Construction work

Tender description

The University is about to embark upon the delivery of our 20 year Campus Plan, Phase 1 and Phase 2 denote significant investment over the next 11 years in maintenance of the existing estate and the development of both new and refurbished buildings in the heart of the city. The University has created an alliance arrangement: a bold and unique procurement strategy and delivery model that will be a catalyst for change. The Alliance will include the design led consultancy (Lot 1), construction works (Lot 2) and hard facilities management services (Lot 3) required to deliver the Campus Plan. The aim is for all Alliance Partners to work towards a common goal within a culture and ethos of partnering and trust. We see this as a great opportunity to improve the quality and operational performance of our estate and a real step change for the Industry. The Programme Alliance Manager and Scheme Alliance Manager role's will be procured separately. Your organisation may only bid for 1 lot. The Consultant Partner will enter into a NEC4 Professional Services Short Form Contract to deliver non-alliance consultancy services, to provide consistency and shared learning across these schemes. The consultant partner will also enter into a multiparty NEC4 Alliance Contract to deliver Phase 1 and 2 of the Campus Masterplan. The core services required will include but not limited to: architect, landscape architect, mechanical engineer, electrical engineer, structural engineer, civil engineer, fire engineer, principal designer, building surveyor, sustainability advisor, acoustic engineer, clerk of works, BIM Manager and Building Control. Sheffield Hallam University have endorsed its Campus Masterplan, this provides a development guide for long term investment into the Campus as it delivers on its ambition to be the world's leading applied university. The work has involved significant stakeholder engagement to develop a clear vision, set of principles and development plans to create an enhanced campus in the heart of our city, whilst improving our facilities at Collegiate Campus. Sustainability and maintenance are embedded into the Masterplan and we have developed an innovative and best practice approach to stakeholder engagement for all new projects which seeks to ensure there is a common understanding of key aims and ambitions in the early stages to ensure buildings are designed with end users in mind. Our masterplan provides a fantastic platform for transformation, Phase 1 an 2 denote a significant investment in both new and refurbished buildings in the heart of the city. We are looking to procure a single Consultant Partner for design-led multi-disciplinary construction consultancy services. All of these contract agreements will be for an initial 5 year term, with the option to extend for a further 3 years and a final 3 years, this long term commitment should engender the partnering ethos that we are aiming to achieve and will take us to completion of the second phase of the Campus Masterplan. The Alliance model provides an excellent opportunity to establish a strong partnership working ethos between Sheffield Hallam University and our Alliance Partners due to the ongoing nature of the relationship across multiple schemes and the opportunity to use this to hold regular partnering and innovation hubs, in order to drive best practice in work-place design, asset performance, sustainability and whole life costing. We recognise the value of learning from our Alliance Partner's 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 have on site presence to 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. It provides the chance to look at the potential for customer care role to be provided during the post handover phase. We are particularly keen to ensure building performance matches design intent and having continuity from both the client side and Alliance Partner's support 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 information and measurable data. A robust contract management system will cement good relationships at all levels, deliver sector leading performance and innovation, driving efficiency gains, optimise costs and savings and maximise our return on investment. We will achieve this by really focussing on; performance management including provision of incentives for great performance, robust contract administration processes and systems, a pro-active approach to relationship management and the implementation of a innovation hub. The Contractor Partner will enter into a multiparty NEC4 Alliance Contract to deliver Phase 1 and 2 of the Campus Masterplan. The anticipated contract commencement date is May 2019. Sheffield Hallam University have endorsed its Campus Masterplan, this provides a development guide for long term investment into the Campus as it delivers on its ambition to be the world's leading applied university. The work has involved significant stakeholder engagement to develop a clear vision, set of principles and development plans to create an enhanced campus in the heart of our city, whilst improving our facilities at Collegiate Campus. Sustainability and maintenance are embedded into the masterplan and we have developed an innovative and best practice approach to stakeholder engagement for all new projects which seeks to ensure there is a common understanding of key aims and ambitions in the early stages to ensure buildings are designed with end users in mind. Our masterplan provides a fantastic platform for transformation, Phase 1 an 2 denote a significant investment in both new and refurbished buildings in the heart of the city. To deliver the Campus masterplan we are looking to procure a single Partner for construction works (1 000 000 GBP +). The contract will be for an initial 5 year term, with the option to extend for a further 3 years and a final 3 years, this long term commitment should engender the partnering ethos that we are aiming to achieve and will take us to completion of the second phase of the Campus masterplan. The Alliance model provides an excellent opportunity to establish a strong partnership working ethos between Sheffield Hallam University and our Alliance Partners due to the ongoing nature of the relationship across multiple schemes and the opportunity to use this to hold regular partnering and innovation hubs, in order to drive best practice in work-place design, asset performance, sustainability and whole life costing. We recognise the value of learning from our Alliance Partner's 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 have on-site presence to 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. It provides the chance to look at the potential for customer care role to be provided during the post handover phase. We are particularly keen to ensure building performance matches design intent and having continuity from both the client side and Alliance Partner's support 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 information and measurable data. A robust contract management system will cement good relationships at all levels, deliver sector leading performance and innovation, driving efficiency gains, optimise costs and savings and maximise our return on investment. We will achieve this by really focussing on; performance management including provision of incentives for great performance, robust contract administration processes and systems, a pro-active approach to relationship management and the implementation of a innovation hub. The FM Partner will enter into a NEC4 Term Service Contract (TSC) with the University to deliver the pre-planned and reactive maintenance service. The FM Partner will also enter into a multiparty NEC4 Alliance Contract to deliver Phase 1 and 2 of the Campus Masterplan. TSC Year 1 is a Cost Reimbursable Contract applying to all works including planned works where a task order is issued. This will be a Defined Cost-plus Fee paid for all work in order for the FM Partner to build up a data set. TSC Year 2 onwards is a Target Cost Contract. It is the university's objective to work in partnership with our FM Partner in order to more intelligently understand our estate and our assets, and move to a more asset centric way of operating our estate. It is our intention within a 3 year period to move from a blanket planned maintenance approach to a proactive and ultimately a predictive maintenance approach. We will work with our partner in order to understand the whole life costing of our assets, explore how technology can aid predictive maintenance practices, with the aim of improving our asset utilisation and reduce our operational cost base. The University is seeking to change its Hard FM service delivery strategy across its Campuses. We are looking to rationalise the existing supply chain to one single Hard FM Partner who will deliver planned preventative maintenance for electrical, mechanical and life safety systems in accordance with SFG20 maintenance standards while demonstrating statutory compliance and innovation to move towards an asset centric maintenance model allowing the University to make informed decisions around its assets in terms of maintenance standards, replacement and refurbishment of space and infrastructure. The FM Partner will in addition carryout reactive maintenance services and building fabric maintenance to support the Client employed internal trades team. There are further incentives to engage in mini and medium size multi asset replacements projects across the campus. Following the review the team embarked on a number of work streams aimed at improving the way we deliver Hard FM services. An extensive programme of asset capture was embarked upon, resulting in all key assets being tagged with QR codes, and all assets and spaces being recorded for quantity, age, and condition. A review of our helpdesk and CAFM software systems was also carried out, resulting in the implementation of a new CAFM system which the FM Partner will be required to use. We also reviewed our maintenance and service standards and, utilising the SFG20 standards as a basis, we have realigned our service standards with our appetite for balancing robust compliance, business continuity, asset management strategy, and appetite for risk. We have experienced industry wide problems with the design, construction, handover and operationalising of building projects. A contributing factor too many of these issues has been the lack of engagement with the FM providers during design and construction. This often results in many of the lessons learnt within the operational phase of a building being overlooked. The Alliance is an opportunity to be sector leading in the way we integrate our FM Partner and are targeting real change within the building industry. The Alliance will include the construction, design consultancy services and hard FM services required to deliver the Campus Plan. The aim is for all Alliance Partners to work towards a common goal within a culture and ethos of partnering and trust. We recognise that operating costs of a facility throughout its life far outweigh the capital build cost and are therefore keen to involve the hard FM provider as an FM Partner in the design, construction and handover phases of our new capital works, alongside the construction and consultancy Partners. We see this as a great opportunity to improve the quality and operational performance of our estate and a real step change for the Industry.