Construction work

Tender description

The University are about to embark upon the delivery of our 20 year Campus Plan, phase 1 is a c 220 000 000 GBP investment in both new and refurbished buildings in the heart of the city. In order to deliver some of the projects as part of the Campus Plan we are seeking to procure a Minor Works Framework Agreement, this will be for the provision of projects up to 1 500 000 GBP. This will include some of our long term maintenance projects (c 3 000 000 GBP/annum), space management group emerging projects (c 1 000 000 GBP/ annum) and refurbishment projects as part of the Campus Plan (up to c 20 000 000 GBP over next 5 years). The Minor Works Framework Agreement will be split into 3 lots and we will appoint 2 contractors to each lot. The 3 lots are general construction projects up to 250 000 GBP, general construction projects (turn-key solutions) up to 1 500 000 GBP and fit-out contractors (turn-key solutions) up to 1 500 000 GBP. In January 2018, Sheffield Hallam University endorsed its 20 year Campus Plan following 9 months of cross-discipline development work and a large amount of stakeholder engagement inside and outside of the University. The Campus Plan provides a development guide for long term investment into the University Campus as it delivers on its ambition to be the world's leading applied University. In order, to deliver some elements of the Campus Plan we are looking to procure 6 contractors that will be our delivery partners for minor construction works up to a value of 1 500 000 GBP. Subsequently, we intend to procure four delivery partners for hard FM service provision, a single delivery partner for major construction works and a single delivery partner for construction consultancy. We are aiming to engender a partnering ethos and this will take us to completion of the first phase of the Campus Plan. Further phases could see up to 500 000 000 GBP investment in the estate. The Framework Agreement will have the facility for direct call-offs and also for cross competition between lots and our other delivery partners. The contract agreement will be for a 5 year term, with the option of break clauses. This long term commitment should engender the partnering ethos that we are aiming to achieve. The delivery partner model provides an excellent opportunity to establish a strong partnership working ethos between Sheffield Hallam University as client and our delivery partners due to the ongoing nature of the relationship across multiple projects and the opportunity to use this to hold regular partnering and innovation workshops, in order to drive best practice in asset performance, sustainability and whole life costing. We recognise the value of learning from delivery partners and your experience to influence the design to ensure soft landings is effective. We will have the opportunity to learn lessons, refine processes, deliver cost efficiencies and support the extended aftercare, monitoring and analysis recommended by the Soft Landings methodology by using the continuity of on-site partners from scheme to scheme. This strategy provides the chance for a customer care role to be provided during the post handover phase in a flexible way and we would welcome innovative proposals is support of this approach. We are particularly keen to ensure building performance matches design intent and having continuity from both the client side (project delivery teams and Facilities Management / Engineering Services) and delivery partner supports this approach to continuous improvement. Joining up the project delivery phase with the business as usual / operational phase to get the best outcomes is something we are focused on and this transition is supported by training, knowledge capture and transfer and monitoring of meaningful and measurable data. The procurement will follow the restricted procedure. The forms of contract that we are intending to use are NEC4 Term Service Contract and NEC4 Engineering and Construction Contract. We will also be operating a robust contract management system with view to cementing good relationships at all levels, deliver sector leading performance and innovation, driving efficiency gains, optimise costs and savings, develop partnerships and maximise our return on investment. We will achieve this by focussing closely on; performance management (including in some instances provision of incentives for great performance), robust contract administration processes and systems, a pro-active approach to relationship management and frequent innovation workshops / initiatives. Some of the areas that we are trying to address through this approach include the quality of handover information, the Contractors approach to soft landings, improved health and safety performance on site, contractors having the design capability to deliver turn-key solutions, and improved quality and consistency of works and installations (continued in additional info).