waikato district council waikato roads alliance agreement … · 2016. 10. 18. · rfp evaluation...

Waikato District Council

Waikato Roads – Alliance Agreement

Request for Proposal (RFP) – V3

(14/314)

Prepared by:

Frank Aldridge – The Integral Group Limited - Director

19 March 2015

Commercial in Confidence

Waikato District Council Waikato Roads – Alliance Agreement - RFP 20/03/2015

© The Integral Group Limited, 2015 Commercial In Confidence of 53

Table of Contents

1. Introduction ........................................................................................................................ 3

2. Description of Services in Scope........................................................................................ 8 3. Submission & Evaluation Process .................................................................................... 13 4. Terms and Conditions ...................................................................................................... 17 5.0 Response Guidelines ........................................................................................................ 20 5.1 Supplier Details ................................................................................................................ 21

5.2 Signatory .......................................................................................................................... 22 5.3 Conflicts of Interest Declaration ...................................................................................... 23 6.0 Executive Summary ......................................................................................................... 24 6.1 Relationship Management ................................................................................................ 25 6.2 Relevant Experience and Proven Track Record ............................................................... 28

6.3 Cultural Fit ....................................................................................................................... 31

6.4 Methodology .................................................................................................................... 32

6.5 Relevant Skills .................................................................................................................. 34 6.6 Resources ......................................................................................................................... 36 6.7 Community Support ......................................................................................................... 39 7.0 Referees ............................................................................................................................ 40

Appendix One – Key Projects .................................................................................................... 41 Appendix Two - Levels of Service ............................................................................................. 42

Appendix Two – Levels of Service - Significant Negative Effects (extract from Asset

Management Plan) ...................................................................................................................... 49 Appendix Three – Customer Request & Customer Commitment .............................................. 50

Appendix Four – Rural Fire and Emergency Requirements ...................................................... 52



1. Introduction

Introduction The Waikato District Council (WDC) is seeking to combine a number of its

roading network maintenance contracts and capital works projects to be

delivered using a full delivery ‘Pure Alliance’ type model.

The aim of the project is to proactively manage the district’s roading network

to meet the expectations of WDC stakeholders within the budgets set by

WDC and in compliance with the New Zealand Transport Agency’s strategies

and requirements.

The Alliance will be required to adopt long term asset management principles

in all aspects of its work and provide advice and planning to assist WDC in

preparation of its long term plans.

The Integral Group Limited (TIGL) is assisting WDC with this process.

Project objectives

The project objectives are:

have fun

enhance Waikato District Council’s reputation as a procurer and manager

of goods and services with:

suppliers and contractors

NZTA

its customers

industry appropriate asset management and stewardship

get the optimal solution for Waikato District Council, its business partners

and its district in terms of:

maximising human resource potential for all Alliance partners

maintaining network levels of service

value for money

innovation

flexibility to change in response to changing demands

retention of intellectual property

meeting business needs

quality

environmental sustainability

transparency

set up arrangements that don’t disadvantage Waikato District Council in

the medium to long term:

by locking in deals that may prohibit beneficial actions in the

future, or

by creating monopoly suppliers for the future

be consistent with and link to WDC’s long term strategy

have world class customer service.

Continued on next page



1. Introduction, Continued

Culture The culture for WDC is along the lines of:

customer first – ask what they want

we have the customers interest at heart

deliver on promises

we are trustworthy

Waikato District has everything customers need

money is wisely spent – value for money

WDC are easy to deal with

transparency

engage with the community

Making it as effortless for a customer as we possibly can, for them to

interact or do business with us.

We do this by having a simple process:

everyone aligned on customer outcomes

always doing what we promised and when we promised it.

Our goal is that customers will talk to us once, we will understand their need,

set expectations, and consistently deliver.

Success WDC see success in regards to the Alliance as:

improve and enhance engagement with the community – ask first

reduction in issues and complaints

be able to demonstrate improved value for money

flexible to changes in funding

transparent and upfront

proactive versus reactive planning/programming

risk based approach to planning

best for network approach

Term The term of the Alliance Agreement will be for 5 years plus a 5 year right of

renewal.





Purpose of RFP

The purpose of this RFP is to select a shortlist of potential suppliers for WDC

to workshop with, to then select a preferred supplier to agree the Alliance

Agreement with. In general terms the process will be as set out below.

Stage Status

ROI Complete

Select a shortlist of suppliers to request to

participate in the RFP process.

Complete

Draft the RFP documents. Complete

Release the draft documents to the shortlist. Complete

Conduct a series of short (45 minute) pre-RFP

meetings with the shortlist:

to clarify any questions in regard to the RFP

documents

to identify any parts of the RFP documents that

need updating to better reflect what is required

to identify any gaps in the RFP documents.

The overall objective of these meetings is to

provide suppliers with the best RFP documents we

can.

Complete

Update and release the formal RFP. Complete

Respond to RFP Current

Interactive workshops 9 April 2015

RFP Evaluation Stage 1

evaluate the RFPs and select a shortlist of two

or three suppliers to progress through stage 2

RFP Evaluation – Stage 2

workshops with the shortlisted suppliers to

establish the preferred supplier

these workshops will be a day for each of the

final shortlisted suppliers and include

interactive sessions with WDC staff.

Contract establishment and commercial agreement

with preferred respondent





Alliance model

WDC is flexible as to exactly how the Alliance model would be structured

and applied (stand-alone company, unincorporated joint venture with

secondment, etc). In general WDC envisage the model being along the lines

of the following. We are happy to have alternative structures proposed (in the

methodology section), we expect the core functions to be undertaken, but are

flexible as to how they are achieved.

Principles group

The role of the principles group is:

to establish core principles and objectives for the Alliance

to appoint the Alliance Manager

agree team leader level appointments

governance.

Alliance Manager

The role of the Alliance Manager is likely to be:

meet project objectives

appointment and development of the wider team

management of the project

monitoring and reporting performance.

Probity Auditor

Audit New Zealand have been appointed as the probity auditor for this

process and any probity concerns can be made directly to them.


Planning Team Delivery TeamSpecial

Advisors

Performance

Team

Alliance Manager

Alliance

Principles Group

(2 WDC + 2 Partner)




Evaluation Team

Person Skills

NZTA representative (to be

confirmed)

specialist knowledge and skills

representing the investor

Kurt Abbot NZTA approved evaluator

Chris Clarke key stakeholder

Tim Harty key stakeholder

Frank Aldridge (Evaluation Team

leader)

procurement specialist

facilitator

Alliance commercial model

It is the intention to have a pure Alliance model with a Painshare/Gainshare

after year 1. This will be along the lines of the model below.

“Limb 1 Costs” means direct costs (either Total Target Cost Estimates or

Actual Costs – depending on whether estimating or calculating actual costs)

and On-Site Overheads

“Limb 2 Costs” means Off-Site Overheads and the Profit

“Limb 3 Costs” means the Painshare/Gainshare payment or cost.

Illustration of Limb 1, Limb 2 and Limb 3



2. Description of Services in Scope

Introduction The areas of work expected to be in scope amount to about $31 million per annum

and include:

Network / Asset Management

Forward works programme development

Network controls

Corridor access

Traffic management plan approvals

Network safety management

Financial (TOC) management

Management and maintenance of RAMM asset data

Road corridor maintenance

Bridge & structures maintenance (including inspection)

Drainage maintenance & renewals (including Kerb and channel/ sump &

catchpit maintenance and renewals)

Footpath maintenance & renewals

Incident / emergency event response

Minor works

Roadside barrier & delineation device maintenance & upgrades

Litter & detritus control

Sealed pavement maintenance

Street lighting maintenance & upgrades

Traffic services maintenance

Unsealed pavement maintenance

Urban street cleaning (including bin cleaning/emptying)

Vegetation control (urban & rural – including spraying, pest plant control (as

prescribed within the Waikato Regional Pest Management Plan 2014-2024),

corridor trimming and heavy vegetation removal)

Resurfacing, pavement rehabilitation & renewals

Project Design Services

Pavement construction & rehabilitation (including pavement & geometric

design)

Resurfacing (including treatment selection design)

Unsealed pavement resheeting

Minor capital roading improvements

Other Services

Rural fire assistance

The table below sets out budgets for the long term plan. Please note that these are

the draft budgets. They still have to go through consultation and approval

processes for both WDC and NZTA (for subsidised works) and are therefore

subject to change. Also they are provided for general information only. Final

budgets for the Alliance will be agreed during the contracting phase.

Key projects planned for 2015-25 are set out in Appendix One




2. Description of Services in Scope, Continued

Budgets 2015/16 2016/17 2017/18 2018/19 2019/20 Sealed Pavement

Maintenance(NZTA) 3,255,891 3,348,610 3,432,749 3,527,218 3,686,160

Unsealed Road


Drainage Maintenance (NZTA) 1,198,571 1,199,528 1,203,593 1,204,550 1,206,941

Structures Maintenance(Bridge

Repairs)(NZTA) 1,298,630 1,316,811 1,345,781 1,378,079 1,412,532

Environmental


Traffic Services


Pavement Layer

Renewal(NZTA)Unsealed roads 1,286,950 1,299,507 1,319,516 1,090,839 1,118,110

Sealed Road Re-

surfacing(Reseals & thin

AC)(NZTA) 5,950,000 6,009,500 5,457,535 5,588,610 5,728,245

Drainage Renewals(NZTA) 689,150 696,597 705,948 723,477 743,026

Pavement

Rehabilitation(AWPT)(NZTA) 6,554,461 6,620,006 6,686,204 6,846,789 7,017,860

Structure Component

replacements(NZTA) 158,000 159,580 161,176 165,047 222,706

Traffic Services

Renewal(NZTA) 480,000 484,800 489,648 501,408 513,936

Minor Improvements(NZTA) 3,803,541 3,841,976 3,881,613 3,765,916 3,860,011

Preventative Maintenance 100,000 101,400 103,631 106,118 108,771

Street Cleaning & Amenity

Maintenance 999,107 1,013,094 1,035,382 1,060,232 1,086,737

Carriageway Lighting

unsubsidised 96,267 98,883 100,045 103,316 106,892

Upgrade Works 295,000 298,250 302,145 398,600 317,132

Footpaths 300,000 202,400 205,641 210,578 215,841

Kerb & Channel Works 25,000 25,250 25,503 26,115 26,768

Unsubsidised Seal Extension 15,000 15,150 15,302 15,669 16,061

Rural Fires 100,206 169,073 172,117 158,993 154,577

31,109,344 31,430,660 31,283,248 31,389,586 32,632,105

Out of scope Not included in-scope for the project are:

Open space maintenance & management

Electricity for street lighting

Utility network maintenance

Specialist bridgework (structural repairs / painting etc)

Parking bylaw enforcement

Travel demand management

Safety education programmes

Major capital works

Professional services for street lighting design (existing contract expires

30/06/17)

Road-marking (existing contract expires 30/06/16)





In house Potential areas that will remain in house are set out below. This is currently

being discussed internally. Includes:

NZTA funding and relationship

structure plan and strategic planning

interface with consenting team

compliance

vehicle crossings

road naming

speed limits

road safety education

management of the Alliance relationship

reporting to council

financial management

stakeholder relationships

submissions (RLTP)

Existing binding commitments

Professional services for street lighting design (existing contract expires

30/06/17)

Road-marking (existing contract expires 30/06/16)

These areas may be included in scope when the contracts expire.

Other background information

Other information of interest to respondents will be provided. Information

includes:

LTP supporting documents

One Network Road Classification transition plan (available end of

March)

Activity management plan

Draft LTP if available





Existing staff The existing Service Delivery staff and organisation structure are set out in

the diagram below.

Levels of service

WDC’s service levels as set out in their draft annual plan are attached in

Appendix Two.

Customer requests & commitments

The existing customer request and commitment standards are set out in

Appendix Three.





Physical assets

Information in regard to the physical assets is attached as a separate

spreadsheet.

Rural fire and emergency

Existing rural fire and emergency requirements are set out in Appendix Four.



3. Submission & Evaluation Process

Process The process for conducting this RFP is as set out above. This section sets out

the detail around the process and the basis for the evaluation.

Contact person

General enquiries regarding the RFP process and proposal submission should

be directed only to:

Mike James

Roading Operations Team Leader


DDI 07 824 8633

Mobile 0278367875

[email protected]

Direct approaches to WDC or its staff without the consent of the Contact

Person may result in you being disqualified from the review. Existing

working relationships will obviously need to continue through the review and

are acceptable.

Deadlines Area Deadline

Questions Questions can be submitted to the contact

person up to:

5:00 pm Friday 10 April 2015

Submission Submissions must be delivered to WDC at

the address below by:

4:00 pm Friday 17 April 2015

Submission format

Please submit 6 bound copies of your response in a package labelled:

Waikato Roads – Alliance Agreement

Contract – 14/314


15 Galileo St

Ngaruawahia

New Zealand

Please include a soft copy of your response (word or PDF) on a memory stick.

Please include your company name in any file names on the memory stick.


mailto:[email protected]



3. Submission & Evaluation Process, Continued

Questions All questions should be directed to the contact person.

Key points are:

Any questions submitted verbally or in writing will be distributed to all

respondents if deemed by us to be pertinent to all respondents.

If you feel that your question contains confidential information, then this

must be submitted with the question and in writing. We will assess the

validity of the confidentiality;

if we agree, then your question and answer will not be circulated

to other parties

if we do not agree then we will notify you and give you the

opportunity to withdraw the question

if you choose not to withdraw the question we will respond and

circulate the question and answer.

Site visits The respondents are able to visit relevant locations and discuss key elements

with the roading staff.

Appointments must be made with the contact person.

All site visits must have been completed prior to one week before the

submission deadline.

Interactive meetings

The respondents are able to have a 45 minute interactive meeting with the

evaluation team during the RFP drafting process should they wish to.

The contact person will confirm specific times. The date will be:

9 April 2015

Times will be from 1pm - invitations will be sent at a later date.

Access to RAMM data

The contact for obtaining access to RAMM data is:

David Taylor – This should be arranged through the contact person.





Late proposals

Requests for extensions to the closing date are likely to be declined unless

extenuating circumstances exist.

Late proposals are unlikely to be considered, but may be if extenuating

circumstances exist.

Clarification The evaluation panel may seek clarification regarding your RFP or request

you to provide additional information during the evaluation process.

Evaluation criteria

The evaluation criteria and relative weightings are set out below. All questions in

this RFP relate to these criteria. Mandatory criteria have already been addressed

by the Registration of Interest (ROI) process.

Group Comments Weighting

Relationship

Management

Right key people

Management and governance

Group

weighting 25%

Alliance Manager/Senior manager 35%

Principals Group members 35%

Alliance Manager role description

Implement Principles Group,

Alliance Manager, team leaders

and culture

30%

Relevant experience

& proven track record

Right work Group

weighting 22%

Alliance or collaborative type

contracts

relevant types of projects

scale

currency 45%

in delivering

on time

to budget

to specification 35%

innovation 10%

health, safety and environmental

record 10%

Cultural Fit Right Fit Group

weighting 15%

customer culture 50%

understand what is important to

WDC and meet that

50%





Group Comments Weighting

Methodology Right way of doing it Group

weighting

15%

methodologies and models

optimising asset management

network management – risk

identification and mitigation

planning

project management

cost modelling

communications and records

management

50%

systems that support WDC

asset management systems

able to work with RAMM

financial systems

management tools

40%

knowledge of council business 10%

Relevant skills

Right skills to do it:

technical skills – by type of work

well trained

good at dealing with the public

outcome focused

effective & efficient

Group

weighting

12%

The pool of people potentially available for

the Alliance. For example:

Alliance team members

HS&E manager

Planning manager

QA manager

Asset manager

100%

Resources Right plant and labour Group

weighting

6%

labour - including sub-contractors 50%

depots 50%

Community support Adding value to the district Group

weighting

5%

community support 100%



4. Terms and Conditions

No process contract

Notwithstanding any other provision in this RFP, or any other

documents relating to the RFP, the issue of this RFP does not legally

oblige or otherwise commit WDC or TGIL to proceed with or follow

the process outlined in the RFP documents, or to evaluate any

particular respondent's proposal, or enter into any negotiations or

contractual arrangements with any respondent

For the avoidance of doubt, this RFP does not give rise to a process

contract.

Acceptance of proposals

This RFP should not be construed as an agreement to purchase goods

or services

WDC or TIGL are not bound to accept any RFP of those submitted

WDC or TIGL will be under no obligation to receive further

information, whether written or oral, from any respondent Neither this RFP, nor the respondent’s response to it, creates any

obligation on WDC or TIGL to enter into any agreement with the

respondent or any third party. This RFP is an invitation to treat only

and the respondents’ submission is the respondents’ offer to supply The request for, and receipt of responses, does not imply any

obligation on WDC or TIGL to contract for any services included in

any proposal. WDC or TIGL will not be bound in any way until

express acceptance of a respondent’s offer occurs.




4. Terms and Conditions, Continued

Reservation of rights

WDC and TIGL reserve the right at any time to:

cancel or amend the process or timetable

accept any or all of the proposals, whether in whole or in part

reject any or all of the proposals, whether in whole or in part

consider, accept or reject any proposal that does not fully comply

with the RFP

not accept the highest scoring proposal

re-advertise for respondents

seek clarification or modification of any proposal during evaluation of

proposals

meet with any respondent as part of the evaluation process in order to

carry out an interview to obtain clarification of a respondent’s

proposal

not give any reason for the acceptance or non-acceptance of any

proposal or the cancellation of this RFP process

waive and/or permit any irregularity or informality in the RFP process

require any of the respondents to re-submit a proposal on a revised or

alternative basis

require any of the respondents to provide WDC or TIGL with further

information in connection with their proposal

consider, accept or reject late proposals

take into account the past performance of the respondent as a part of

the evaluation.

Confidentiality All information provided in this RFP should be treated on a confidential

basis and must not be disclosed to any other party or used for any purpose

without the written consent of WDC, other than to respond to this RFP.

If you do not accept the terms of this confidentiality obligation please

notify the contact person in writing immediately upon receipt of this RFP.

Expenses You are solely responsible for any expenses incurred in preparing a

proposal and for subsequent negotiations, if any. If WDC elects to reject

all RFPs, WDC or TIGL will not be liable to any claims, whether for:

costs or damages incurred by you in preparing the RFP

loss of anticipated profit in connection with any final contract, or

any other matter whatsoever.




4. Terms and Conditions, Continued

Agreement with terms

By submitting a proposal you agree to all the terms and conditions of this

RFP. The RFP received electronically must not be altered in any portion

of the document, with the exception of adding the information requested.

To do so will invalidate the proposal.

Liability of errors

While WDC and TIGL have endeavoured to provide an accurate

representation of information in this RFP, the information contained in

this RFP is supplied solely as a guideline. The information is not

guaranteed or warranted to be accurate by WDC or TIGL, nor is it

necessarily comprehensive or exhaustive. Nothing in this RFP is intended

to relieve you from forming your own opinions and conclusions with

respect to the matters addressed in this RFP.

Limitation of liability

The Respondent agrees that WDC, TIGL and anyone that they responsible

for, are not liable to any respondent at law, by statute, in equity or

otherwise arising from the relationship between the respondent and WDC

and TIGL for any loss, damage or injury incurred by the respondent

arising directly or indirectly from the RFP process.

If, despite the other provisions of these RFP documents, WDC and TIGL

are found to be liable to any respondent then their liability for any single

event or series of events is limited to the respondent’s reasonable costs in

preparing its proposal.

Notwithstanding any other provision in the RFP documents, the

respondent agrees to indemnify and hold harmless WDC and TIGL for

any loss, damage or injury incurred by WDC and TIGL arising directly or

indirectly from any breach by the respondent of the respondent’s

obligations under the RFP documents.

Intellectual property

You should clearly indicate if any part of your proposal constitutes

intellectual property, in the sense of property recognised and protected by

law. Any such claim will be assessed and you may be asked to establish

you property interest before your claim is accepted.



5.0 Response Guidelines

Introduction This section sets out the specific questions that WDC requires to be answered.

We would encourage you to use this part of the RFP document as a template

for your answers (that is, copy and paste the remainder of the document into

your response). What works well is leaving the questions in and supplying

your answers in the tables provided.

Don’t worry about trying to use the formatting that we have used, we realise

that this can cause problems for some suppliers. But please make sure you

retain:

the question numbers as used in this RFP

the written question as used in this RFP, followed by your answer.

Special note Please note that there are no page limits on this response, however we would

encourage you to make your response:

as brief as possible

as succinct as possible

as easy to read as possible



5.1 Supplier Details

5.1.1 Organisation details

Please provide details in regard to your organisation into the following table.

Organisation name

Legal status

5.1.2 Contact details

Please provide details in regard to the contact person into the following table.

Name

Position within the

organisation

Phone number

Mobile phone number

Email address

Consortium response

If a consortium or joint venture is submitting a response to this RFP we would

like the following please:

one lead organisation to answer both 5.1.1 & 5.1.2

one set of organisation details (5.1.1) for each other consortium member.



5.2 Signatory

Signatory Please complete and sign this page and scan to include in your RFP response.

Our response is submitted with this signed page and we confirm that we have

read and accepted all the terms and conditions included in this RFP document

and have complied with all of WDC’s conditions as set out in the RFP

documents.

We acknowledge that our proposal remains open for three months following

the closing date of the RFP. WDC will provide updates to the respondents at

least once per month.

We acknowledge that we accept all of the terms and conditions and

information requirements contained in this RFP.

Organisation name:

Signatory’s name:

Title (role title):

Signature:

Dated:



5.3 Conflicts of Interest Declaration

Declaration Please declare if you have any known conflicts of interest with WDC or

members of the evaluation team.

No conflicts We do not have any known conflicts of interest Yes/No

Details If there are any known conflicts please note below:



6.0 Executive Summary

Introduction Please provide an executive summary that summarises the key points of your

proposal. This should be two pages maximum.

Executive summary



6.1 Relationship Management

Introduction WDC see the key people at the Alliance governance and management levels

being critical to the success of the project.

Question 6.1.1

WDC see the Alliance Manager as a critical component of the Alliance

business model. Who the Alliance Manager is will ultimately be decided by

the Principles Group. As discussed WDC does wish to reserve the right to

appoint an Alliance Manager or a transition manager. The transition manager

may even be in addition to the Alliance Manager given the workload at the

front end of the contract.

As such we would like you to please nominate a potential Alliance Manager

and provide their details in the table below. Further CV information can be

provided in an appendix if you wish.

If you want to nominate more than one person for the Alliance Manager,

please copy and paste the table.

We would also like a personal referee with contact details for the nominated

person.

a Role Alliance Manager

b Name

c Position in your organisation

d Time in the role

e Experience in role

types of projects

roles on those projects

when and for how long.

f Other relevant experience

types of projects



g Relevant qualifications

h Who provides backup if this person is

not available

I Referee for this person




6.1 Relationship Management, Continued

Question 6.1.2.1

WDC see the Principles Group as a critical component of the Alliance

business model.

As such we would like you to please nominate two potential Principles Group

members and provide their details in the tables below. Further CV

information can be provided in an appendix if you wish.

If you wish to also provide more information for your nominated backup

person please copy and paste a further table for them.

We would also like personal referees with contact details for the nominated

people.

a Role Principles Group Member

b Name


d Time in the role


types of projects




types of projects





not available





6.1 Relationship Management, Continued

Question 6.1.2.2

Principles Group nominee number 2.

a Role Principles Group Member

b Name


d Time in the role


types of projects




types of projects





not available


Question 6.1.3

We are interested in what you would suggest as a job description for the

Alliance Manager role.

This should include key responsibilities and objectives.

Job description

Question 6.1.4

How would you recommend implementing the Principles Group, Alliance

Manager and team leaders and setting up the culture of the Alliance.

This can include the concept of a transition manager.

Implement



6.2 Relevant Experience and Proven Track Record

Introduction This section focusses on selecting providers who will do the right work so

that WDC and NZTA can demonstrate efficiencies and value for money in

how the roading network is maintained.

Question 6.2.1

WDC are keen to work with providers that have recent relevant experience in:

alliance or collaborative type contracts of a comparative scale and/or

types of contracts that are similar to WDC’s network.

This is so that the provider can be effective right from the start of the contract

term.

The contract examples don’t necessarily have to satisfy both requirements in

the same contract. By this we mean:

you might have experience with alliance or collaborative type contracts but

not for clients or networks similar to WDC’s, or

you might have experience with clients or networks similar to WDC that

were not alliance contracts.

Please demonstrate that you have relevant experience with projects of a similar:

scale

type

in the last five years.

Please outline three examples of relevant projects. In particular focus on:

who the project was for

when

type of work

how structured

budgets

scale of works.

Example 1

Example 2

Example 3




6.2 Relevant Experience and Proven Track Record, Continued

Question 6.2.2

Please show evidence of your ability to deliver projects:

on time

to budget

to specification

performance against service levels and key performance indicators

In particular we would like you to refer to the three projects that you used as

examples in 6.2.1 above.

Example 1

Example 2

Example 3

Question 6.2.3

Please outline any innovative solutions you have initiated with client projects

and how they have benefitted the project.

What innovations do you think you could bring to this project?

Innovation examples

This project




6.2 Relevant Experience and Proven Track Record, Continued

Question 6.2.4

Please complete the following health, safety and environment table.

6.2.4.1 Safety Policy and Management Commitment

1 Do you have a written Health and Safety Management Plan

(which will remain in force and not be cancelled during this

contract) which meets the general requirements of the Health

and Safety in Employment Act?

Yes / No

6.2.4.2 Safety Training

1 Do you have a safety manual, including written working

practices and safety instructions, which is available to all staff?

Yes / No

2 Is formal safety training given to all employees? Yes / No

3 Do you have procedures for managing the safety performance

of subcontractors?

Yes / No

6.2.4.3 Hazard Identification and Management

1 Do you have a system to identify, isolate, minimise and where

possible eliminate significant hazards throughout the duration

of this contract?

Yes / No

6.2.4.4 Safety Records

1 Have you or your company received any caution or been

prosecuted by an enforcement authority (including OSH) in the

last five years?

If yes, please provide details below

Yes / No

Details

6.2.4.5 Accident Investigation

1 Does your organisation maintain a register for recording

accidents and/or cases where any employee suffers serious

harm?

Yes / No

2 Do you conduct an investigation into any accident, which

results in harm to an employee?

Yes / No

3 Please outline what system you use to manage accident investigations and

provide an example.

System

Example

Question 6.2.5

Please outline how you would ensure a culture of health, safety and environment

in the Alliance. Please keep to a one page limit for this answer.



6.3 Cultural Fit

Introduction This section focusses on the cultural fit between WDC and the Alliance

partner.

We appreciate that the culture that is required to have an effective Alliance

might be different from WDC’s culture.

Part of this question will be assessed during the shortlist workshops where

WDC staff will work with the shortlisted respondents.

Question 6.3.1

Please outline:

the culture that you think the Alliance needs to be optimal

how you would describe your culture and it’s fit with this

how you would optimise the cultural fit between WDC and the Alliance

partner

Please provide examples in regard to:

describing your culture and how it fits with the Alliance model

how you would optimise the cultural fit between WDC and the Alliance

partner

Alliance culture

Your culture

Optimise the cultural fit

Example your culture

Example optimising the fit

Question 6.3.2

Describe what you think is important to WDC in regards to this contract and

outline how you would deliver on that

What is important to WDC

How you would deliver that



6.4 Methodology

Introduction This section focusses on doing the work the right way.

Question 6.4.1

Please outline specific methodologies and models that you would use in regard

to:

asset management

planning

project management

cost modelling

communications and records management.

Please provide an example to illustrate how you have previously done this.

This should include what service levels (SLAs) and key performance indicators

(KPIs) you would suggest as a starting point for the agreement, again with

examples of SLAs and KPIs you have achieved.

Answer

Example

SLAs & KPIs

Question 6.4.2

Please outline what systems you have to support WDC and how you would use

them to optimise delivery for WDC. In particular:

asset management systems

able to work with asset data management systems (RAMM and others)

financial systems

management tools

WDC’s systems include:

RAMM

Technology 1 – financials, Customer Request Management, document

management

ProMapp – processes

CS view – consenting

GIS

IPM – Project management

Interplan – monitoring KPIs for LTP

Website – online services

Asset management

RAMM & other

Financial

Management




6.4 Methodology, Continued

Question 6.4.3

Please outline your understanding of WDC’s business and how the Alliance

can optimise that. Please don’t copy and paste key information from the WDC

website.

Please provide an example of where you have done this elsewhere.

WDC’s business

Optimising this

Example



6.5 Relevant Skills

Introduction This section focusses on having the right structure and skills. The general

structure of the Alliance has been set out in Section 1 above. We are flexible

as to the final structure of the Alliance team and that will be agreed by the

principles group and the Alliance Manager.

The Alliance team will most likely include WDC staff and partner staff and

these will be agreed between the Principles Group and the Alliance Manager.

At this stage we are interested in what you think the structure of the Alliance

would be and who you would nominate as potential candidates for the

Alliance.

Question 6.5.1

Please provide a suggested organisation chart with roles and number

estimates for the structure of the Alliance team that you would suggest is

required to conduct this contract. You do not need to include names.

Org Chart




6.5 Relevant Skills, Continued

Question 6.5.2

We are interested in the pool of candidates that you would nominate for roles

in the Alliance. Please only nominate staff that would be genuinely available

if selected for the Alliance.

Please provide their details in the table below – copy and paste a table for

each candidate nominated. Further CV information can be provided in an

appendix if you wish.

Key areas we are interested in are:

planning

quality assurance

heath, safety and environment

asset management

a Name

b Roles potentially nominated for


d Time in the role


types of projects




types of projects






6.6 Resources

Introduction This section focusses on having the right labour and facilities.

Question 6.6.1

Please outline how you would envisage resourcing the Alliance from a labour

point of view. This can include sub-contractors.

What would your engagement process be for engaging third party sub-

contractors.

Also please outline how would you ensure that these people have the right

knowledge, skills and would fit with the required culture.

How would you ensure that third parties deliver what is required of them.

Labour

Sub-contractors

Knowledge, skills & culture

Ensure delivery




6.6 Resources, Continued

Question 6.6.2

Please outline what depots, yards and local presence you would utilise or

require to deliver this project (add rows as required). Particularly in regard to

emergency response.

WDC have a facility at Tuakau that has:

a fenced depot

house

shed

limited office space

There is also:

potential, but limited, office space at head office at 15 Galileo St,

Ngaruawahia

limited space and parking at Brownlee Avenue, Ngaruawahia

The following council owned (currently disused and being used as grazing by

neighbouring properties) sand/gravel pits could be utilised by the Alliance.

There are a number of other council owned locations which could be made

available for use by the Alliance, however in order to do so, additional

infrastructure would be needed in order to gain access (bridges / culverts etc).

Title Land Status Plan Reference

Glen Murray Quarry Reserve General Land DP 27964

Opuatia River Land General Land Deeds 90

Pokeno Quarry Reserve Quarry Reserve SO 2558

Port Waikato Quarry Quarry Site (Public Work) SO 25264

Razorback Road Quarry Site Quarry Reserve DP 210624

Ruakiwi Road Quarry Quarry (Public Work) SO 19525

Tauhei Road Quarry Gravel Pit Purposes SO 25964

Te Akau Gravel Reserve Local Purpose Gravel

Stockpile

SO 28264

Te Kauwhata Quarry Local Purpose Reserve

(Quarry)

SO 4275

Tramway Road Quarry

Reserve

Quarry Reserve SO 20705

Waikorea Valley Road Site Stopped Road SO 58654




6.6 Resources, Continued

Answer Facility Location Comments



6.7 Community Support

Introduction This section focusses on adding value to the district.

Question 6.7.1

Please outline what other local presence you would have or require to cover

other community focussed elements of the relationship, such as:

rural fire-fighting.

Background information in regard to historic requirements is attached

separately with this RFP.

Answer

Question 6.7.2

Please outline any other ways you would support the local community outside

of the scope of this project.

Answer



7.0 Referees

Introduction We would like three referees that we can contact in regard to your

organisation. We also reserve the right to seek independent information about

your company.

Question 7.0.1

Please provide the following information:

Referee # 1 Client organisation

Contact Name

Role

Services provided

Phone number

Email address


Contact Name

Role

Services provided

Phone number

Email address


Contact Name

Role

Services provided

Phone number

Email address



Appendix One – Key Projects

Introduction This appendix sets out the key projects planned for 2015-25. Again these

budgets are for information only. Detailed budgets will be agreed during the

Alliance contracting phase.

Projects Description Timeframe Total cost

over 10

years

($000)

Districtwide - Local roads

safety improvements

Construct traction seal on unsealed

roads in areas where there are

potential safety issues.

Annually

from

2015/16 to

2024/25

4,400

Pokeno - Town Centre

Beautification

Will proceed to suit development

progress.

2017/18 1,500

Raglan -Wainui Road

Bridge

Install new bridge. 2023/24 6,000

Taupiri - Mangawara

Stream Bridge

Install new bridge to allow safe

access to Taupiri Mountain.

2016/17 2,000



Appendix Two - Levels of Service

Performance Measures and Targets: Roading

Rationale – The services provided by our teams ensure that Councils significant roading asset base is operated and maintained to be safe,

effective and efficient.

Objectives Level Of Service Performance Measure

Performance for

2013/14

Performance Target

2015/16 2016/17 2017/18 2018-25

Peo

ple

To ensure that the district is easy

and safe to get around and

alternative transport options are

available

The district is

safe and easy to

get around.

The change from the

previous financial year in

the number of fatalities and

serious injury crashes on

the local road network

11

Target for

reducing

the

number of

serious

injuries or

fatalities =

1

Target for

reducing

the

number of

serious

injuries or

fatalities =

1

Target for

reducing

the

number of

serious

injuries or

fatalities =

1

Target for

reducing

the

number of

serious

injuries or

fatalities =

1

The average quality of ride

on a sealed local road

network, measured by

smooth travel exposure.

New measure 91%

(minimum)

91%

(minimum)

91%

(minimum)

91%

(minimum)

Footpaths are

suitable,

accessible and

safe.

The percentage of

footpaths that fall within

the level of service or

service standard for the

condition of footpaths that

is set out in relevant

documents (such as its

annual plan, activity

management plan, asset

management plan, annual

works program or long

term plan).

New measure

90% or

greater at

Category

3 or

better

90% or

greater at

Category

3 or

better

90% or

greater at

Category

3 or

better

90% or

greater at

Category

3 or

better



Appendix Two - Levels of Service, Continued

Eco

no

my

To ensure that transport

infrastructure is planned at a rate

to consider growth and demand in

a cost effective manner.

Transport

infrastructure

supports growth

in the district

Percentage of development

areas that have co-

ordination plans for

forward works

programming and

development requirements

complete.

New measure 30% 60% 100% 100%

En

erg

y

To ensure that the network is well

maintained and negative

environmental effects are

mitigated.

The roading

network is well

maintained and

managed.

The percentage of the

sealed local road network

that is resurfaced.

New measure 8%

(minimum)

8%

(minimum)

8%

(minimum)

8%

(minimum)

The percentage of

customer service requests

relating to roads to which

we respond within the

timeframes specified.

New measure 80% 80% 80% 80%

The percentage of

customer service requests

relating to footpaths

responded to within the

timeframes specified.

New measure 80% 80% 80% 80%





Levels of Service, Performance Measures and Targets: Emergency Management

Rationale – Public safety and emergency management activities are fundamental to the protection of life and property in the community. We

have a key role in disaster and emergency response, management and recovery, including rural fire management.

We have local civil defence plans in place and have been developing business continuity and disaster recovery plans. The council also

contributes financially to the Waikato Valley Emergency Operation Area (WVEOA).

In the event of a natural disaster the disperse locations of our communities would ensure that only part of the district would be affected rather

than the whole district (e.g. tsunami, would affect Raglan and Port Waikato infrastructure but not Huntly, Ngaruawahia, Pokeno etc.)


Performance for

2013/14

Performance Target

2015/16 2016/17 2017/18 2018-25

Peo

ple

To ensure council and our

communities are resilient and have

the capability to respond, manage

and recover from emergencies.

The districts

residents are

prepared for

emergencies.

The percentage of

community response plans

completed

New measure 30 30 30 30

The Council is

resilient and

ready to respond

in the event of an

emergency.

Council maintains a

minimum number of trained

staff to fulfil core

Emergency Operations

Centre roles

New measure 15% 30% 50% 60%

Percentage of councils

business continuity

processes implemented

New measure 100% 100% 100% 100%

Council manages local

participation in the national

Get Ready, Get Thru

campaign annually

New measure 100% 100% 100% 100%





Levels of Service, Performance Measures and Targets: Customer and Partnership Focus

Rationale –

Customer Delivery is responsible for representing all of Council as the first point of contact. To do so professionally, with skilled customer

service professionals, sees an outward approach aligned to our values. Everything we do is to assist our customers in reaching timely

resolution of their enquiry.

Within our libraries, Customer Delivery aims to create vibrant and valuable community hubs that engage, inspire and inform by providing

community centre library services that reflect Waikato people.

This relates to the objective ‘healthy and thriving Waikato: the community has access to safe and well maintained recreation and leisure

facilities, and have up-to-date library stock and technology






Performance for

2013/14

Performance Target

2015/16 2016/17 2017/18 2018-25

Peo

ple

To provide our customers and partners with

opportunities for engagement thereby providing

input to the decision making process.

Opportunities are

provided for public

participation in decision

making

Percentage of customers satisfied that

council engages with the community

regarding the right issues

New measure

Establish a baseline

measure

Improve on

previous year

Improve on

previous year

Improve on

previous year

Opportunities for public

participation in decision

making are accessible,

informative and

understood

Percentage of customers satisfied with the

ease of access to information regarding key

community issues

New measure


measure

Improve on

previous year

Improve on

previous year

Improve on

previous year

Percentage of customers satisfied that the

material available on key issues is clear and

provides sufficient information to allow

feedback

New measure


measure

Improve on

previous year

Improve on

previous year

Improve on

previous year


council provides a suitable range of options

and avenues to engage through

New measure


measure

Improve on

previous year

Improve on

previous year

Improve on

previous year


Council provides sufficient time and

opportunity for engagement with the

community

New measure


measure

Improve on

previous year

Improve on

previous year

Improve on

previous year





Eco

no

my

To ensure that a seamless, consistent quality

service is provided to our customers via a range

of channels

It is easy for customers

to access Council staff

and information to

meet their needs

Average level of effort to conduct business

with council. (On a scale of 1 - 5 (5 being

high effort) how much effort did it take to

conduct your business with council?)

New measure


measure

Improve on

previous year

Improve on

previous year

Improve on

previous year

Percentage of CRM calls responded to

within agreed timeframes New measure


measure

Improve on

previous year

Improve on

previous year

Improve on

previous year

Percentage of respondents / customers

who are satisfied or very satisfied with the

resolution of their request of council

New measure


measure

Improve on

previous year

Improve on

previous year

Improve on

previous year

Percentage of respondents who are

satisfied or very satisfied with the overall

service received when contacting the

Council

75% Improve on previous

year

Improve on

previous year

Improve on

previous year

Improve on

previous year

En

erg

y

To ensure that we are accountable to our

customers for our outcomes.

We have clear goals

and timeframes and we

regularly review our

performance.

Number of publicly shared reports

assessing Council's progress against its

goals and objectives

New measure

4 4 4 4



Appendix Two - Levels of ServiceTwo – Levels of Service - Significant Negative Effects (extract from Asset Management Plan)

Potential Negative Effect How We Are Addressing This

Road and environmental factors can

contribute to crashes, particularly those

that involve loss of control.

NZTA monitors and records through the Crash Analysis

System (CAS) the percentage of accidents cause by loss of

control. Undertake crash reduction studies (CRS). Maximise

funding for minor safety works.

Increased traffic congestion on existing

transport network.

Roading contributions imposed under consent conditions

contribute to road upgrading.

The particular needs of cyclists and

pedestrians and their conflicts with other

forms of traffic.

Implement the recommendations of the Walking and Cycling

Strategy.

Speed restrictions impose on

inappropriate locations causing speed

limits to be ignored.

Speed limit surveys carried out and resulting recommendation

in accordance with Speed Limit NZ and Transport Agency

rules.

If effect is not given to the livestock

Movement Bylaw 2011 then existing

crossings will remain with resulting

traffic hazards and public nuisance.

Monitor to ensure the appropriate and safe crossing of cattle as

per bylaw.

Economically, the cost of desired

infrastructure improvements may exceed

the community’s ability to pay.

Consult with the community on all costs and options for levels

of service through the LTP process.

The quality of surface runoff from roads

that discharges into adjacent coastal or

other waters.

Compliance with resource consents and the councils

engineering standards and guidelines. Environmental controls.

Dust nuisance. Track and record complaints and comply with resource consent

conditions during construction activities.

Danger to people and property and high

social cost from crashes

Continuing the programme of road safety improvements

Main roads can divide communities Continuing to advocate for by-passes around urban centres

Potential for negative impacts from

traffic noise and vibration to properties

adjoining roads

Potential for air pollution from traffic

fumes to affect health

Continuing to advocate for by-passes around urban centres

Heavy traffic volumes can lead to loss of

amenity in urban areas

Continuing to advocate for by-passes around urban centres

Provides easier access to sites that are

culturally sensitive

Continuing to better identify sites of cultural significance

Potential for road construction to disturb

sites of cultural significance, including

wahi tapu

Continuing to invest in good relationships with tangata whenua



Appendix Three – Customer Request & Customer Commitment

Introduction This appendix sets out the existing customer request and commitment

standards.

Customer Requests and Customer Commitment

Waikato District Council is working toward giving the customer an effortless experience when

contacting the council with requests for service. From a customer perspective, the most important

outcome is to have the work request completed with the least amount of effort, in a reasonable time

period, to a high quality standard. The council wants the customer view to be:

Council always do what they promise, and make it effortless

One way we’ll know we’re achieving this is that customers will not have to contact us more than

once about any issue.

Internally, the council aims for a simple process where everyone is aligned on customer outcomes

with a continuous improvement focus on making process effortless for our customers and our staff.”

To achieve this we have committed to the following level of service for all customer requests.

Service Level Onsite Fix

Urgent 1 hour 4 hours Action is required urgently to mitigate an immediate &

significant health and safety, or environmental issue; or

significant event that presents immediate risk to a

dwelling or infrastructure.

Urgent - same

day

4 hours 8 hours Same day action is required to mitigate a potential

health & safety, or environmental issue; or a significant

event that presents potential risk to a dwelling or

infrastructure.

Non Urgent - 5

day

5 working days There is no imminent risk to people, property or

infrastructure, and the work can be completed within a

5 day timeframe.

Non Urgent –

Assessment

required

5

business

days

To be

determined

following

assessment

There is no imminent risk to people or property or

infrastructure, and an assessment is required before a

completion date can be confirmed. This might involve

any remedy becoming part of a scheduled maintenance

programme.




Appendix Three – Customer Request & Customer Commitment, Continued

Urgent

Requests that might be considered Urgent include:

Flooding

Slips

road failure impacting on road safety

hazardous material spill

detritus on road surface

ice

bleeding

fallen trees

vehicle accidents.

Non Urgent - 5 day

The list of “5 day jobs” will grow over time as we simplify our processes. Initially, these jobs might

include:

Warning information signs

non urgent potholes

non urgent detritus/rubbish

non urgent railing repair

vegetation impacting sightline

unblock culvert - no safety issue/non urgent

stop/give way signs (maintenance)

overweight permits

stock complaints (movement of stock)

Non Urgent – Assessment Required

We will commit to completing an assessment within 5 working days. On completion of the

assessment the customer will be advised of either:

The work to be carried out and the timeframe for resolution

A work plan to get the necessary specialist technical reports to work out the best remediation

e.g. Geotech reports

That no work will occur at this time as this doesn’t meet the council’s criteria.

Online

The council aims to keep the community informed of all works that may have an impact on them.

The council website will have a programme of works, which includes current and future planned

work as well as any current emergency that may cause disruption to their services



Appendix Four – Rural Fire and Emergency Requirements

Introduction Existing rural fire and emergency requirements are set out below.

EMERGENCY PROCEDURES

The contractor shall provide before commencement of contract procedures, rosters and equipment

in place for response to emergency works including Rural Fire.

In the event of a Rural fire the contractor shall provide resources to aid in the extinguishment and

control of the fire under the direction of the Waikato District Council.

General This section sets out the extent, location and general requirements of the Contract Works required to

be completed under this Contract, and is to be used in conjunction with any other standard

specification.

(a) The Contractor shall be responsible for the provision of all resources to enable the timely

and efficient completion of the Contract Works including but not limited to:

• Attend to emergency situations that may arise from time to time,

• Attend and provide required resource for fighting of Rural Fires

COMMUNICATION

3.1 General The Contractor shall provide an adequate communication system that will enable the Engineer,

Police, Fire and Territorial Authority to contact the Contractor 24 hours of every day. This system

shall also enable the Contractor to make up to date verbal reports from the emergency site(s) to the

Engineer.

4.2 Rural Fire

The minimum level of training for all callout staff shall be as specified under unit standard 3285

Protect personal Safety at Vegetation Fires.

The Contractor shall not permit any person under his control to fight rural fires who is not trained to

a standard prescribed by the Waikato District Council.

Any person who is untrained shall not be permitted on the fire ground unless authorised by the

PRFO or his deputy. The Contractor shall maintain a register showing fire fighting qualifications of

all rural fire staff.




Appendix Four – Rural Fire and Emergency Requirements, Continued

RESOURCE LEVEL

5.1 Personnel The minimum resource level of personnel available for callout at anytime shall be two.

The manpower provided shall be physically able to carry out the strenuous activities of fire fighting

and have no disabilities that cause a person to be a risk or liability to others.

The contractor shall maintain rosters of personnel available for callout at all times.

5.2 Safety Equipment and Clothing All personnel fighting rural fires shall be attired as follows:

leather safety boots

fire resistant overalls

fire helmets

approved leather gloves

combination safety helmet/ear muffs for wajax pump operator.

Persons not directly involved in firefighting but still required to be on the fire ground, e.g. water

carrier drivers, etc, shall be provided with adequate safety equipment.

5.3 Fire Fighting Equipment

The Contractor shall own and provide the following equipment to the PRFO:

A minimum of two full 8,000-litre capacity water carriers with pumps and hoses, hose

fittings, 2 long-handled shovels and RT.

All fire equipment owned by the Contractor shall be maintained in a fully operational condition

ready for immediate dispatch to rural fires when required. Contract No 10/100 PART 4

SPECIFICATION 20 Waikato District Council Page | 139

5.4 EMERGENCY PROCEDURES The contractor shall provide before commencement of contract procedures, rosters and equipment

in place for response to emergency works including Rural Fire.

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