of the proposed complex (refer

Design Concept Brief under Qualitative Assessment Section in Part 4)

The project has three (3) distinct Stages which can be progressed independently, which will add

considerable value and functionality to the existing facilities at each Stage. Stages 1 & 2 are the

subject of this RFT. The Stages are identified in figure 4 below.

Figure 4 Overall Staged Master Plan - Three Separate Stages and Indicative Works Program

Stages 1 and 2 (the subject of this RFT) are required to be undertaken sequentially to allow for

continuous use of the facility with minimal disruption of the performances, meetings, events and

functions currently booked for the theatre which can be held in the completed Stage 1 multipurpose

space once Stage 2 commences.

Stages 1 and 2 cater for an anticipated 30-year demand – resulting from projected population growth

demands and commercial hires and events usage. Stage 1 and 2 constructions will only result in a

minor increase in the footprint of the existing buildings of approximately 400-500 m2. The major focus

is on the adaptive reuse and refurbishment of existing facilities with better amenities, aesthetics,

connection and servicing to deliver maximum value for state and Shire investment.

NB: Stage 3 does not form part of this RFT and may never be required or approved due to the

need to remove vegetation in the forecourt and the location of key underground services. A

stand-alone Stage 1 and 2 building should be considered as the prime objective with the



development of future Stage 3 as a secondary objective and should not compromise the

functionality and design of the overall redevelopment.

2.4 Survey Information to Date

No extensive survey of the site has been undertaken to date by the Principal.

The Principal has appointed a Consultant to review the Shire’s buildings which have asbestos in order

to determine removal and reinstatement costs and the Cultural Centre is included in this review. The

information from this survey will be made available to the successful Consultant appointed following

an RFT process.

2.5 Scope of Work

2.5.1 General Requirements

The Lead Architectural Consultant (hereafter referred to as the ‘Consultant’) is expected to manage

the design, documentation and Contract administration for this project through a planned and

coordinated approach in order to successfully deliver architectural (and other design services) and act

as the Superintendent’s Representative (to the Principal’s Superintendent) for the Construction

Contract.

The general requirements with regard key project Phases are set out below. These Phases provide a

general guide as to the likely requirements of the project and key deliverables. Tenderers in their

Tender to this RFT are encouraged where they consider appropriate to make alternative

recommendations or alterations to the content of the Scope of Work, should they deem an alternate

methodology to be appropriate.

2.5.1.1 PHASE 1 PROJECT INCEPTION

The Consultant shall coordinate, arrange and attend a start-up meeting with the Principal. Other key

personnel from the sub-consultant design team may require to be present.

The aim of this meeting is to ensure all parties fully understand the requirements, roles and

responsibilities of the project from the outset.

At this Phase the Consultant will also be required to compile inception documentation to be

maintained throughout the project duration, as relevant to project Phase. This will include but not be

limited to a:

Project Programme

Design and Construction Management Plan

The intention is for this to be developed at the outset and thereafter utilised and maintained

as a working document developed to include relevant information at each Phase. The

document is required to outline how the Consultant will manage both the design phase as



Lead Consultant and the construction phase as the Superintendent’s Representative. The

Plan shall address as a minimum, the following:

a) Quality Assurance - how all sub-consultants during the design phase, and the

Construction Contractor (and all other sub-contractors) during construction phase will be

managed to ensure Quality Assurance. A Quality Assurance Register to record

compliance will be development and maintained.

b) Programme of Services/Works - the scope, sequence and coordination of design and

construction activities

c) Schedule of Regulatory Requirements - the relevant codes, standards, specifications and

regulatory requirements at the design and construction phases.

d) Review, Test and Inspection Plan – produce a schedule which identifies where each

review, verification, test or hold point is located in the design and construction activity

sequence. This is to ensure the satisfactory delivery and commissioning of the facility.

Any review, test or inspection is to be recorded in this document also.

e) Consultation and Approvals - where in the sequence of activities approvals are to be

sourced from, or consultations are to be held with regulatory authorities; and any

consultations/approvals recorded. Upon being awarded the contract the appointed

architect will be required to meet with the Principal, Councillors, the Redevelopment

Working Group and the current managers of the Cultural Centre Arts Margaret River Inc.

f) Communication Register - to record requests for information from sub-consultants at the

design phase and the Construction Contractor (and all other sub-contractors or

contractors) and actions required.

g) Drawing/Reports Register - development and maintenance of a register so that the latest

version of the drawing or report is readily identifiable and available. The register shall

record whom each version has been peer reviewed by, issued to and approved by and

dated.

h) Key Performance Indicator (KPI) Register – the KPI, as agreed with the Principal, that will

be used to measure and monitor the performance of:

a. Sub-consultants during the design phase

b. Construction Contractor (and any other contractor) during the construction phase.

And how this will be reviewed and recorded by the Consultant in liaison with the Principal.

The Consultant is required to manage and maintain the KPI Register, in liaison with the

Principal.

i) Risk Register – development, review and maintenance of a register to include design

risks (conceptual and detailed design) and construction risks.



Design Risk

With regard design risk, designers are in a unique position to reduce the risks that arise

during construction work. The Scope of Works requires the designs to develop from initial

concepts through to a detailed design specification, involving different teams and people

at various stages. At each stage, designers from all disciplines can make a significant

contribution by identifying and eliminating hazards, and by reducing the remaining risks.

Designers' earliest decisions can fundamentally affect construction health and safety.

These decisions influence later design choices. Considerable work may be required if it is

necessary to unravel earlier inappropriate decisions, so it is vital to address health and

safety at the outset.

As Designer, the Consultant must reduce foreseeable risks to health and safety, based

on the information available when the design is prepared or modified. The greater the

risk, the greater the weight that must be given to eliminating or reducing it. The

Consultant must not produce designs that cannot be constructed safely.

Where risks remain, the Consultant must provide the information needed to ensure that

authorities, other designers, technical specialist and contractors are aware of them and

can take account of them.

Construction Risk

With regard construction risk, initial risks can be included and developed in more detail as

the Contract approaches the construction phase. It will be important to identify

construction risks and how these should be managed in relation to the requirements of

the detailed design ahead of construction start, with risks reviewed and monitored during

and post construction.

Risk register will require to be maintained and reviewed at regular intervals by the

Consultant in liaison with the Principal; and the Construction Contractor as appropriate.

2.5.1.2 PHASE 2 CONCEPT DESIGN REVIEW AND FINALISATION

The Consultant is required to critically review and refresh the current concept designs and those

developed through the RFT process with a view to further develop these where required and finalise

the design in accordance with the Principal’s requirements.

A concept site plan, floor plan and elevations have already been prepared that reflect the Principal’s

requirements and have been used as the basis for community consultation and applications to grant

funding bodies. Changes to the concept design to reflect operational, functional and aesthetic

benefits are encouraged but will require the approval of the Principal.

The Consultant as a minimum is required to:



Critically review the current concept design and further iterations developed during the RFT

process and make any recommendations for amendments or alteration. Allowance should be

made to develop the final concept design within a further two (2) to three (3) design iterations

if required.

any recommended amendments are to be presented to the Principal in the form of Concept

Design Drawings.

Concept Design Drawings will be the subject of stakeholder consultation with Centre

management represetatives from Arts Margaret River, the Cultural Centre Redevelopment

Working Group and the Elected Members of Council.

Once the concept design is agreed and finalised a Concept Design Report is to be issued to

the Principal. This should include as a minimum detail on the development of the concept

design, through to finalisation (including all relevant associated drawings, plans and

information).

Review and update the Design and Construction Management Plan including population of all

associated registers and monitoring documents.

2.5.1.3 PHASE 3 DETAILED DESIGN

Following Principal approval of the concept design the Consultant will develop the detailed design in

liaison with the Principal and provide all relevant information (drawings, plans and reports) to

adequately explain the design evolution. Allowance should be made for a minimum of three (3)

detailed design iterations.

As a minimum the Consultant is required to:

develop a Schedule of Finishes and Materials including interior and exterior finishes, colour

schemes and materials selection;

produce Detailed Design Drawings including sites plans, floor plans, elevations, sections and

including all standard details;

produce detailed Cost of Design against budget and update as required with any design

iterations;

prepare and finalise a Detailed Design Report to include information on the development of the

design from concept, through to detailed design and finalisation (including all relevant associated

drawings, plans, information, schedules, cost of design).

prepare and finalise a Design Approval Package which will include the preparation of

documentation for a Development Approval (DA) application and a Building License Application.

obtain a Certificate of Design Compliance.



review and update the Design and Construction Management Plan including population of all

associated registers and monitoring documents.

2.5.1.4 PHASE 4 CONSTRUCTION DOCUMENTATION

The documentation below will be included in a formal Request for Tender by the Principal to appoint a

Construction Contractor under separate Contract. It is therefore required to be in a format agreed with

the Principal for inclusion in its RFT documentation.

The Consultant shall prepare detailed documentation for construction including:

Construction Drawings - plans, elevations and sections (including standard details).

Technical Specifications and Schedules – outlining specifications and standards of construction

based on the detailed design and to be followed for each element of the proposed building. These

are required to be to a standard to enable statutory approval to construct and commission the

facility.

Design and Construction Management Plan – ensure this is reviewed and up to date with

construction specific requirements. The intention of inclusion of this document in the RFT is to

identify the intended management and recording processes to the Construction Contractor at the

outset in order to set expectations and allow the Contractor to integrate their own management

processes with overall requirements.

2.5.1.5 PHASE 5 CONSTRUCTION TENDER

The formal Request for Tender process to appoint the Construction Contractor will be managed by

the Principal, including any required advertising, the issue of documents, communication with

Tenderer, closing of Tenders, assessment of submissions, selection of preferred supplier and

Contract appointment.

The Consultant (together with the design team sub-consultants) is however required to:

act as an advisory member (non-voting) to the Principal’s Tender Evaluation Panel during the

evaluation of Construction Tenders and assist on shortlisting and selection of a Preferred

Tenderer.

assist in drafting any responses to Tender clarifications and advise on addendum information if

necessary.

attend Evaluation Panel meetings where required.

work within deadlines and timescales set by the Principal in order to successfully complete the

Tender process within anticipated timescales.

2.5.1.6 PHASE 6 CONSTRUCTION CONTRACT ADMINISTRATION

The Consultant will be responsible for the administration of the Construction Contract taking the role

of the Superintendent’s Representative (the Principal managing the overall Contract as the



Superintendent). As the Superintendent’s Representative the Consultant will be responsible for, but

not limited to the following (also refer to Table 6 below):

assisting the Principal’s Superintendent with on-site coordination, inspections and monitoring of

the Construction Contractor to ensure design requirements and specifications are achieved and

the Construction Contractor (and other sub-consultants or contractors) is performing according to

the Specification and KPI. At this Phase the Design and Construction Management Plan is

required to be reviewed and updated to include any information relevant to construction and

maintained thereafter.

issue documentation to Construction Contractor - issue of any ‘for-construction’ drawings and

documentation to the Contractor awarded the Contract, as directed by the Principal.

Site Visits – as agreed between the Principal and the successful Tenderer. More frequent visits

will be required during more complex/critical parts of the project to observe the conformance of

the construction works.

Site Meetings - arrange, attend and record site meetings at regular intervals and circulate minutes

as required.

Digital Photographic and Site Status Record - undertake a fortnightly digital photographic and site

status record of the works. This may need to occur more frequently during major construction

activities. This record will be maintained for the duration of construction in a report and used for

the purpose of assessing claims and the like. The final report of all photographs is to be provided

to the Principal at practical completion.

Communication Management - assisting the Principal’s Superintendent with review and response

to submissions, information and documentation provided by the Construction Contractor during

the construction Contract. This is to be recorded in the Communication Register within the Design

and Construction Management Plan.

Assisting the Principal’s Superintendent - assessment and determination of the Construction

Contractor’s progress claims, variations or extensions of time.

Production, finalisation or obtainment of the following documents to allow the satisfactory delivery

towards completion and commission of the facility:

o Design and Construction Management Plan (including all associated documents);

o As Constructed Drawings;

o Warranties and Maintenance; and

o Operating Manuals.

And submit the documents for review and approval by the Principal.



provision of all information required by an Independent Building Surveyor/assessor (to be

appointed by the Principal) to comply with the Building Code of Australia and in order to allow a

Building Permit to be obtained.

obtain a Certificate of Construction Compliance

along with the Principal’s Superintendent assess and determine Practical Completion; and ensure

the Construction Contractor has provided the Principal with all documentation to determine

Practical Completion.

instruct the Construction Contractor in regard to incomplete work and rectification of any defects.

preparation of a Defects Notification Report that details a schedule of any defects identified.

undertake a project review with the Principal. Prepare the Project Close-out Report (refer to Table

4 for content), including confirmation that all defects identified are rectified in the correct manner

(Defects Rectification Report), project evaluation report and that all financial responsibilities are

completed.

2.5.1.7 PHASE 7 POST CONSTRUCTION AND DEFECTS LIABILITY

Should defects not be rectified in the Phase above, the Consultant shall during the defects liability

period (also refer to Table 6):

assist the Principal with the management of defects to allow commissioning, compliance and

testing of the building towards final completion.

instruct the Construction Contractor in regard to incomplete work and rectification of any

defects. If required, advise the Principal and coordinate the procedure for the rectification of

any defective works by others.

carry out defects liability period inspections and follow up with the Construction Contractor for

project close-out submittals/outstanding documentation due to the Principal.

following Practical Completion of the building, the fit out will commence. To enable a smooth

transition, it will be necessary for the Consultant and their sub-consultants to engage and

liaise with the team responsible for fit out.

undertake full re-commissioning review and inspection at the end of the defects liability period

and issue confirmation to the Principal in a notice titled Re-Commissioning Review. This is a

review of the building against the original Specification and must confirm that all defects have

been rectified.

follow up with Construction Contractor for a further review of all documentation in the Close-

out Report (refer to Table 6 for content) due to the Principal and make updates to capture

confirmation of rectification of defects.

along with the Principal’s Superintendent assess and determine Final Completion.



The Principal will issue the Final Certificate.



Table 6 Final Inspections and Close Out

Activity Deliverables

Inspection with Contractor to assess Practical Completion

Identify defects and agree on date for rectification

Obtain a Certificate of Construction Compliance

Produce and issue the Defects Notification Report

Produce and issue the Defects Rectification Report (to Practical Completion)

Determine Practical Completion and Principal issue of Certificate of Practical Completion

Submit all Quality Assurance documentation to the Principal including: Design and Construction Management Plan (including all associated documents); As Constructed Drawings; Warranties and Maintenance; and Operating Manuals

Review Project Complete the project Close-out Report including:

a) Certificate of Practical Completion;

b) Defects Notification Report;

c) Defects Rectification Report;

d) Recommissioning Review (if required);

e) Certificate of Final Completion;

f) Design and Construction Management Plan;

g) As Constructed Drawings;

h) Warranties;

i) Maintenance and Operating Manuals; and

j) Project evaluation including lessons learnt, what worked well, what could be done better and recommendations.

Final Certificate Post Construction and Defects Liability:

Monitor the Contractor completing items on any outstanding defects

Determine Final Completion Principal issue of Certificate of Final Completion

Review and update of Close-out Report and issue final to Principal

2.5.2 Design Team - Key Consultants

The Consultant is responsible for the engagement of a suitable design consultant team to prepare all

required project services through the design and construction phases, documentation and ongoing

Contract administration. The Consultant is:

to provide details of sub-consultants proposed for the project in their Submission to this RFT.

responsible for the management and coordination of all sub-consultants throughout the

project duration.

responsible for the peer review and compilation of documentation from sub-consultants for

provision to the Principal for review and approval.



responsible for the preparation of a Design and Construction Management Plan at the outset

of the project which outlines how the design team will be managed effectively.

Each consultancy discipline within the design team is expected to provide the regular standard of

service normally provided by that discipline in accordance with their governing body or registration

board. Nominations for the sub-consultant’s services are to include a clear scope of their works to be

included in the service to be provided. Key details to be provided include company profile and

experience, key resources and confirmation of availability for the likely duration of the project. In

addition to the Consultant the key consultants are:

Structural Engineer

Civil Engineer

Mechanical/Fire Services Engineer

Electrical Engineer

Hydraulic Engineer

Acoustics Consultant

Landscaping Architect

Quantity Surveyor

Geotechnical Engineer

Certification of design compliance

Certification of construction compliance

Access Auditing

Theatre Consultant (the Principal will employ a theatre consultant to act on our behalf,

however Tenderers will require to employ their own sub-consultant expertise to inform the

design)

An Independent Building Surveyor/assessor to certify the design documentation necessary to

obtain a Building Permit and to certify the construction at Practical Completion of the works is

in accordance with the Building Act 2011.

2.5.3 Other Consultants

The Principal reserves the right to appoint an independent Quantity Surveyor (or any other technical

expert deemed necessary) to work concurrently with the Architectural consultancy and specialist

consultancy team.



2.5.4 Experience of Consultant’s Superintendent

The Superintendent shall be a qualified registered architect with the Architects Board of Australia or

similar institution, employed by the Consultant with significant experience in design and

superintending construction projects of similar size and complexity, and who has significant

knowledge of the design, development and documentation of this type of project.

2.5.5 Liaison with Stakeholders

The Consultant is required to liaise as necessary throughout the project duration with all third parties,

Government Departments, Authorities, Public Utilities and General Public, as these stakeholders may

affect/be affected by both design and construction of the project. Feedback from stakeholders will also

require to be incorporated into the design where required and any construction processes on site.

2.5.6 Approvals Permits and Licences

In liaison with the Principal, prepare documents required for submissions and obtain all required

approvals, permits and licences from all relevant statutory authorities or independent assessor (pre

and post construction). This includes the Design Approval Package and all building license

applications.

2.5.7 Survey Required

Tenderers are to advise on any surveys of the site deemed necessary to inform the design and

construction process, and identify where in which Phase of the Scope of Works these should occur.

The appointed Consultant will be responsible for the organisation and management of any survey

required, in liaison with the Principal.

2.5.8 Engagement with and Progress Reporting to the Principal

Engagement with and reporting to the Principal is a necessary part of this project and all costs and

expenses related to this should are expected to be incorporated by the Tenderer within the overall

costs of the scope of work outlined above.

2.5.8.1 General

The Principal will work closely with the appointed Consultant on all aspects of the project and will

provide guidance, direction and peer review as required.

It is anticipated that the Principal and the Consultant will be in regular dialogue via email and phone

call.

The Principal may request a meeting with the Consultant at any time during the project or after a key

project milestone.



2.5.8.2 Progress Reporting

Reporting to the Principal, the Consultant shall provide an overview of progress relating to all aspects

of the work for which they are responsible throughout the duration of the project. This shall be

achieved via fortnightly emailed progress reports.

This should include, but not be limited to:

progress to date;

a two (2) week task ‘look ahead’;

new issues that have arisen;

issues requiring decisions/input from the Principal;

consultation undertaken;

budget and financial control tracker – identifying spend to date and target spend as per

agreed milestone percentages or hold points (unexpected expenditure requires to be

highlighted to and agreed with the Principal);

any Health & Safety incidents or near misses;

the updated project programme with percentage complete against each task, and notification

of any potential programme delays or alterations (to be agreed with the Principal)

any other update relevant to the project i.e. Risk Registers, Design Registers etc.

information as requested by the Ptincipal required to satisfy funding agreements with the

project funding bodies.

2.5.9 Hold Points

The outcomes from the key Phases outlined in the Scope of Work shall be subject to Hold Points e.g.

delivery of reports, review, comment, Principal inspection etc. Services will only be permitted to

continue once Principal review and/or inspection has taken place and the services are to the

satisfaction of the Principal; and after receiving written approval from the Principal to proceed.

Tenderers are required in their Tender submission to recommend the timing of Hold Points in this

regard. Hold Points can be established based on the program provided as part of your Tender, please

therefore indicate Hold Points in the program provided.

Hold Points will be agreed/finalised by the Consultant and Principal and written into the final Contract

prior to execution.



2.5.10 Project Programme

The Principal requires timely completion of the project and key milestones. It is anticipated that the

Cultural Centre will be renovated and fully operational by September 2018, with an anticipated

construction timeframe of 13 months following the appointment of a construction contractor.

Tenderers are required to provide an updated and more detailed program with their Tender to accord

with all requirements of the Scope of Works.

The Consultant appointed under this RFT process will then be required under that Contract to develop

and maintain the project program in the form of a Gantt Chart or similar that identifies a full

breakdown of the timing and completion of key milestones; and that identifies progress against key

tasks within these milestones. The programme will require to be maintained by the Consultant

throughout the project duration to ensure progress is monitored and timing issues identified/rectified.

2.5.11 Deliverables

The key deliverables of this project include, but are not limited to:

PHASE 1 PROJECT INCEPTION

Project Programme

Development and Implementation of Design and Construction Management Plan:

a) Quality Assurance Register

b) Programme of Services/Works

c) Schedule of Regulatory Requirements

d) Review, Test and Inspection Plan

e) Consultation and Approvals

f) Communication Register

g) Drawing/Reports Register

h) Key Performance Indicator Register

i) Risk Register

PHASE 2 CONCEPT DESIGN REVIEW AND FINALISATION

Concept Design Drawings

Concept Design Report

Review and update the Design and Construction Management Plan

PHASE 3 DETAILED DESIGN

Schedule of Finishes and Materials



Detailed Design Drawings

Cost of Design

Detailed Design Report

Design Approval Package (for Development Approval (DA) application and a Building License

Application)

Certificate of Design Compliance


PHASE 4 CONSTRUCTION DOCUMENTATION

Construction Drawings

Technical Specifications and Schedules

Review and update the Design and Construction Management Plan (updated to include

construction specific requirements)

PHASE 5 CONSTRUCTION TENDER

Advice and assistance on evaluation of Construction Tenders

PHASE 6 CONSTRUCTION CONTRACT ADMINISTRATION / PHASE 7 POST

CONSTRUCTION AND DEFECTS LIABILITY

Issue documentation to Construction Contractor

Site Visits (as agreed by negotiation with the Principal)

Site Meetings (as required)

Digital Photographic and Site Status Record

As Constructed Drawings;

Warranties and Maintenance;

Operating Manuals

Certificate of Construction Compliance


Close-out Report:

a) Certificate of Practical Completion;

b) Defects Notification Report;

c) Defects Rectification Report;

d) Recommissioning Review (if required);



e) Certificate of Final Completion;

f) Design and Construction Management Plan;

g) As Constructed Drawings;

h) Warranties;

i) Maintenance and Operating Manuals; and

j) Project evaluation including lessons learnt, what worked well, what could be done

better and recommendations.

As outlined previously, Tenderers in their Tender submission to this RFT also need to identify any

surveys required, these will also be included as deliverable at the relevant Phase of the Scope of

Work. Once agreed the Specification will be updated to include the relevant surveys ahead of

inclusion in the final Contract between the Contractor and Principal.

All project reports/documents/drawings will be provided to the Principal electronically (either email,

USB or CD) in both pdf and original format e.g. word, excel, CAD, GIS etc.

In compilation of all reports and documents, allowance should be made for a minimum of two (2) draft

and one (1) final version.

2.5.12 Principal Management of Consultant Performance

The Consultant shall perform all work to the satisfaction of the Principal. All services rendered under

that Contract shall conform to the Specification and the standards specified.

The performance of the Consultant’s obligations may be monitored by the following criteria:

assessment against Key Performance Indicator (KPI). KPI will be identified, discussed and

agreed and written into the final Contract prior to execution. regular review, assessment or

inspections of work being undertaken by the Principal or an appointed representative.

assessment against progress with regards key milestones detailed in the Specification.

ongoing and ad hoc review of work progress.

any other performance management monitor specified by the Principal during the project.

2.5.13 Project Handover Pack

Following completion of the Contract, the Consultant will be required to provide a Project Handover

Pack to the Principal. All relevant material must be archived throughout the project duration by the

Consultant and should be provided to the Principal either on CD, DVD or USB within two (2) weeks of

completion of the Contract or when otherwise asked for by the Principal.

The Handover Pack will include all relevant project documents and information, such as:

all reports (including draft and final).



all drawings and drawing electronic files created through the project process.

all photographs.

where relevant, all documents submitted to any approval authorities and associated

submission responses/approvals.

any significant correspondence with consultees or stakeholders including emails, any

telephone records of conversations and meeting minutes; and other relevant project

correspondence information.

any other information specified by the Principal as relevant for inclusion.

All reports and drawings are to be in both pdf and original formats e.g. Excel, Word, CAD, GIS etc.

2.6 Specific Requirements

Further to the general requirements outlined above the specific requirements of the scope of works

include the following.

2.6.1 Stage 1 Indicative Works - New Multipurpose Space, Expo Upgrade,

Central Foyer, Kitchen and Bar

As a stand-alone component, the completion of Stage 1 works will greatly enhance the facility and

achieve many of the economic, social and environmental goals targeted. Works in Stage 1 will include

the following indicative features which will be reviewed by the successful Consultant. The Schematic

Designs for Stage 1 by Willcox and Associates are included below as Figure 5:

Creation of a Multipurpose Performance and Convention flat floor space will result from

converting the squash courts into flat floor space of approximately 250 m2 divisible by two or three

by retractable acoustic walls. A combined fire wall and acoustic wall will be constructed between

the new space and basketball court. A solution is required to fix the current ad hoc roofing design

possibly by re-pitching the squash court and toilet change room roofs, removing industrial box

guttering and replacing the asbestos roof with Solar Span insulated roof panels or similar suitable

acoustic treatments. Install new retraceable seating for 169 patrons. It is desirable to retain

wooden flooring due to the revenue earned form dance classes by Centre management.

Construction of a Central Foyer (300 m2 approx) between the existing theatre and the new

multipurpose space. The foyer will host pre and post event functions and smaller functions.

Creation of a new Commercial Kitchen to service all areas from a strategic location and to cater

for up to 500 dinner guests hosted in the basketball court space.

Creation of an internal Courtyard which has an al fresco feel. The inclusion of all-weather

roofing should be considered as the long winter months render this area unusable.



Creation of an Expo Area, Conference Hall, Dinner Function Area, and Evacuation Centre

with aspirational Recital Hall acoustics from the existing basketball court. Replace asbestos

roof and all wall surfaces. Line internally with acoustic panelling. Upgrade electrical systems to

meet audio-visual requirements. The basketball court will remain as a multi-purpose space

including continued use as a sporting venue in addition to the community, cultural and

business activites.

Toilets and Back-of-House Areas. Renovate toilet area and construct new universally

accessible toilet, create green room, storeroom and rehearsal/conference breakout room and

possible future office accommodation area.

Renovate Courtyard by providing al fresco style roof coverage replacing asbestos verandah

roofs with colorbond, extend veranda, reclad basketball court façade and create new universally

accessible entry to the theatre along the old veranda on the north side of the courtyard with an

additional disabled toilet.

Construct Covered Walkway to the rear carpark.

Installation of PVC Solar Panels on the basketball court roof.

Full technical and audio visual equipment fit out for Stage 1 works will include the capacity for

full theatre operations and to host events and functions in the multi-purpose space, the new foyer

and basketball court.

External sound shell and landscaping funded by Lotterywest grant funds to cater for outdoor

performances in the courtyard between the Civic and Administration Centre and the Cultural

Centre complex. It may be desirable to investigate the incorporation of this feature into the

building design itself to take provide access to a green room and toilet facilities

In Stage 1, the new central foyer and new commercial kitchen and bar will greatly enhance theatre

pre and post event functions and create a venue for events in its own right. The new multi-purpose

performance and convention space will add versatility to the available spaces and the ability to host

events.



Figure 5 Schematic Designs for Stage 1 by Willcox and Associates showing indicative floor plan



2.6.2 Stage 2 Indicative Works – Auditorium Refurbishment, Foyer Expansion

and New Façade to Wallcliffe Road

Stage 2 will bring the existing auditorium up to modern standards of accessibility, comfort, technology

and ambience (the Schematic Design for Stage 2 by Willcox and Associates is included below as

Figure 6). Indicative works will include:

The installation of permanent Tiered Theatre-Style Seating for 310-340 patrons (or more if

feasible within cost parameters). The successful Consultant will be requested to investigate the

feasibility of planning for the installation of an upper floor of approximately 120 seats

Construction of a wider Theatre Foyer and new Northern Façade to Wallcliffe Road providing

an architectural “wow factor”.

Refurbishment of Toilets and construction of new universally accessible toilet.

The creation of new Office Spaces, Staff and Volunteer Room, Ticket Booth and Theatre

Shop in the foyer and in the old kitchen with independent external access doors.

Installation of climate controlled Air Conditioning to theatre auditorium.

Replacement of Asbestos Roofing to auditorium and fly tower with colorbond roofing and

insulation.

Installation of PVC Solar Panels on auditorium roof if funding available. (Second priority to

Basketball Court)

Installation of new technology. Stage 2 works will refurbish the existing auditorium and install

new technology.



Figure 6 Schematic Designs for Stage 2 by Willcox and Associates



3 Conditions of Contract

The Conditions of Contract are as set out below in order of precedence and include:

General Conditions of Contract;

Special Conditions of Contract; and

Purchase Order Terms and Conditions of Purchase

The General Conditions of Contract and the Special Conditions of Contract are included below in draft

form and will be agreed and finalised (with any further variations) during drafting and completion of

the final Contract between the Principal and successful Consultant.

The Purchase Order Terms and Conditions of Purchase are standard and in final form.

3.1 General Conditions of Contract

The General Conditions of Contract shall be those set out in Australian Standard 4122-2010 General

Conditions of Contract for Consultants, copies of which are available for purchase on the SAI Global

website at the following address – http://www.saiglobal.com

It is the Tenderer’s responsibility to ensure they have obtained, read and understood AS 4122 – 2010

General Conditions of Contract for Consultants.

The Australian Standard shall be read in conjunction with Annexure Part A and variations to the

requirements of the Australian Standard are set out in Annexure Part B. These Annexure are included

below in draft form and are to be agreed and finalised during drafting and completion of the final

Contract.

AS 4122-2010 Annexure Part A Item

Item 1

(Clause 1.1)

The Client

(or Principal) is:

Client Name: Chief Executive Officer, The Shire of

Augusta Margaret River

Address: The Shire of Augusta Margaret River

PO Box 61

Margaret River WA 6285

ABN: 13 643 296 019

Is the Client acting as an agent of another person?:

NO

Item 2

(Clause 1.1)

The Consultant is: [Insert before Contract execution]

Consultant Name:

Address:

ABN:

http://www.saiglobal.com/



Item 3

(Clause 1.1)

The Contract Documents are:

The Letter of Award (including appendices); The Scope (the Specification); These General Conditions of Contract; The Special Conditions of Contract; The Purchase Order Terms and Conditions of Purchase (and the purchase Order); The Consultant’s Response to the Principal’s RFT (and any alterations thereafter); and The Principal’s Request for Tender (RFT).

Item 4

(Clause 1.1)

The Scope is:

Outlined in Part 2 of this document as the

Specification.

Item 5

(Clause 5.1)

The purpose(s) for which the Services

will be suitable are:

Lead Architectural services for the design,

documentation and superintendence of the

redevelopment of the Margaret River Cultural

Centre.

Item 6

(Clause 6.1)

The Client’s representative is:

Gary Evershed, CEO

The Shire of Augusta Margaret River

PO Box 61


Item 7

(Clause 6.2)

The Consultant’s Representative is: [Insert name and address on before Contract

execution]

Item 8

(Clause

10.1)

Claims for payment must be made on

the following basis:

[Payment option to be confirmed and information inserted before Contract execution] GST inclusive: Yes/No

Lump sum: $to be inserted Claims for Payment of the above lump sum will be made on the following basis:

% of total lump sum

Time for payment claims

TBA TBA TBA TBA TBA TBA TBA TBA TBA TBA

Rates included: Yes/No (delete as appropriate on Contract appointment) Role/Task: Rate$/per hour & day (insert before Contract execution)

Item 9

(Clause

10.2)

Disbursements for which the

Consultant may claim payment:

Not used.

Item 10

(Clause

10.3)

Time to claim payment is no later

than:

The last business day of each month.

Item 11

(Clause

10.6)

The time for payment is no later than:

30 calendar days after service of a payment claim All tax invoices must include reference to: The Contract Reference Number and Title (noted in the



Letter of Award), Purchase Order number; Quantity; Price per unit; description of work undertaken; and Total invoice value.

All Tax Invoices MUST be sent or supplied by the

Seller to: - Accounts Payable Officer

Shire of Augusta Margaret River

PO Box 61


[email protected]

Failure by the Consultant to comply with this may delay payment.

Item 12

(Clause

10.9)

The rate of interest for overdue

payment is:

Not used.

Item 13

(Clause

12.1)

The date or the period after

commencement of this Contact, by

which the Services must be

completed is:

September 2018

Item 14

(Clause 12.3

(c))

Other causes of delay for which the

Consultant may notify an extension of

time:

Not used.

Item 15

(Clause

13.2)

The Approvals to be obtained by the

Consultant are:

As detailed in the Specification.

Item 16

(Clause 18)

The key personnel are:

Name: [insert before Contract execution] Role to be performed: [insert before Contract execution]

Item 17

(Clause

19.2)

Existing conflicts of interest:

[Insert detail of any known conflict of interest that

exists or is likely to arise before Contract execution]

Item 18

(Clause

21.3)

Copyright and other Intellectual

Property Rights, the Alternative that

applies is:

Refer to Annexure B.

Item 19

(Clause 21.3

Alternative

2)

List excluded Intellectual Property

Rights:

Not applicable.

Item 20

(Clause 21.4

Alternative

2)

The additional amount payable to the

Consultant for granting of Intellectual

Property Rights to the Client is:

Not used.

Item 21

(Clause

22.1)

Does clause 22 (Moral Rights) apply?

If yes, the author is:

(for example, the name of the relevant

consultant)

No

Not applicable.

Item 22 The following Documents are All Concept and Schematic Design Drawings by



(Clause

23.1)

confidential:

Willcox and Associates, All QS Costings by Wilde and

Woollard.

Item 23

(Clause

24.4)

Maximum period for which Client may

suspend the Services at any one

time, after which the Consultant may

terminate:

No time limit.

(Clause

29.1)

The Consultant’s liability is limited to:

Contract price; or For liability arising out of events or circumstances in

respect of which insurance proceeds are available

under an insurance policy required to be effected by

the Consultant under this Contract, the proceeds

available under those policies, up to the limits of such

insurances as are required by this Contract.

Item 25

(Clause

30.2)

The amount of public liability

insurance is: $20,000,000 in respect of any one occurrence and for an unlimited number of claims.

(The Consultant shall ensure that it has adequate public liability insurance with reputable insurers to cover the liabilities accepted by it under this Contract and for the period of this Contract, and thereafter for a period of 36 months; and shall provide written evidence of this to the Client with their Response).

Item 26

(Clause

30.4)

The amount of the professional

indemnity insurance is: $10,000,000 in respect of any one occurrence and $10,000,000 in the aggregate.

(The Consultant shall ensure that it has adequate professional indemnity insurance with reputable insurers to cover the liabilities accepted by it under this Contract, and shall provide written evidence of this to the Client.)

Item 27

(Clause

30.4)

The professional indemnity insurance

must be maintained for the following

period:

The professional indemnity insurance policy and

cover shall be maintained until the Consultant

completes carrying out the Services required and

thereafter for a period of 7 years.

Item 28

(Clause

30.7)

The Client must effect the following

insurances and maintain them for the

following periods:

As per items 25 to 27; and

Workers’ Compensation Insurance - The

Consultant shall ensure that it has adequate Worker’s

Compensation Insurance to cover the liabilities

accepted by it under this Contract and for the period

of this Contract, and shall provide written evidence of

this to the Principal with their Response. The

insurance will adequately protect the Consultant and

the Principal in respect of liability for payment of

compensation to any Employee of the Consultant or

of a Subcontractor/consultant of the Consultant under

the Workers' Compensation and Injury Act 1981 or at

Common Law of no less than $50,000,000. The

Workers’ Compensation Insurance policy and cover

shall be maintained until the Consultant completes

carrying out the Services required and thereafter for a



period of 36 months.

Item 29

(Clause

33.1)

The address for the service of notices

is:

The Client:

Chief Executive Officer

The Shire of Augusta Margaret River

PO Box 61


The Consultant:

[Insert before Contract execution]

Item 30

(Clause 35)

The law governing this Contract is: Western Australia

Item 31 Has this Contract been amended from

its original form?

Yes – see Annexure B

AS 4122-2010 Annexure Part B – Deletions, Amendments and Additions

1. The following clauses or parts of clauses have been deleted from the General Conditions in AS 4122—2010: None.

2. The following clauses have been amended and differ from the corresponding clauses in AS 4122-2010:

Clause 21 Copyright and Other Intellectual

Property Rights

Clause 21.1

Add:

The Consultant shall only be entitled to use any such

Intellectual Property Rights licensed to the Client for the

purposes of providing the services and shall cease to use the

same on the termination or expiry of the Contract.

Clause 21.3

Alternatives 1 & 2 have been deleted and replaced with the

following:

The Consultant hereby assigns to the Client absolutely and

irrevocably from any encumbrances or security interests the

Intellectual Property Rights in and to any services or items

developed, written, prepared or produced by the Consultant

(including without limitation the Consultant’s employees,

agents, sub-consultants and subcontractors) in the course of

the services to the extent that they or any part of them are

developed, designed or created for the Client for use in the

Client’s business and all modifications and amendments to the

same which have been or are at any time in the future made by

or on behalf of the Consultant pursuant to the Contract.

The following text is retained:

To the extent the Intellectual Property Rights in or relating to

the Deliverables are not capable of being vested in the Client



because the Consultant does not own the Intellectual Property

Rights, the Consultant must obtain an irremovable licence for

the Client to use those Intellectual Property Rights, except for

those rights stated in Item 19.

3. The following clauses have been added to those of AS 4122-2010:

None

3.2 Special Conditions of Contract

Special Conditions of Contract are included below. These conditions are provided in addition to the

General Conditions of Contract above and provide further guidelines, rules and requirements to which

the Consultant will require to adhere under the Contract.

3.2.1 Insurances

The Consultant and its sub-contractors (if any) shall be required to effect and maintain the following

insurance policies:

Public Liability– the sum of at least twenty million dollars ($20,000,000) in respect of any one

occurrence and for an unlimited number of claims.

Professional Indemnity - the sum of at least ten million dollars ($10,000,000) in respect of any one

occurrence and ten million dollars ($10,000,000) in the aggregate.

Worker’s Compensation – the Consultant shall ensure that it has adequate Worker’s Compensation

Insurance (and/or personal accident insurance) to cover the liabilities accepted by it under this

Contract and for the period of this Contract. The insurance will adequately protect the Consultant and

the Principal in respect of liability for payment of compensation to any Employee of the Consultant or

of a sub-contractor/consultant of the Consultant under the Workers' Compensation and Injury Act

1981 or at Common Law of no less than fifty million dollars ($50,000,000).

The Consultant is to provide the Principal with certificates of currency and/or a copy of the policy

wording that the above insurance policies are in place for the entire Contract period.

3.2.2 Occupational Safety and Health

The Consultant (and any sub-contractor/consultant) shall observe all requirements of the

Occupational Safety and Health Act 1984 and the Occupational Safety and Health Regulations 1996

and any amendments that may be made to these from time to time. The Consultant shall also observe

the requirements of the Principal’s Occupational Safety and Health Policy (January 2013) including all

safety rules and guidelines provided prior to commencement of work. The Consultant will be required

to undergo an induction process and acknowledge receipt and understanding of the Principal’s safety

requirements as deemed applicable to the nature of works to be undertaken.



3.2.3 Disability Access and Inclusion Plan Consultant Reporting

The Principal’s Disability Access and Inclusion Plan (DAIP) 2014-2016 seeks not only to meet

legislative requirements but to strategically address access and inclusion issues to the benefit of all

community members making the Shire a people friendly place to live, work and visit.

Section 29B of the Disability Services Act (1993) states:

“a public authority that has a disability access and inclusion plan must take all practicable

measures to ensure that the plan is implemented by the public authority and its officers,

employees, agents or contractors”.

The Disability Services Act (1993) sets out the minimum reporting requirements for public authorities

in relation to DAIP’s. The Principal will report on the implementation of its DAIP through its annual

report and on the prescribed proforma to the Disability Services Commission by 31 July each year,

outlining:

its progress towards the desired outcomes of its DAIP;

the progress of its agents and Consultants towards meeting the eight desired outcomes of the

DAIP; and

the strategies it used to inform its agents and Consultants of its DAIP.

As such, Disability Access and Inclusion Plan reporting by the Consultant is required when Contracts

involve the supply of services to the public, and where these are new Contracts or Contract variations.

The requirement for reporting from the Consultant does not apply to services provided directly

to the public authority itself, such as cleaner and rewiring of telephones.

If the Contract involves the supply of services to the public, then the Consultant will:

(i) to the extent practicable, undertake the Contract in a manner consistent with the Principal’s

Disability Access and Inclusion Plan prepared under the Disability Services Act 1993; and

(ii) provide a report to the Principal by the end of the Contract or 15 June in each year of the

Contract Term reporting on the extent to which the Consultant has implemented the

Principal’s Disability Access and Inclusion Plan.

A link to the Principal’s Disability Access and Inclusion Plan and a Guide to Disability Access and

Inclusion Plans for Local Government Consultants can be accessed from the Principal’s website at

www.amrshire.wa.gov.au.

3.2.3.1 Reporting Requirements

The following reporting sheet assists Consultants to record activities consistent with the desired

outcomes of the Principal’s Disability Access and Inclusion Plan (DAIP) 2014 – 2016.

It is noted that not all outcomes will be applicable to the services you provide on behalf of the

Principal.

http://www.amrshire.wa.gov.au/



Once a year you are required to forward a reporting sheet to the Principal indicating what outcomes

your company has implemented with a brief summary of activities undertaken.

This sheet also serves as a quick reference for all Consultants’ staff about how to provide a more

accessible service.

Reporting Sheet

Ways to provide access for people with disabilities

Making contracted services accessible need not be expensive or complex. Agents and Consultants

should undertake activities that are broadly consistent with the seven desired DAIP outcomes. It

does not necessarily mean that Consultants will replicate every access strategy that the contracting

local government is undertaking in its DAIP.

Examples of accessible services related to each outcome area provided by agents and Consultants

include:

1. People with disability have the same opportunities as other people to access services

and events.

Produce clear and easy-to-read invitations and flyers for events that include contact details.

Ensure that events are held in an accessible venue. Use the Accessible Events Checklist

located on the Disability Services Commission website www.disability.wa.gov.au.

Read the Shire’s Disability Access and Inclusion Plan.

Develop and promote accessible and inclusive events and activities.

2. People with disability have the same opportunities as other people to access

buildings and other facilities.

Provide clear access ways free of boxes, displays and other obstructions.

Use buildings that are accessible - if there is no lift make sure all direct service points are

located on the ground floor.

Avoid abrupt vertical changes of level (kerbs, steps, ruts, gutters) to ensure a continuous

accessible path of travel.

Provide adequate space into doorways and within rooms to allow for wheelchair dimensions

and turning circles.

Place colour contrast strip on steps.

Provide surface finishes that are slip-resistant, evenly laid and free of hazards to minimise

risk of injury.

Provide signage with clear lettering and good colour contrast.

http://www.disability.wa.gov.au/



Provide an appropriate number of ACROD accessible parking bays.

3. People with disability receive information in a format that will enable them

to access information as readily as other people are able to access it.

Be prepared, if requested, to provide information in alternative formats, such as a larger

sized font for brochures.

Provide clear and easy to read information by using a san serif font such as Arial or

Helvetica in a minimum size of 12 point.

Use text of a dark colour to significantly contrast with the background.

Display important information in bold font, avoid using upper case text only, use a minimum

of italics.

Design websites to meet accessibility guidelines developed by W3C.

Provide Auslan interpreters when requested by people who are Deaf or have a hearing

impairment.

Incorporate captioning in DVD and TV advertisements.

Provide business cards with good colour contrast and easy-to-read font size.

4. People with disability receive the same level and quality of service from

staff as other people receive.

Make the DAIP information available to all staff.

Provide staff with information about the needs of people with disabilities and where to

locate extra resources.

Provide disability awareness training for staff who deal with the public.

Improve staff awareness of accessible information needs and how to obtain information

in other formats such as large print, Braille or audio tape.

5. People with disability have the same opportunities as other people to make

complaints.

Accept complaints in a variety of formats such as by telephone, email, written, in person

or with a carer.

6. People with disability have the same opportunities as other people to

participate in any public consultation.

Provide media releases and advertisements about public consultation in both print

and electronic media, including Information on Radio and the website.

Consult people with disabilities in a range of different consultation mediums, for example



focus groups, interviews, surveys.

Request information about access requirements from participants prior to

attending consultations.

Hold consultations in accessible buildings.

7. People with disability and from diverse backgrounds have the same opportunities as

other people to be employed by our company.

During recruitment processes comply with the legislative requirements of the WA

Equal Opportunity Act and the Federal Disability Discrimination Act.

Review/audit physical access to work sites for existing/potential employees.

Identify employment barriers and remove where possible.

3.2.4 Consultant Performance

3.2.4.1 Satisfactory Performance of Work

The Consultant shall perform all work under this Contract to the satisfaction of the Principal.

All services rendered shall conform to the Specification and the standards therein.

If the Consultant does not perform the work or any part thereof pursuant to the Contract to the

standards specified, the Principal may exercise any or all of the following options:

Engage another Consultant to perform the work not carried out to the specified standards.

Any monies expended by the Principal under this sub-paragraph shall be recoverable from

the Consultant and may be deducted from any monies payable to the Consultant under the

Contract.

Assess the fair and reasonable cost of performance of the work in respect of which default

has been made and deduct that sum from any monies payable to the Consultant under the

Contract.

Withhold any payment or payments under the Contract until such time as the work or any part

thereof has been carried out by the Consultant to the standards specified.

3.2.4.2 Performance Management

There are three (3) forms of Contractor performance management for this project:

1. Progress Report - as outlined in the Specification the Contractor will be required to submit a

detailed progress report (and updated Project Program of Works) on a fortnightly basis and

issue this to the Superintendent via email;

2. Performance Review Meetings – the Principal may request a meeting with the Consultant at

any time during the project or after a key project milestone;



3. Contract Review Date - performance review will also be undertaken at the Contract review

date.

3.2.4.3 Performance Monitoring Methods

The performance of the Consultant’s obligations under this Contract may be monitored by the

following criteria:

Completion of Hold Points and Principal approval (as per the Hold Points agreed between the

Consultant and Principal and identified in the Project Program).

Performance against Key Performance Indicator (KPI) (as per the KPI agreed between the

Consultant and Principal and identified in the Letter of Award).

Regular review, assessment or inspections of work being undertaken by the Principal or an

appointed representative.

Assessment against progress with regards key milestones detailed in the Specification.

Ongoing and ad hoc review of work progress.

Any other performance management monitor specified by the Principal during the project.

3.2.4.4 Failure to Meet Performance Standards

If any review, assessment or inspection as described above discloses a failure by the Consultant to

meet the standards required by the Principal under this Contract, then, without prejudice to the

exercise of any other of the Principal’s rights, the Consultant must take such steps as the Principal

may require to improve the performance or provision of that service to the agreed standard.

3.2.5 Termination

Subject to provisions of the Conditions of Contract in the event of the Consultant failing in any manner

to carry out the Contract to the Principal’s satisfaction, the Principal may forthwith terminate the

Contract and any variations by giving written notice to the Consultant.

3.3 Purchase Order Terms and Conditions of Purchase

In addition to the above, the Consultant will also require to adhere to the Principal’s Purchase Order

Terms and Conditions of Purchase. These are included below:

Part 4 COMPLETE AND RETURN THIS PART


4 Tenderer’s Offer

4.1 Form of Tender The Chief Executive Officer Shire of Augusta Margaret River PO Box 61 Margaret River WA 6285

I/We (Registered Entity Name): (BLOCK LETTERS)

of: (REGISTERED STREET ADDRESS)

ABN ACN (if any)

Telephone No: Facsimile No:

E-mail:

In response to RFT COR/28 – 05/17 Architectural Services for the Margaret River Cultural Centre (HEART) Redevelopment Project

I/We agree that I am/We are bound by, and will comply with this Request and its associated schedules, attachments, all in accordance with the Conditions of Tendering contained in this Request signed and completed.

The tendered price is valid up to ninety (90) calendar days from the date of the Tender closing or forty-five (45) days from the Council’s resolution for determining the Tender, whichever is the later unless extended on mutual agreement between the Principal and the Tenderer in writing.

I/We agree that there will be no cost payable by the Principal towards the preparation or submission of this Tender irrespective of its outcome.

The tendered consideration is as provided under the schedule of rates of prices in the prescribed format and submitted with this Tender.

Dated this day of 20

Signature of authorised signatory of Tenderer:

Name of authorised signatory (BLOCK LETTERS):

Position:

Telephone Number:

Authorised signatory Postal address:

Email Address:

Part 3 READ, COMPLETE AND RETURN THIS PART


4.2 Selection Criteria The following checklists have been provided to assist you with your Tender and should be completed

and returned to the Principal. Where it is necessary to provide additional information please ensure

that all documents are clearly marked with the relevant attachment title to assist the evaluation panel

with their assessment.

4.2.1 Compliance Criteria

Please select with a “Yes” or “No” as relevant and in relation to each compliance criteria:

Table 7 Description of Compliance Criteria

A. Accordance with Conditions of Responding

Tenderers are to provide acknowledgment that you have submitted in accordance with the Conditions of Responding contained in this RFT, including completion of the Offer Form.

Yes / No

B. Licences, memberships and accreditations

Do the details of the licences, memberships and accreditations remain as per those you identified during the EOI process?

If No, and any alterations have occurred Tenderers require to identify this in an attachment labelled “Licences, memberships and accreditations”.

Yes / No

“Licences,

memberships &

accreditations”

Tick if

attached

C. Compliance with the Specification

Tenderers are to provide acknowledgment that your Tender complies with the Specification in Part 2 of this RFT.

Yes / No

D. Compliance with Qualitative Criteria and completion of part 4.2.2

Tenderers are to provide acknowledgment that your Tender is compliant with the Qualitative requirements for this RFT.

Yes / No

E. Compliance with Price Information and completion of part 4.2.3 and 4.3

Tenderers are to provide acknowledgment that your Tender is compliant with the Price requirements for this RFT and that a Price Schedule has been submitted in the format required by the Principal.

Yes / No

F. Compliance with the Delivery Date and Delivery Method.

Tenderers are to provide acknowledgment that your Tender is compliant with the Delivery Date and Delivery Method requirements for this RFT.

Yes / No

G. Business Structure

Do the details of your Business Structure and independent Referees as identified during the EOI process remain applicable and up to date for

Yes / No



this RFT stage?

If No, please provide updated information in an attachment labelled “Business Structure”

“Business

Structure”

Tick if

attached

H. Financial Capacity

Do the details of your Financial Capacity as identified during the EOI process remain applicable and up to date for this RFT stage?

If No, please provide updated information in an attachment labelled “Financial Capacity”

Yes / No

“Financial

Capacity”

Tick if

attached

I. Conflict of Interest

Tenderers require to confirm that their response to this criterion remains as per the response in the EOI process.

Should any conflict have arisen the Tenderers is required to identify this in an attachment labelled “Conflict of Interest”

Yes / No

“Conflict of

Interest”

Tick if

attached

J. Insurance Requirements

Do the details of your insurance coverage as identified during the EOI process remain applicable for this RFT stage?

If No, please provide updated information in an attachment labelled “Insurance”

For the avoidance of doubt the following insurance requirements continue to apply:

Public Liability Insurance: the sum of at least twenty million dollars

($20,000,000) in respect of any one occurrence and for an unlimited number of claims.

Professional Indemnity: the sum of at least ten million dollars

($10,000,000) in respect of any one occurrence and ten million dollars ($10,000,000) in the aggregate.

Workers Compensation: the Tenderer shall ensure that it has

adequate Worker’s Compensation Insurance (and/or personal accident insurance) to cover the liabilities accepted by it under a Contract. The insurance will adequately protect the Tenderer and the Principal in respect of liability for payment of compensation to any Employee of the Tenderer or of a sub-contractor/consultant of the Tenderer under the Workers' Compensation and Injury Act 1981 or at Common Law of no less than fifty million dollars ($50,000,000).

Yes / No

“Insurance” Tick if

attached

K. General Conditions of Contract

Tenderers should note that acceptance of the Conditions of Contract (as detailed in Part 3 of this Request) will form an important part of the evaluation criteria. Please therefore indicate acceptance through selection of yes or no opposite.

If no, any proposed amendments to the conditions must be clearly identified in an attachment labelled “Conditions of Contract – Proposed Amendments”.

For the avoidance of doubt, unless expressly agreed in writing by the

Yes / No



Principal, any proposed condition amendments accompanying or shown in the Tender (or any of the documents comprised in it) shall not apply at any time, either before or after acceptance of the Tender.

“Conditions of Contract – Proposed Amendments”

Tick if

attached

L. RFT addendums signed and returned (where applicable)

Tenderers are to provide acknowledgment that your Tender is compliant with any addendums issued by the Principal; and that you have ensured your Tender is compliant with the information contained within by way of signature and return of addendum.

Yes / No / Not applicable (no

addendum issued by Principal

4.2.2 Qualitative Criteria

Before responding to the following Qualitative Criteria, Tenderers must note the following:

a) All information relevant to your answers to each criterion are to be contained within your

Tender;

b) Tenderers are to assume that the evaluation panel has no previous knowledge of your

organisation, its activities or experience;

c) Tenderers are to provide full details for any claims, statements or examples used to address

the Qualitative Criteria; and

d) Tenderers are to address each issue outlined within a Qualitative Criterion and any

associated appendix.

Table 8 Description of Qualitative Criteria

A. Preliminary Design Concept

Tenderers must prepare Preliminary Design Concept Drawings (including supporting explanatory notes) for the proposed project and include information in this regard in their Tender submission.

Tenderers must, as a minimum, address the following information and provide in an attachment labelled “Preliminary Design Concept”.

Weighting

60%

The Preliminary Design Concept Drawings should address the design principles, as outlined in ‘Building Creative Environments’ (Department of Culture and the Arts, 2013). Relative weightings of the selection criteria are listed in the brackets, but all items are considered essential irrespective of their weightings.

1. Sustainability and durability (10%)

2. Comfort and Security (5%)

3. Functionality (10%)

4. Flexibility and Adaptability (10%)

5. Accessibility and Legibility (5%)

6. Stimulating and Inspiring (15%)

7. Sensitive and Responsive to the Context (5%)

Mandatory deliverables to be included in your response to this criterion include:

1. A site master plan showing the footprint for stages 1-3 and adjoining

“Preliminary

Design Concept”

Tick if

attached



buildings scale 1:500 @ A3

2. Preliminary Floor Plans for Stages 1 and 2; scale 1:200 @ A3

3. A south, east and north elevation, scale 1:200 @ A3

4. A minimum of three perspective drawings or artist impressions of the building;

5. Annotated sketches and concept diagrams that clearly articulate how the design has been arrived at and how it will address requirements of this qualitative criteria.

6. An outline specification of proposed materials and finishes.

Further detailed information in this regard and elements that require to be addressed by Tenderers in response to this criterion is provided in Appendix 4.1 of this RFT,

and should be read in conjunction with the background information provided elsewhere in the RFT and the previous EOI.

B. Demonstrated Understanding

Tenderers must provide a detailed response on the process they intend to use to achieve the Requirements of the Specification and therefore demonstrate their understanding. Key factors that require to be demonstrated in your Tender response include:

Value for Money (4%) – the project has an important obligation to the funding bodies

and to the community to deliver excellent value for money within the allocated budget

Continuous Use (4.5%) - Stages 1 and 2 are required to be undertaken sequentially

as much as is realistically possible to allow for continuous use of the facility with minimal disruption to the performances, meetings, events and functions currently booked for the theatre.

Project Timing and Scheduling (4%) – a project of this scale requires effective

program management and sequencing in order to be successfully delivered on time, to budget and to the standard required.

Tenderers must, as a minimum, address the following information and include their response to this criterion in an attachment labelled “Demonstrated Understanding”.

Weighting

12.5%

a) Value for Money:

A preliminary QS Cost Estimate of the concept design provided as a requirement under Criteria A.

How you will provide excellent value for money from within the allocated budget and include detailed commentary in this regard with reference to the Preliminary QS Cost Estimate derived under Criteria A; and overall cost of services for the project.

b) Continuous Use:

The process/methodology for the delivery of the services and in particular evidence of planning to ensure continuity of community use with minimal closure of the complex and the removal of asbestos cement sheeting; and

How you will stage the project to achieve continuous use of the centre with minimal closure of the whole complex.

c) Project Timing and Scheduling:

How you will deliver effective sequencing of deliverables and key milestones in the project program to meet realistic timeframes and to effectively manage potentially controversial elements of the demolition, such as asbestos cement sheeting removal;

“Demonstrated

Understanding”

Tick if

attached



A revised project program and Gantt Chart; and

Phasing diagrams that indicate how the concept design can be delivered via a phased construction programme, with minimal disruption to the use of the facilities.

Further detailed information in this regard and elements that require to be addressed by Tenderers in response to this criterion is provided in Appendix 4.2 of this RFT,

and should be read in conjunction with the background information provided elsewhere in the RFT and the previous EOI.

C. Key Personnel Skills and Experience

Material and information previously supplied through the EOI process should be resubmitted with the emphasis on demonstrating the relevant experience and qualifications of the personnel to deliver this project and how they will be deployed.

Tenderers are required to also submit an updated and revised list of personnel and sub-contractors to be engaged on the project and to advise how they will be deployed by way of an organisational chart.

Tenderers must, as a minimum, address the following information for key personnel in an attachment and label it “Key Personnel Skills and Experience”.

Weighting

12.5%

a) Their role in the performance of the Contract;

b) Curriculum vitae;

c) Membership to any professional or business associations;

d) Qualifications, with particular emphasis on experience of personnel in projects of a similar requirement;

e) Skills and experience of key personnel for any sub-Contractors/Consultants; and

f) Any additional information.

“Key Personnel

Skills and

Experience”

Tick if

attached

4.2.3 Price

As detailed in Part 1 of this Request the weighted price method is used for evaluation of Tenders and

price will therefore be weighted in the overall scoring including the Qualitative Criteria outlined above.

The weighting allocated to price is indicated below.

Price

Weighting

15%

4.2.4 Summary of weighted criteria

A summary of the weighted qualitative and price criteria is provided below.

Table 9 Summary of Weighted Criteria

Criteria Weighting

A Preliminary Design Concept 60 %

B Demonstrated Understanding 12.5 % C Key Personnel Skills & Experience 12.5 % Price 15 %

Total Weighting 100%



4.3 Price Information

The ability of the Tenderer to present clear pricing information in the format required is critical, and

unclear / ambiguous presentation or pricing will severely disadvantage a Tenderer during the Tender

evaluation process.

Tenderers must complete the following sections including the “Price Schedule”. Before completing,

Tenderers should ensure they have read this entire Request.

4.3.1 Price Basis

Please select with a “Yes” or “No” below and provide any further information deemed necessary to

support your Tender:

Are you prepared to offer a fixed price and rates for the term of the Contract for and any

Contract extension period(s)? Yes / No

4.3.2 Price Schedule

The Tenderer is required to complete the Price Schedule as per the spreadsheet in Attachment A

and provide any details and justifications as necessary. The Price Schedule requires a Lump Sum

which will form the fixed price basis for the Contract term. Details of personnel hourly/daily rates also

require to be populated.

The lump sum unit costs and key personnel rates provided will also be used as the basis for

calculation of prices for any service that arise during the Contract term or during any extension period

(as relevant), that are additional to or a variation of the scope of work.

The Price Schedule should be submitted with the full Tender documentation as per Part 1 of this RFT,

however it should be included as a separate electronic file to the main Tender documentation and

clearly marked as ‘Price Schedule’.

Before completing, the Tenderer should ensure it has read this entire document and understands the

Requirements.

For the purposes of your Tender to this RFT and provision of Tender pricing, the following

assumptions should be applied:

a) The Tenderer is required to show the indicative price for Stage 1 and Stage 2 in the separate

price schedules, and also provide a combined total of Stage 1 and Stage 2; as contained within

Attachment A.

b) It is acknowledged that a definite cost split for Stage 1 and 2 will be difficult to achieve with regard

‘Phase 2 Concept Design Review and Finalisation’. The Tenderer should therefore distribute

costs for this Phase of the Scope of Work across both stages allocating 60% of total cost to Stage

1 and 40% to Stage 2.



c) Any sub-consultants/contractor(s) and associated costs are also to be identified Attachment A

and included in the overall indicative price.

d) The Tenderer should set this out to clearly to identify how price relates to each separate element

or Phase of the Scope of Work.

e) The Tenderer is required to provide indicative daily and hourly rates of key personnel proposed to

undertake the project as per Attachment A.

f) The Tenderer must include all costs involved in the supply of the services to the Principal, which

are known to the Tenderer at the time of submission. This shall include, but not be limited to,

permits, goods, services, materials, labour rates, levies, duties, taxes, inspection cost, hire of

equipment, delivery fees, including risks and obligations arising from or implied therein.

g) Expenses (including travel, accommodation, subsistence, mileage etc.) should be identified

separately and reflected as a percentage of the resource cost, as set out in Attachment A.

h) All pricing shall be in Australian Dollars shown both exclusive and inclusive of GST.

i) The Tenderer is required to provide a separate list that clearly describe any assumptions made by

the Tenderer in arriving at the indicative price for the work. The Tenderer is also required to

identify any cost overlaps or savings that can be gained between the two stages.

j) Items against which no rate or price is entered in the Tender shall be deemed to be covered by

the other rates and prices shown in the Tender.

k) Costs incurred by the Tenderer in preparing its Tender submission (including, for the avoidance of

doubt, any supporting documentation or information comprised in it) shall be exclusively for the

Tenderer’s own account with the exception of the once off payment of $7,500 for provision of a

Preliminary Design Concept as per Qualitative Criteria A (Part 4).

Any charge not stated in the Tender, as being additional will not be allowed as a charge for any

transaction under any resultant Contract.

Part 4 COMPLETE AND RETURN THIS PART


4.3.3 Price Discount

The Tenderer is requested to indicate whether it is prepared to offer a price discount by selecting

either “Yes” or “No” below.

Are you prepared to offer a price discount? Yes / No

For the avoidance of doubt, whilst price is a competitive consideration, it is only one aspect of the

Tender evaluation process. The Tender offering the lowest price may not necessarily be successful.

If selecting Yes, the Tenderer is required to specify a percentage discount of the lump sum total

outlined in the Price Schedule. Please complete the tables below to specify the percentage discount

applied and the final lump sum total following discount. Should you require to provide any further

supporting information please include in a separate attachment and label as “Price Discount”.

% Discount to be applied to lump sum total

Total cost (ex

GST)

GST Total cost (inc

GST)

Final Lump Sum Total (including

discount)

Appendices READ AND KEEP THIS PART


Appendices

Contents

Appendices to Part 1

Appendix 1.1 - Statement of Purchasing Ethics


Appendix 2.1 - Wilde and Woollard Quantity Surveyor Estimates and other Principal/Richard Stuart

cost estimates


None


Appendix 4.1 - Qualitative Criteria A Additional Information

Appendix 4.2 – Qualitative Criteria B Additional Information

Appendix 4.3 - Concept Drawings by Willcox and Associates

Appendix 4.4 - Concept drawings and cost estimates associated with the Soundshell

Appendix 4.5 - Reduced list of technical fit out and audio visual requirements for Stage 1

(Wilde and Woollard Feb 2016)

Attachment A - Price Schedule




Appendix 1.1 - Statement of Purchasing Ethics (April 2016)




Appendix 2.1 - Wilde and Woollard Quantity Surveyor Estimates

and other Principal/Richard Stuart Cost Estimates




Appendix 4.1 Qualitative Criteria A Additional Information

Purpose of this Information

The information below is included to assist Tenderers in compilation of their response to Qualitative

Criteria A – Preliminary Design Concept.

Each Tenderer will each receive a once off contribution of $7,500 (ex GST) paid in arrears following

the close of the RFT Tender Deadline and participation in the mandatory presentation to offset costs

associated with preparing and delivering these concepts.

The Tenderer deemed to provide the best quality concept design outcome and greatest overall value

for money, supported by appropriately qualified, skilled and experienced staff and sub-contractors will

be appointed by Council decision to undertake this iconic project.

Supporting Information

In addition to the background information provided in the RFT document itself included as RFT

Appendices is the following material marked “Commercial in Confidence”:

Concept drawings previously completed by Willcox and Associates (Appendix 4.3);

QS Estimates based on the Willcox concept drawing by Wilde and Woollard and other

additional cost estimates by the Shire and Richard Stuart Theatre consultant (Appendix 2.1);

Concept drawings and cost estimates associated with the Soundshell (Appendix 4.4); and

Reduced list of technical fit out and audio visual requirements for Stage 1 (Wilde and Wollard

Feb 2016) (Appendix 4.5).

NB: The material provided above is to be regarded as highly confidential and is not to be

distributed or disclosed to any other parties and must be used for its sole intended purpose

which is to complete the RFT Response.

Project Vision

Council is looking to create an innovative, distinctive, welcoming and highly functional building that

provides good value for money and will foster local arts, entertainment and tourism industries. The

Shire of Augusta Margaret River’s vision is to create a vibrant Hub for Entertainment, Arts and

Regional Tourism (HEART) that will enrich the quality of community life and strengthen and diversify

the Margaret River Region’s economy. The multipurpose complex will be designed to simultaneously

host a range of:



Cultural events, performing arts and festivals;

Visual arts displays and exhibitions;

Cinema screenings and premieres;

Business meetings, expos and conventions;

Satellite events in conjunction with major Iconic Events such as the Drug Aware Surf Pro,

Gourmet Escape and Cinéfest Oz Festivals, and other major regional tourism events;

Indigenous, multicultural and historical events and exhibitions;

Community gatherings, events, celebrations and meetings; and

Support services when required to be used as an emergency evacuation centre for the

Margaret River town site catchment, as occurred during the November 2011 Margaret River

fires.

Project Budget

A total project cash component of $8.55 million (ex GST) (plus Shire in kind administration and project

management support of approximately $200,000) will be made available for the project. This total

budget cannot be exceeded, but the project architect will have a degree of flexibility within the budget

to identify savings and reallocate resources to priority areas. In particular an audit of technical and

audio visual requirements should be undertaken to reassess the technical and audio visual fit out

requirements which currently constitute $1,026,899 of the estimated building costs (ie Stage 1

$492,599 in Stage 1 – Item 160 of Wilde and Woollard QS and Stage 2 $534,300 from Item 276 of

Wilde and Woollard QS Appendix 2.1. (See also notes below table)

A summary of the Wilde and Woollard QS in Appendix 2.1 is provided below:

Wilde and Woollard, Stuart and Shire Cost Estimates (See Appendix 2.1 for detail) Budget Item Cost $ Ex GST

Stage 1 Estimated Building Cost

3,534,643

Furniture and Equipment 260,000

Professional Fees 477,422

Escalation

465,866

MULTI USE SPACE (STAGE 1) TOTAL 4,737,931

Additional Furniture and Kitchen Equipment Excluding Commercial Items (Shire Estimates – See Appendix 2.1)

$258,642

Additional Kitchen Fit Out (Shire Estimates – See Appendix 2.1)

$80,000

Lotterywest Soundshell and Landscaping Contribution 250,000

Total Stage 1 and Soundshell and Landscaping $5,326,573

Stage 2 Estimated Total Building Cost $ 2,679,282

Furniture and Equipment $0



Professional Fees 360,798

Escalation 353,129

AUDITORIUM (STAGE 2) TOTAL 3,393,210

GRAND TOTAL $8,719,783

FUNDING AVAILABLE (Cash) $8,550,000

NB: For the purposes of seeking funding a modified Stage 1 proposal for a reduced scope of works

was developed for the National Stronger Regions Funding (NSRF) application to meet a funding cap

of $3.6 million. The provision for new electrical services, including infrastructure and theatre

equipment was reduced to $290,000 – See Appendix 4.5 Wilde and Woollard Feb 2016. A further list

of equipment has been prepared by Phill Bebb, Technical Manager of Arts Margaret River and

included in the attachments indicating that a reduced level of equipment purchasing may be

undertaken for Stage 1. There is therefore the opportunity to trade off a reduced spending on theatre

equipment and audio visual requirements if hard infrastructural needs can be accommodated.

In response to Qualitative Criteria A Tenderers will need to incorporate the following additional items

which have emerged from stakeholder feedback since the Willcox and Associates concept drawings

were completed. The items will also need to be identified as individual cost items for the purpose of

the budget and decisions will be made at later date as to whether they will be included in the detailed

drawings for the construction tender:

1. All weather covering for the courtyard but still maintaining airflow and an al fresco feel

2. Provision for an improved stage functioning with trap doors and other improvements

3. Consideration as to whether infrastructure could be provided to allow for additional seating for

100-120 people on an upper floor level at a later date when funding became available and to

meet future population growth

4. Consideration as to whether the sound shell is a separate feature or whether it is an integral

extension of the multi-purpose space

Design Concept Brief

Tenderers will require to critically examine and review the concept designs created by Willcox and

Associates with a view to developing an inspirational and functional design solution which addresses

the following principles of good design, as outlined in ‘Building Creative Environments’ (Department of

Culture and the Arts, 2013).

1. sustainability and durability

2. comfort and security

3. functionality



4. flexibility and adaptability

5. accessibility and legibility

6. stimulating and inspiring

7. sensitive/responsive to context.

These principles as applied to the HEART project are expanded upon in the text below.

Possibilities and Constraints

Tenderers are to take a flexible approach to the project by being aware of the following possibilities

and constraints:

Encroachment onto the existing nutrient stripping rain garden area for siting the sound shell is

possible as the rain garden may be partially decommissioned and reduced in size due to

rising dampness in the adjacent basketball courts possibly caused by underground stream

flow exacerbated by the rain garden.

The creation of a multi-purpose space should not be compromised and constrained by the

rigid re-use of the squash courts if it is more cost effective and creates greater functionality by

partial or full demolition of the courts and adjoining wet areas. However, the use of wooden

flooring suitable for dance classes is desirable to be retained if possible within the facility as

dance provides an important income stream contributing to the ongoing viability of the

complex. Strong consideration should be given to recycling materials on site in the case of

any demolition.

The implementation of Stage 3 which is a convention space at the front of the existing cultural

centre is a long term concept which has little political support at this time. The size of the

convention room will be constrained by services such as Telstra and water along the front

boundary line as well as the location of the existing landscaping and public art. The

community also highly values the mature gum trees, melaleuca and grassed area at the front

of the cultural centre. The concept design should not be constrained by encroachment onto

the grassed area at the front or in providing an inspirational architectural statement to

Wallcliffe Road and the civic square. The design should deliver a stand-alone Stage 1 and 2

complex with Stage 3 to be considered unlikely to occur in the future.

The location of the kitchen should be critically examined. The kitchen is required to produce

food to serve to the central foyer, multi-purpose space and to the basketball court when used

for dinners of up to 500 people. The ability to deliver meals without conflicting with patrons is

vitally important and requires further development and careful consideration in the siting of the

kitchen.

A considerable amount of money has been spent on back of stage areas following the Stuart

Report with lighting upgrades, lighting bar systems, flytower system, reconfigured loading

dock, stage curtains and cyclorama, green rooms etc. It is envisaged that a minimal amount



of time will be spent on revisiting the works completed to date in the back stage area with the

focus on the refurbishment and renovation of the theatre. Improving the functionality of the

stage itself is to be considered if not cost prohibitive.

The location of a disabled toilet in the courtyard area will probably decrease the functionality

of the courtyard area and may be able to be catered for already in the existing wet area

locations with unisex facilities. The courtyard can be made into a feature of the project and a

key stakeholder has requested the Principal consider some form of weather protection as the

cold and wet winter months render the space unusable.

Wherever possible the existing landscaping should be incorporated into the project with

rework minimised albeit the rock stream and rain garden are likely to be impacted.

Required Improvements (Repeated from Previous Section)

Tenderers require to address identified major deficiencies highlighted by the Stuart Report and the

architectural review of the centre as summarized below:

Outdated general ambience and presentation. The centre is in dire need of a major

refurbishment and redevelopment. The auditorium needs to be softened to make it more

welcoming, appealing and comfortable for audiences and requires acoustic treatment to improve

sound quality. The lack of hanging space is sub-optimal in presenting art works and for hosting

larger exhibitions and permanent displays in the foyer, which is exacerbated the dark and

uninviting nature of the foyer. The façade of the Cultural Centre and the adjacent squash court

section of the Recreation Centre are poorly presented from an aesthetic viewpoint and detract

from the new Civic and Administration Centre and the public space between the two buildings.

Lack of climate control. Efficient heating and cooling need to be installed throughout the

buildings to meet contemporary patron comfort expectations. The building is cold in winter which

is when visitation needs to be boosted to offset the seasonal downturn for tourists.

Unacceptable disability access arrangements. Disability access arrangements for access and

egress to and within the venue is inadequate, including the absence of automatic opening entry

doors, toileting/parenting facilities and a lift to the upper floor. Redevelopment will aim for full

compliance with the BCA in terms of universal access requirements.

Inadequate and poorly located bar, kitchen and catering facilities. The current kitchen opens

into the main auditorium to allow catering for functions of a cabaret style. There is no sound lock

from the kitchen to the auditorium so noise penetrates into the theatre. To service the expanded

HEART complex, a new strategically located commercial kitchen will be incorporated into the

design. This will enable food to be prepared and delivered to all sections of the facility. Bar

facilities will likewise be reoriented to service the new connecting foyer. The new connecting foyer

will become an area to host pre-event functions or for functions in its own right.



Photos showing the poor general condition of the Asbestos Roofing and Gutters

Asbestos requiring removal. The side wall

cladding of the Cultural Centre, squash courts and

basketball court are constructed from corrugated

asbestos cement sheeting, as is the roofing of the

Cultural Centre (refer Figure 3). Overall the

condition of the asbestos is rated as ‘poor’ to ‘fair’

and there are visible signs of wear and tear

indicating that replacement in preference to

sealing will be required in the near future. The

safe removal and replacement of asbestos

cement sheeting is the highest priority from a

community and venue user health and safety viewpoint.

Outdated toilet and washroom facilities. The toilet facilities at the Cultural Centre and squash

courts are tired and need a major refurbishment including the replacement of pans, cisterns, tiling

and wash basins.

Inadequate Office accommodation. The Cultural Centre was originally constructed with a single

box office. A general office of 2.5m x 4m was created as a temporary measure several years ago

to meet the needs of Arts Margaret River Inc. Office space has been created in an ad hoc fashion

and is inadequate to service the existing centre and planned upgraded complex. There is no

dedicated staff room and shower/change room facilities and no area for volunteers to relax or

change.

Inadequate storage. Currently storage is inadequate to meet the centre’s future needs and an

increase in storage is factored into the project.

Design Principles

Tenderers are required to address the design principles, as outlined in ‘Building Creative

Environments’ (Department of Culture and the Arts, 2013). Relative weightings of the sub-

components of Qualitative Criteria A are listed in the brackets, but all items are considered essential

irrespective of their weightings.

1. Sustainability and durability (10%)

Tenderers are required to demonstrate their Green Credentials by demonstrating how ESD

Applications and Whole of Life Cost Minimisation has been applied and incorporated into the

design concept. Tenderers require to identify how any or all of the following elements will be

incorporated:

A. Energy and water savings;

B. Thermal Mass;

C. Air flow;



D. Solar Energy Systems;

E. Storm water capture and nutrient stripping rain gardens

F. Orientation;

G. Shading; and Lighting;

H. Use of recycled materials including details of which existing building structures will be

retained or modified and how they will be incorporated into the new design;

I. Use of robust low maintenance materials and reduced whole of life costs; and

J. Designing spaces efficiently to minimise staffing supervision costs.

2. Comfort and Security (5%)

The HEART facilities will need to be attractive, inclusive and safe for users and the general public.

Tenderers require to demonstrate a design that will cater for:

A. Patron comfort and ambiance;

B. Climate control;

C. All hour access for day and night time usage;

D. All seasons comfort especially during the bleaker winter weather months;

E. High level security and passive surveillance requiring minimal staffing; and

F. Clear separation of front of house and back of house activity.

3. Functionality (10%)

The HEART facilities will require a high level of multi-purpose functionality. Tenderers are

required to demonstrate a well advanced consideration of building functionality including:

A. Effective acoustic treatments to eliminate noise emanating from separate functions, from

heavy rain falling on the roofs and walls and to enhance the patron listening experience from

performances and presentations;

B. Lighting systems;

C. Communication systems;

D. Front of house and foyer facilities including box office & reception, admin and staff/ volunteer

facilities, pre and post event functions with adaptability for art exhibitions and stand-alone

functions (Provision should be made to accommodate up to 10 staff and 20 volunteers at any

one time, although some large functions will require more casual and contract staff.

Accommodation will be required both front of house and back of house);

E. Food and beverage servicing and facilities including the location of commercial kitchen and

bar facilities, distribution of food and beverage to avoid or minimise conflict with patrons;



F. Proscenium theatre refurbishment with permanent seating and stage improvements;

G. Multi-purpose space (old squash courts conversion);

H. Enhanced multi-purpose basketball area;

I. Outdoor spaces – Internal courtyard, Sound shell and landscaping;

J. Backstage operations;

K. Centre servicing access and egress for supplies, food, beverage, waste management,

scenery and props, exhibitions etc;

L. Plant location e.g. air conditioning, electrical etc.; and

M. Universal accessibility for patrons, actors, visitors and staff.

4. Flexibility and Adaptability (10%)

The HEART complex is required to be flexible and adaptable as community needs and social and

economic circumstances and technology change over time. Tenderer require to consider this in

developing a fresh design concept.

Spaces will need to be multi-purpose and multi-functional to create the flexibility and adaptability

over the life of the facilities to achieve the Principal’s vision for the complex (see Project VIsion).

The complex will also need to be designed to maximise a commercial return from food and

beverage sales, hosting conferences and events, community and commercial hires, cinema

screenings and user pays activities.

The venues will need to cater for a variety of audience size, different seating configurations for

various functions, visual art exhibitions, winter and summer usage, day and night activities, indoor

and outdoor activities, people with arrange of different abilities, etc. Technological systems such

as lighting, sound, audio visual and mechanical devices need to be flexible to cater for the range

of activities and configurations. For additional information refer to page 93 of the “Building

Creative Environments” publication on the DCA Website Appendix 1.

5. Accessibility and Legibility (5%)

Tenderer are required to factor into the design concept:

excellent universal access and inclusion for people with the full range of disabilities

including but not limited to mobility and sensory impairment for both patron and staff

areas;

excellent access for seniors, nursing mothers and parents with children;

clear legibility and ease of navigation both physically and conceptually from the street and

car parking areas, along pathways and within and through the complex to various

facilities and venues;



ease of access for embarking and disembarking patrons being dropped off at the

complex; and

accessibility for loading and unloading sets and exhibitions, managing waste, handling

deliveries etc. without conflict with patrons.

6. Stimulating and Inspiring (15%)

The Principal’s expectation is that this building should be a landmark creative and inspirational

architectural statement which is at the cutting edge of design but at the same time fully functional,

user friendly and delivered within budget.

A Shire “Percent for Art” policy will apply but it is expected that a higher percentage of art will be

incorporated into the design of the building itself given that it is an arts centre.

Consideration should be given to the use of the fly tower as space for art, creative lighting effects

or the general promotion of the facility.

Margaret River is a prestigious international brand for premium wines, surfing, gourmet food,

creative industries and a beautiful natural environment. Many fine examples of architecture are to

be found in local wineries and resorts. The building should showcase the Margaret River brand

and the creative energy of its people and be a statement of which we can all be proud.

7. Sensitive and Responsive to the Context (5%)

The redevelopment will complement the adjacent $13.2 million architectural award winning Civic

and Administration Centre and complete the important Civic, Cultural and Recreational precinct of

the townsite. It will help in revitalizing the central business district of Margaret River, which is the

state’s premier regional tourist destination for interstate and international visitors.

The project will also support the state’s $65 million investment in the Busselton Margaret River

Regional Airport by providing excellent facilities for interstate conferencing and tourist related

events.

The Principal does not want to see a mirror image of the existing civic centre building but a fresh

design which will both complement and contrast with the adjacent Civic and Administration

Centre. The HEART project needs to be a unique building because it has a completely different

and independent function from the civic centre with a strong mix of commercial, cultural and

community uses.



Appendix 4.2 Qualitative Criteria B Additional Information

Purpose of this Information

The information below is included to assist Tenderer in compilation of their response to Qualitative

Criteria B – Demonstrated Understanding.

Tenderer will need to have a clear understanding of the project and in particular the following

requirements:

1. Value for Money (4%)

2. Continuous Use (4.5%)

3. Project Timing and Scheduling (4%)

Relative weightings of the sub-components of Qualitative Criteria B are listed in the brackets, but all

items are considered essential irrespective of their weightings.

Value for Money (4%)

The project has an important obligation to the funding bodies and to the community to deliver

excellent value for money.

Provision of the preliminary QS Cost Estimate is a mandatory requirement of this Qualitative Criteria

in relation to the Preliminary Design Concept developed under Criteria A.

The final design concept produced by the successful Consultant once under Contract will be required

to be costed by a suitably qualified and experienced Quantity Surveyor engaged by the Consultant to

indicate how the budget will be allocated to achieve a fully functional building with a number of multi-

purpose venues, to meet all professional fees, contingencies, furniture and fit out, technical

equipment and cost escalations.

Continuous Use (4.5%)

Stages 1 and 2 are required to be undertaken sequentially to as much as is realistically possible allow

for continuous use of the facility with minimal disruption to the performances, meetings, events and

functions currently booked for the theatre.

Once Stage 1 is completed and opened, it is envisaged that patrons will be able to access the

facilities constructed in Stage 1 while the theatre is fully renovated and Stage 2 is undertaken. The

goal will be to achieve minimal closure of the whole complex by maintaining at least one part of the

facilities open for the public to access.



Tenderers are required to explain how this will be planned and achieved and what are the likely

impacts and issues which this requirement will throw up.

Project Timing and Scheduling (4%)

Tenderers will have a much greater understanding of the project having completed the EOI process

and are required to resubmit their project program accompanied by a Gantt Chart highlighting the key

milestones and referencing the tasks required to be undertaken from inception to close out.

The Principal has made a commitment to the State Government that asbestos removal will be

undertaken if possible during the school holidays given that the St Thomas More Primary School is

directly across the road from the Cultural Centre. It is anticipated that a closure of 3-4 weeks will

occur during the 2017-18 school holidays to remove and replace the majority if not all of the asbestos

cement sheeting from the complex. 292



Appendix 4.3 Concept Drawings by Willcox and Associates



Appendix 4.4 - Concept drawings and cost estimates associated

with the Soundshell



Appendix 4.5. - Reduced list of technical fit out and audio visual

requirements for Stage 1 (Wilde and Woollard Feb 2016)



Attachment A – Price Schedule