FOI 25.26 0450 Documents Disclosure Log Part1.pdf

DISCLOSURE LOG - FOI 25/26-0450
DOCUMENT 1
Project Management Contract
Administrator Services – s22(1)(a)(ii) - irrelevant material
Parramatta and Chatswood
The contents of this document are OFFICIAL.
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Contents
Statement of Requirement Project Management Contract Administrator Services –
s22(1)(a)(ii) - irrelevant material Parramatta and Chatswood
1
Contents
2
1. Introduction
3
2. Background
3
3. Scope
4
4. Capacity of PMCA
6
5. Site Requirements
6
6. Site Specific Information
7
7. Proposed program of works
7
8. Attachments
10
s22(1)(a)(ii) - irrelevant material
11
s22(1)(a)(ii) - irrelevant material
12
Attachment B.3 – Parramatta, Existing Floor Plan, Ground Floor
13
Attachment B.4 – Chatswood, Existing Floor Plan, Level 3
14
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1. Introduction
The National Disability Insurance Agency (the Agency) is developing existing premises at
three locations at s22(1)(a)(ii) - irrelevant material Parramatta and Chatswood to support our corporate and
service delivery requirements.
2. Background
The Agency currently operates at these three locations:
a) s22(1)(a)(ii) - irrelevant material
b) Ground Floor, 2-12 Macquarie St, Parramatta NSW 2150
c) Level 3, 67 Albert Road, Chatswood NSW 2067.
To expedite delivery of the capital works, the Agency will deliver the project under an
outsourced model. This model will entail the engagement of a single Project Management
Contract Administrator (PMCA) by the Agency to oversee all project components, including
the design consultancy, subconsultants, and the selection and coordination of the Head
Contractor (HC) for the tenancy fit-out. The project is scheduled to commence in February
2024 with practical completion by June 2025.
The design must comply with all statutory and legislative requirements and Australian
Standards applicable at the date of building approval. Including, but not limited to:
• the National Construction Code
• Disability Discrimination Act (DDA)
• AS1428.1 Design for Access and Mobility
• The Work Health and Safety Act 2011
• Ecologically Sustainable Development and Whole of Life objectives
• Modern Slavery
• WHS Accreditation
• Commonwealth Supplier code of conduct
• Australian Human Rights Commission Act 1986 (AHRC) advisory notes and
• The Building Code 2019 administered by the Australian Building and
Construction Commission
There are further expert assessments and determinations required, in relation to
Accommodation principles, Agency guidelines and legislative compliance including:
Additional considerations include but are not limited to:
•
NDIA Design Guidelines – Refer Attachment C
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•
Universal Design Principles assessment and compliance
•
Design for Dignity assessment and compliance
•
Deafness in Design assessment and compliance
3. Scope
NDIA will engage a Project Management Contract Administrator (PMCA) to deliver the
project and engage trades through to completion including Defects Liability Period (DLP).
The DLP shall remain in force for a period not less than 12 months from the agreed
Practical Completion (PC) date. NDIA will oversee the Project, and the PMCA will manage
stakeholder relationships to ensure delivery to budget, timeline and project scope.
Before commencing on site preparation, the Head Contractors site staff and PMCA must
ensure that all necessary documents are submitted for security clearance to the NDIA at
least two weeks in advance.
The Head Contractor (HC), once engaged by the PMCA, will be responsible for site safety,
WHS and security compliance. The HC shall also ensure that all licencing and insurances
required by the NDIA under the head agreement for works are suitable, current and may be
provided in hard and/or soft copy when requested by the Agency.
All contractors shall be always supervised by the HC’s representative. All personnel
working on site will be nominated and cleared by the NDIA security team in advance of
commencing any site works.
The scope requirements of the Project include PMCA services for the Agency’s capital works
project at each location includes, but is not limited to:
a) The PMCA services role is critical in acting as a conduit between the Agency and the
HC, sub-contractors, and sub-consultants. In some instances, as directed by NDIA
the PMCA role includes liaison with the Landlord or Building Manager. The PMCA is
responsible for ensuring project completion is on time, within budget and within the
agreed scope of work and handover and deliverables, as detailed in the contract
between the Agency and the PMCA, and between the PMCA and the HC (Work
Order).
b) Overseeing and managing all aspects of design, including the Design Consultant and
sub-consultants to achieve detailed design documentation suitable for construction
and in accordance with the NDIA Design Guidelines, statutory and legislative
requirements and additional considerations detailed in Section 2.
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c) Overseeing and managing all aspects of construction and fit-out including
procurement of selection and management of the Head Contractor and associated
Subcontractor services including demolition and disposal of existing where required,
and provision and installation of all Fixtures, Fittings and Equipment (FFE) as per the
design.
d) Design, procurement and installation of all Security and ICT related works for this
project as detailed in the NDIA Design Guidelines which encompass requirements of
the Protective Security Policy Framework (PSPF) and ICT Guidelines.
e) The project encompasses comprehensive demolition works, including the safe and
efficient removal of existing structures and materials. This will be executed in strict
adherence to all relevant safety standards and environmental regulations.
f) Additionally, the PMCA shall manage all necessary plans and permits, ensuring
compliance with local, state and federal requirements. This includes obtaining
demolition permits, coordinating with utility companies for service disconnections,
and preparing detailed site plans. The PMCA shall ensure minimal disruption to
surrounding areas and facilitate a seamless transition to the subsequent phases of
the construction / fit-out project.
g) Project handover inclusive of managing a 12-month DLP.
h) Development and management of project documentation for NDIA review including:
i.
Project Program
ii.
Project Risk Management Plan
iii.
Site Safety Management Plan
iv.
Supplier Sustainability Environmental Plan
v.
Design documentation at concept, 30%, 50%, 90%, Issued for
Tender (IFT), Issued for Construction (IFC) and As-built.
vi.
Design and Construction contract tender and evaluation
documentation.
vii.
Quality control documentation, specifications, certificates, warranties,
Operations and Maintenance manuals and handover documentation
as relevant
viii.
A detailed asset register on completion.
ix.
Defects register.
x.
O&M documentation
xi.
Other reasonable relevant documentation as agreed between NDIA
and the PMCA
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4. Capacity of PMCA
The PMCA is an independent Specialist service provider and is not and must not claim to be
a partner or joint venture of the Agency. Other than as expressly authorised by the Agency
in writing, the PMCA has no authority to and must not enter any contracts, commitments or
other legal documents or arrangements in the name of, or on behalf of, the Agency, or take
any act or step to bind or commit the Agency in any manner, whether as a disclosed agent
of the Agency or otherwise.
In relation to the Head Contract, the PMCA will fulfill the expressly stated role and functions
of the Contract Administrator under the Head Contracts as disclosed agent for the Agency
and not as an independent certifier, assessor, or valuer. Other than executing the Head
Contracts as the Agency's disclosed agent, and other than performing its role and functions
as Contract Administrator as disclosed agent for the Agency, the PMCA is not authorised to
act as the Agency's agent in relation to the administration or performance of the Head
Contracts, and must not take any act or step to bind or commit the Agency in any manner,
whether as a disclosed agent of the Agency or otherwise.
In relation to other contracts – If the Agency expressly authorises the PMCA in writing to
enter into and to administer as the Agency's representative any other contract as disclosed
agent for the Agency, then the terms and conditions will also apply to that arrangement as if
the other contract was a Head Contract, except to the extent that the terms of any particular
authorisation by the Agency states otherwise.
The PMCA is to provide timely and effective project management expertise, to ensure the
construction fit-out project is completed on time, to the highest quality and safety standards,
within budget and within the agreed scope of work. The PMCA will confirm project timing
with the Agency Project Director at an initial construction fit-out project initiation meeting
(date and time to be confirmed). Thereafter, timing will be reviewed periodically, jointly by
the PMCA and Agency Project Manager, to ensure that all parties are fully aware of any
project timeline advances and/or delays.
5. Site Requirements
This paper, in conjunction with the NDIA Design Guidelines, defines the requirements for
the fit-out of the existing three locations at s22(1)(a)(ii) - irrelevant material Parramatta and Chatswood to
deliver a functional and usable service delivery site and corporate office compatible with the
Forward Property Plan. This will be achieved by the Agency working in partnership with the
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engaged PMCA, architects, HC, sub-contractors, and sub-consultants, towards a common
purpose and goal.
The three locations and their respective Nett Lettable Areas are: -
a) s22(1)(a)(ii) - irrelevant material
b) Ground Floor, 2-12 Macquarie St, Parramatta NSW 2150 – 1,221 sqm
c) Level 3, 67 Albert Road, Chatswood NSW 2067 – 1,111 sqm
The sites require multidisciplinary preparation, including but not limited to electrical,
hydraulic, mechanical, physical, and electronic security, lighting, and data network where
required. All works on site must comply with the NDIA Design Guidelines and Protective
Security Policy Framework (PSPF) and be consistent with legislative and statutory design
principles as applicable to NDIA tenancies. The Design Consultant should consult the NDIA
Design Guidelines and the RFQ for detailed specifications in all areas and with all team
requirements.
6. Site Specific Information
The proposed works will require review of Attachment B – Existing Floor Plans. Site
specific arrangements will be discussed during pre-tender inspections and additionally
during the site mobilisation process in consultation with the Base Building Manager. Site
arrangements shall include, but are not limited to:
• access restrictions (e.g., loading dock access hours).
• lift access.
• surface protection.
• location of site for materials delivery and storage.
• waste removal arrangements.
• security arrangements for after-hours works.
• building management contact.
• noisy works.
• high impact / dust control works.
• electrical and or services isolations; and
• penetrations and required scanning works.
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Design - IFC
marks the completion of the project design stage, where the final  3 days
design is handed over for construction purposes.
HOLD POINT  NDIA IFC review
2 Days
Construction
Documentation to be sent to selected builder to commence  1 day
building
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8. Attachments
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s22(1)(a)(ii) - irrelevant
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Attachment B.3 – Parramatta, Existing Floor Plan, Ground Floor

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Attachment B.4 – Chatswood, Existing Floor Plan, Level 3
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Contents
1. Purpose
3
2. Definitions
3
3. Overview
7
3.1
References
7
3.2
Requirements and Deliverables
7
3.3
Evaluation Schedule
7
4. Roles and Responsibilities
8
4.1
Approvals and Delegations
8
4.2
Financial Delegate
8
4.3
Evaluation Chair
8
4.4
Evaluation Team
9
5. Probity and Conflicts of Interests
10
6. Evaluation Process and Methodology
10
6.1
Receipt of Submissions
10
6.2
Protocols for handling Submissions and evaluation materials
10
6.3
Evaluation Criteria
11
6.4
Evaluation methodology
13
6.4.1
Stage 1: Initial Screening
13
6.4.2
Stage 2: Technical Evaluation (Evaluation Criteria 1- 6)
13
6.4.3
Stage 3: Pricing Evaluation (Evaluation Criterion 7)
14
6.4.4
Solvency, compliance, and Procurement Policy requirements
14
6.4.5
Verification activities
15
6.4.6
Stage 4: Value for Money and Final Determination
15
6.5
Evaluation Report
16
6.6
Negotiations
16
6.7
Audit Trail
16
7. Evaluation Plan Approval
18
Attachment A – Request Documentation
19
Attachment B – Evaluation Scoring Guide
20
ndis.gov.au
Evaluation Plan – PROC-5000
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1. Purpose
This Evaluation Plan (Plan) details the process for evaluating submissions received
in response to the National Disability Insurance Agency (Agency) Approach to
Market (RFQ) PROC-5000 – For the Provision of Project Management Contract
Administrator (PMCA) Services – at three existing locations at s22(1)(a)(ii) - irrelevant material
Parramatta and Chatswood, anticipated to be released on 2 December 2024.
The existing locations are: -
a) s22(1)(a)(ii) - irrelevant material
b) Ground Floor, 2-12 Macquarie St, Parramatta NSW 2150
c) Level 3, 67 Albert Road, Chatswood NSW 2067.
The objective of the evaluation is to determine which submission best meets the
Agency’s requirements and provides best value for money.
This Plan provides the methodology for the evaluation of Submissions and details
the responsibilities of the Evaluation Team. Officials undertaking an evaluation
process for this procurement must comply with the evaluation methodology approved
in this Plan. Failure to comply with this Plan may compromise the probity of the
procurement process.
2. Definitions
The definitions related to this Evaluation Plan are below:
Term
Definition
Adviser
means any external adviser appointed by the NDIA in
relation to the procurement including, but not limited to,
legal, probity and other expert Advisers.
Approach to Market
as defined in the Commonwealth Procurement Rules
or RFQ
(CPRs), means any notice inviting potential suppliers to
participate in a procurement which may include a request
for tender, request for quote, request for expression of
interest, request for information or request for proposal.
Approval to enter
means the document in which the Financial Delegate
into an Agreement
formally agrees to enter into an agreement with the
recommended supplier/s. The Approval to enter into an
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Term
Definition
Agreement identifies the procurement process
undertaken, the successful supplier(s), contract
timelines, contract value (including value of the initial
contract period and value if all extension options are
exercised), and risks associated with the procurement.
Conflict of Interest
means, for the purposes of this document, where a
person or their immediate family member has an interest
or relationship which affects, or may be perceived as
affecting, the ability of that person to undertake their
professional, contractual, or public duty in an impartial
manner.
Evaluation Report
the report on the Submissions, including the evaluation
process, findings, and recommendations, which is
provided to the Financial Delegate.
Evaluation Team
means the team appointed by the NDIA to undertake the
evaluation of Submissions.
Financial Delegate
is the delegate with the financial authorisation (in
accordance with section 9 of the NDIA Accountable
Authority Instructions and Financial Authorisations) to
enter into a contract on behalf of the NDIA for the
products / services sought.
Officer
encompasses all NDIA employees, labour hire workers,
consultants, secondees, officials, and those in the
Executive Placement Program (EPP).
Mandatory
As defined in the CPRs means the minimum conditions
Conditions for
that potential suppliers must demonstrate compliance
Participation
with, to participate in a procurement process or for
Submissions to be considered. This may include a
requirement to undertake an accreditation or validation
procedure.
Minimum Content
as defined in the CPRs, means criteria that a Tenderer’s
and Format
Submission is required to meet, when responding to an
Requirements
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Term
Definition
Approach to Market, to be eligible for further
consideration in a procurement process.
Mishandling
means treat carelessly. For example, while the
Submission was sent before the closing time, it went into
the junk mail folder.
Procurement
means the officer in the Procurement Branch who
Adviser
provides an advisory role to the procurement process to
ensure it is undertaken in accordance with the CPRs,
NDIA Procurement Policy, relevant Resource
Management Guides (external), and the NDIA Probity
Protocol.
Procurement
the person with the authority to lead the procurement
Manager
team and procurement activity. The Procurement
Manager is usually a representative from the business
area who is seeking the procurement.
Procurement Owner
is the business area Branch Manager or other senior
executive (if a separate person to the Financial Delegate)
who has oversight of the procurement activity.
Proposal to
means the document in which the Financial Delegate
undertake a
formally agrees to an approach to market. The Proposal
Procurement
to undertake a Procurement includes the services
required, method of procurement, any AAI exemptions
sought, estimated budget, risk, and proposed timelines.
Request
as defined in the CPRs, means documentation provided
Documentation
to potential suppliers to enable them to understand and
assess the requirements of the NDIA and to prepare
appropriate and responsive Submissions. This general
term includes documentation for expressions of interest,
open tender, and limited tender.
Submission
as defined by the CPRs, any formally submitted
response from a Potential Supplier to an Approach to
Market. Submissions may include tenders, responses to
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Term
Definition
expressions of interest, and responses to requests for
quote.
Tenderer
as defined by the CPRs, means an entity or person who
has responded with a Submission to an approach to
market by the NDIA in relation to a procurement.
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3. Overview
3.1 References
This Plan should be read in conjunction with:
a) The Proposal to undertake a Procurement, “PROC-5000 - PUP - PMCA
Services – s22(1)(a)(ii) - irrelevant material Parramatta and Chatswood V0.2”
b) The RFQ Request Documentation for PROC-5000 – For the Provision of
Project Management Contract Administrator Services – s22(1)(a)(ii) - irrelevant material
Parramatta and Chatswood at Attachment A, and the
c) NDIA Probity Protocol.
3.2 Requirements and Deliverables
A Statement of Requirements is provided in the RFQ Request Documentation. This
Evaluation Plan should be read in conjunction with that Statement of Requirement.
3.3 Evaluation Schedule
The evaluation schedule for this procurement is detailed in Table 1 below:
Table 1: Indicative Evaluation Schedule
Task / Deliverable
Scheduled Completion date
Release of RFQ
2 December 2024
Closing date for the RFQ
15 January 2025
Completion of evaluation process
7 February 2025
Financial Delegate approval of the
Approval to enter into Agreement
and Evaluation Report
12 February 2025
Agreement / contract executed
21 February 2025
Debrief Tenderers
17 March 2025
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4. Roles and Responsibilities
4.1 Approvals and Delegations
Table 2 below sets out the delegates responsible for approving actions, and persons/
bodies who will provide review and advise of actions.
Table 2: Approvals and Delegation
Review /
Financial Delegate
Action
Draft /Action
Endorse
Approval
Prepare this
Governance
Lawrences22(1)(a)(ii) - irrelevan  Ryan s22(1)(a)(ii) - irrelevant ma
Evaluation Plan
Capital Works
and Procurement
Team
Prepare Evaluation
Governance
Lawrence s22(1)(a)(ii) - irreleva   Ryan s22(1)(a)(ii) - irrelevant ma
Report and Approval
Capital Works
to enter into an
and Procurement
Agreement
Team
Prepare Official Order  Procurement
Lawrence s22(1)(a)(ii) - irreleva   Ryan s22(1)(a)(ii) - irrelevant ma
/ Work Order /
Team
Contract
4.2 Financial Delegate
The role of the Financial Delegate is to:
a) approve this Plan and any material changes to this Plan,
b) approve the Evaluation Report and the Approval to enter into an Agreement,
c) as required, approve the initial screening report, set aside recommendations,
negotiation directive and negotiation report, and
d) ensure that this evaluation process complies with this Plan, the NDIA
Procurement Policy and NDIA Probity Protocol.
4.3 Evaluation Chair
The responsibilities of the Chair include:
a) ensuring that the Evaluation Team members are aware of and comply with the
requirements of this Plan,
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b) seeking specialist advice where required,
c) managing the evaluation of each response against the requirements of the
RFQ Request Documentation in accordance with this Plan, and
d) ensuring that the Evaluation Report reflects the consensus view of the
Evaluation Team and that any dissenting views are documented as required
in Section 6.5 of this Plan.
4.4 Evaluation Team
The Evaluation Team is formed specifically to conduct the evaluation of Submissions
in accordance with this Plan and to contribute to the drafting of the Evaluation.
The Evaluation Team will:
a) comply with all relevant legislative and regulatory requirements,
b) comply with all relevant procurement policies,
c) conduct the evaluation in a manner consistent with the Probity Protocol and
this Plan,
d) minimise the costs of evaluation for the Agency, and
e) use methodologies that are consistent with this Plan.
The officials that form the Evaluation Team are listed in Table 3 below.
Table 3: Evaluation Team
Position
Name
Title/Role
Chair and Panel Member
Lawrence s22(1)(a)(ii) - irrele
Assistant Director - Panel Chair
Member
Andrews22(1)(a)(ii) - irrelev
Assistant Director - Property
Member
Rebecca s22(1)(a)(ii) - irrelevant m
Project Officer - Property
Member
Andrew s22(1)(a)(ii) - irrelevant mater
Assistant Director - Security
Member
Le s22(1)(a)(ii) - irre
Project Officer - Property
Additional Advisers and SME’s may be called upon if required, at the discretion of
the Evaluation Panel Chair.
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5. Probity and Conflicts of Interests
Evaluation Team members must read the NDIA Probity Protocol prior to
commencing the evaluation process and undertake the evaluation in accordance
with the probity principles of the Probity Protocol. Compliance with the NDIA Probity
Protocol assures that the evaluation process is fair, transparent, defensible, and able
to withstand internal and external scrutiny.
In accordance with the NDIA Probity Protocol, conflicts of interest must be declared
using the Templates on the intranet. Where a potential conflict of interest is
identified, the Officer or adviser involved should propose a mitigation strategy, which
will be considered by the Procurement Manager for approval or further/other action
as appropriate.
Declared Conflicts of Interest must be referred to the Procurement Branch for advice.
6. Evaluation Process and Methodology
The purpose of this section is to describe the process and methodology for
evaluation of Submissions to this procurement.
6.1
Receipt of Submissions
Submissions must be submitted via the xxxxx@xxxx.xxx.xx email address, by the
closing time – 12:00pm (Canberra time) Friday 15 January 2025 (RFQ Closing
Time).
After the RFQ Closing Time, Authorised Procurement Officers will collate and save
the submissions securely. Only the Evaluation Team members and authorised
Procurement Advisers will have access.
In accordance with the CPRs, late Submissions must not be accepted unless the
Submission is late because of Mishandling by the Agency.
6.2 Protocols for handling Submissions and evaluation
materials
All submissions and evaluation documentation and proceedings will be treated as
‘For Official Use Only.’
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All discussions associated with any Submission, process, or report, including the
Evaluation Team proceedings will be conducted on a ‘need-to-know’ basis in
accordance with the NDIA Probity Protocol.
Discussions will take place only with persons serving on the Evaluation Team, or
other designated advisory authorities.
Any request for information regarding the Submissions or the evaluation process
from any person outside of the evaluation process will be directed to the Chair.
6.3 Evaluation Criteria
The evaluation criteria will form the basis for the evaluation of submissions and the
assessment of value for money. Submissions will be evaluated in accordance with
the evaluation criteria detailed in Table 4.
Table 4: Evaluation Criteria
Evaluation
No
Weightings
Criteria description
Criteria
1.
Capability and
20%
The extent to which the response demonstrates:
Experience
a) the organisational experience to deliver the
services required; (include examples of recent
relevant projects within the last 2 years similar
in nature to the requirements set out in the
Statement of Requirements including
references)
b) sufficient personnel with skills, qualifications,
and experience to deliver the Works within
required timeframes,
c) an understanding of the Works Description;
and
d) the Service Provider’s ability to undertake the
activities and meet the standards described in
RFQ Attachment B - Statement of
Requirement.
2.
Capacity
30%
The extent to which the response demonstrates
that the Service Provider has:
a) the capacity to undertake require services, and
b) the managerial ability to supervise the conduct
of the Capital Works on a day-to-day basis
3
Methodology
40%
The extent to which the response demonstrates
and Program
that the Service Provider has:
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Evaluation
No
Weightings
Criteria description
Criteria
a) provided a detailed methodology statement
demonstrating a thorough understanding of the
project requirements, work methods, risks, and
deliverables. The methodology should
incorporate a logical sequential approach that
clearly demonstrates how the objectives will be
met in the required timeframe, highlighting any
potential value add or time saving activities;
and,
b) addressed its technical approach and
methodology with a draft program that clearly
identifies critical path milestone dates to
achieve project completion within the required
timeframe and identifies program risks. Please
include a project methodology that is consistent
with a project design contract, with reasonable
adjustments for local conditions and project
constraints, and delivers the requirements as
set out in the RFQ Attachment B - Statement
of Requirement.
4
Commitment to
10%
The extent to which the response demonstrates the
supporting
Service Provider’s commitment to supporting
people with a
people with disability to be more independent,
disability
engage more socially and economically, and build
genuinely connected and inclusive communities.
(For example, provision of Disability Plan or ability
to demonstrate ongoing commitment to disability)
5
Environmental
unweighted
The extent to which the response demonstrates the
Sustainability
Service Provider’s commitment to address:
Plan (SESP)
a) how they will optimise environmental
sustainability in delivery of the goods or
services being procured, referencing focus
areas and principles in Table 1 of the
Environmentally Sustainable Procurement
Policy;
b) opportunities for innovation and how these will
be considered throughout delivery of the
contract; and
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Evaluation
No
Weightings
Criteria description
Criteria
their corporate sustainability performance – that is,
how they address environmental sustainability
impacts associated with their business.
6
Indigenous
unweighted
The extent to which the response demonstrates the
Participation
Service Provider has developed an Indigenous
Plan (IPP
Participation Plan and declared their level of
compliance with any past contracts that include
MMRs.
The evaluation process will consider past MMR
compliance, plans to increase Indigenous
participation, and the ability to achieve significant
Indigenous participation outcomes for contracts
with a remote component.
7
Pricing
unweighted
The extent to which the pricing offered contributes
to Value for Money and also provides a pricing
structure submitted in RFQ Attachment A -
Response Schedule.
6.4
Evaluation methodology
6.4.1 Stage 1: Initial Screening
The Procurement Adviser will undertake an initial screening of submissions to
ensure that they meet the Mandatory Conditions for Participation and Minimum
Content and Format Requirements in the RFQ Request Documentation.
Any Submissions that do not meet the mandatory requirements will be excluded from
further consideration.
6.4.2 Stage 2: Technical Evaluation (Evaluation Criteria 1- 6)
The technical assessment of submissions will be based on Tenderers’ capability,
capacity, and experience in delivering the services / deliverables. This assessment
process involves:
a) the Evaluation Team assessing each Tenderer’s claims against the relevant
Evaluation Criterion and rating them using the scoring matrices. Scoring will
be done individually, and the Chair will bring the Evaluation Panel together
after collating individual responses to review the overall scoring and reach a
consensus on preferred respondent.
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b) the identification and assessment of any other matters which may be
considered including risks. This must include the critical assessment of any
clarification responses, referee reports, qualifications or caveats identified or
expressly stated in the submission.
c) in assessing a Tenderer’s response, Evaluation Team members must not
make any interpretations or assumptions on the information provided and will
seek clarification as required to understand the offer.
6.4.3 Stage 3: Pricing Evaluation (Evaluation Criterion 7)
A pricing evaluation of submissions will be conducted either separately or
concurrently with the evaluation in Stage 2 above to determine a basis of
comparison for delivery of the requirements in the RFQ. This assessment process
involves:
a) the consideration of how the submitted pricing contributes to value for money
through a comparison of the whole of life costs and the forecast budget.
b) the identification and assessment of any other matters which may be
considered including risks. This must include the critical assessment of any
clarification responses, or qualifications or caveats identified or expressly
stated in the Submission.
c) in assessing a Tenderer’s response, Evaluation Team members must not
make any interpretations or assumptions on the information provided and will
seek clarification as required to understand the offer.
6.4.4 Solvency, compliance, and Procurement Policy requirements
The Evaluation Team will consider the Tenderer’s responses to questions on
whether:
a) it is solvent and financially capable of performing the services on an ongoing
basis, and that no insolvency event has occurred and is subsisting with
respect to the Tenderer. 
b) there are court or alternative dispute resolution proceedings that are taking
place, pending, or threatened, (either in Australia or overseas) in relation to
the Tenderer, that will or have the potential to impact materially adversely
upon its capacity to meet the obligations of the deed or contract, its reputation,
or the Agency’s reputation. 
c) it is under investigation for, or has been in breach of, any legislation. 
d) it is compliant with the NDIA Procurement Policy requirements.
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e) it has/will obtain any insurances requested in the Request Documentation. 
f) any proposed changes to the Agency’s contract terms have been made.
g) there are any declared conflicts of interest. 
h) there are any confidentiality requests.
6.4.5 Verification activities
The Evaluation Team may seek clarification of the submissions at any time during
the evaluation process to better understand Tenderers’ offers. In accordance with
the Probity Protocol, the Evaluation Team must not seek or allow material variations
or improvements to a submission. All clarifications will be coordinated and approved
by the Evaluation Chair.
Further, the Evaluation Team may undertake further verification activities on the
Submissions, as necessary.
6.4.6 Stage 4: Value for Money and Final Determination
The Evaluation Team will determine the value for money for each Submission,
including by considering the outcomes of:
a) the technical evaluation outcomes under Stage 2,
b) the pricing evaluation outcomes under Stage 3,
c) any solvency, compliance and Procurement Policy assessments undertaken,
d) any verification activities undertaken, and
e) the risk assessment of Submissions.
From this, the Evaluation Team will make a final determination and recommendation
to the Financial Delegate regarding:
a) successful and unsuccessful Tenderers,
b) whether negotiations are required, or
c) whether the procurement process has been unsuccessful and should be
terminated.
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6.5
Evaluation Report
At the conclusion of the evaluation of Submissions, the Chair will oversee the
drafting of an Evaluation Report using the templates provided by the Procurement
Branch.
All judgements of technical, financial, and other matters in the Evaluation Report
must be supported by relevant documentary evidence and reference to each
Submission.
Any advice provided by the probity or legal Adviser to the procurement must be
summarised in the Evaluation Report, with a full record of the advice maintained in
an appropriate probity register.
The final Evaluation Report must be circulated to all Evaluation Team members.
Each Evaluation Team member has the right to request amendments, additions, and
deletions to the report, and for dissenting views to be recorded.
Dissenting views must be recorded unedited and provided to the Financial Delegate
for their consideration.
All Evaluation Team members must sign off on the Evaluation Report.
After clearance by the Chair, the Evaluation Report will be submitted to the Financial
Delegate for consideration and approval.
6.6
Negotiations
If the Evaluation Team determines that negotiations may provide a better value for
money outcome, the Evaluation Report would recommend that the Agency enters
negotiations with the preferred Tenderer/s and a negotiation directive must be
prepared for the Financial Delegate’s approval.
Following negotiations, a negotiation report that records the outcomes of the
negotiations and provides final value for money determination would be prepared for
the Financial Delegate’s consideration.
6.7
Audit Trail
To ensure transparency of the process is maintained throughout the evaluation, the
following should be filed on the approved Agency records management system:
• The Submissions.
• Records of the initial screening for compliance.
• The Evaluation Report and any supporting documentation.
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• If applicable, the negotiation directive, negotiation report and any supporting
documentation.
• Documentation from verification activities including clarifications and
references.
• Any working files and diaries created by the Evaluation Team during the
evaluation process.
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Attachment A – Request Documentation
The Request Documentation is stored in Record Point
Refer to:
• PROC-5000 –Request for Quotation – PMCA Services – Group 2 -
s22(1)(a)(ii) - irrelevant material Parramatta and Chatswood
• RFQ Attachment A – Response Schedule
• RFQ Attachment B – Statement of Requirement
• RFQ Attachment C – NDIA Design Guidelines
• RFQ Attachment D – Draft Work Order and Additional Terms
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Attachment B – Evaluation Scoring Guide
The following ratings apply to Evaluation Criteria 1-6. The descriptions are intended
to act only as guidance on assessing ratings. They are not intended to be exhaustive
of the issues to be considered and are to be interpreted broadly.
Note a ‘Poor’ or ‘Unsatisfactory’ rating for one or more evaluation criteria will exclude
the Potential Supplier from further participation in the procurement process.
Table 5: Evaluation Criteria 1-6 Scoring Guide
Description
Score
The response satisfies the evaluation criterion to an extremely high standard. The
Tenderer’s claims were fully supported by the information provided and exceeds all
requirements in the Scope of Work.
The Tenderer demonstrated to an extremely high standard its experience in providing
services highly consistent with the Scope of Work, with its claimed experience supported
by clear examples of where it had provided these services before.
5 - Very Good
The Tenderer provided details of its proposed key personnel, which demonstrated, to an
Risk level: Low
extremely high standard, that they retain extensive relevant experience and expertise in
– Represents
delivering the required services. Further, it demonstrated that it has significant capacity to
minimal or no
undertake the Scope of Work within the required timeframe.
risk to the NDIA
Referees supported all the Tenderer’s claimed experience.
The Tenderer is compliant with all RFQ requirements and has no caveats on its response.
The Tenderer demonstrated its commitment to supporting people with disability to be more
independent, engage more socially and economically, and build genuinely connected and
inclusive communities to an extremely high standard.
The response satisfies the evaluation criterion to a high standard meeting or in some
instances exceeds the Scope of Work requirements.
The Tenderer demonstrated to a high standard its experience in providing services
consistent with the Scope of Work and supported its claimed experience by including clear
examples of where it had provided these services before.
The Tenderer provided details of its proposed key personnel, which demonstrated to a
4 – Good
high standard that they retain relevant experience and expertise in delivering the required
Risk level: Low
services. Further, it demonstrated that it has the capacity to undertake the Scope of Work
– Represents
within the required time limit.
minimal or no
The Tenderer is compliant with all RFQ requirements and has no material caveats on its
risk to the NDIA.
response.
Referees supported most of the Tenderer’s claimed experience.
The Tenderer demonstrated its commitment to supporting people with disability to be more
independent, engage more socially and economically, and build genuinely connected and
inclusive communities to a high standard.
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Description
Score
The response satisfies the evaluation criterion to a satisfactory degree, adequately
demonstrating that the Tenderer could meet the Scope of Work requirements. However,
there were some minor deficiencies and shortcomings in the information provided.
The Tenderer demonstrated to an acceptable standard its experience in providing services
consistent with the Scope of Work, with its examples providing evidence of experience
that is broadly aligned with the Scope of Work.
3 – Satisfactory
The Tenderer adequately demonstrated that it has the capacity and key personnel to
Risk level:
undertake the Scope of Work within the required time limit, although it did not demonstrate
Medium –
it has access to a depth of supplementary resources.
Represents an
acceptable level
The referees supported the Tenderer’s claimed experience.
of risk to the
The Tenderer is broadly compliant with the RFQ requirements; however, some aspects of
NDIA.
its response represent a risk to the NDIA and/or it has some caveats on its response that
require negotiations.
The Tenderer demonstrated its commitment to supporting people with disability to be more
independent, engage more socially and economically, and build genuinely connected and
inclusive communities to an acceptable standard.
The response barely demonstrated the Tenderer’s understanding of, or ability to deliver,
the Scope of Work, and/or there were major deficiencies in the information provided.
The Tenderer did not demonstrate to an acceptable standard its experience in providing
services that were consistent with the Scope of Work, with the examples provided not
demonstrating experience that was consistent with Scope of Work.
2 – Poor*
The Tenderer did not demonstrate to an acceptable standard that it has the capacity or
key personnel to deliver the Scope of Work within the required time limit.
Risk level: High
– Represents
Inadequate information was received from the referees to support the Tenderer’s claimed
some degree of
experience, or the services described were inconsistent with the Scope of Work.
unacceptable
The Tenderer is partially compliant with the RFQ requirements and has a number of
risk to the NDIA.
material caveats on its response that may not be resolvable to the satisfaction of the
NDIA.
The Tenderer did not demonstrate its commitment to supporting people with disability to
be more independent, engage more socially and economically, and build genuinely
connected and inclusive communities to an acceptable standard.
The response does not satisfy the evaluation criterion and the Scope of Work
requirements have not met. The proposed approach did not demonstrate that the
1 –
Tenderer understood the Scope of Work and / or was unworkable.
Unsatisfactory*
Inadequate information was provided to allow the Evaluation Team to assess the
Risk level:
Tenderer’s capability / capacity / experience to provide the Scope of Services to the
Critical –
Agency.
Presents an
unacceptable
The Tenderer is noncompliant with most RFQ requirements and has a substantial number
level of risk to
of material caveats on its response that would require negotiations and are not expected
the NDIA.
to be resolvable to the satisfaction of the NDIA.
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Evaluation of Financial / Pricing Evaluation Criteria
The matrix in Table 6 applies to applies to the Pricing (Financial Evaluation) criteria.
The descriptions are intended to guide consistent scoring/ratings and include
consideration of risk.
Table 6: Financial Evaluation (Criteria 7) Scoring Guide
Description
Score
•
Pricing is among the lowest compared with other submissions, where
this can be determined.
4 - Favourable
•
Pricing does not contain unacceptable conditions, assumptions, and
Risk level: Low –
risks.
Represents minimal
risk to the NDIA.
• Pricing contributes favourably to value for money.
•
Pricing contains conditions and assumptions, but these present an
3 - Acceptable
acceptable risk to the NDIA.
Risk level: Low –
•
Pricing is comparable with other submissions, where this can be
Represents an
determined.
acceptable level of
• Pricing contributes to value for money to an acceptable level.
risk to the NDIA.
2 - Not
•
Pricing is notably higher than other submissions and does not currently
acceptable
contribute to value for money.
Risk level: Medium
•
Pricing contains ambiguous conditions and assumptions.
– Represents
•
Negotiations may deliver an acceptable pricing position for the NDIA.
some degree of
• Pricing does not contribute to value for money.
unacceptable risk
to the NDIA.
•
Pricing is higher than other submissions.
1 - Highly
•
Pricing is not considered viable.
unacceptable
•
Pricing contains unacceptable conditions, assumptions, and risks.
Risk level: High –
•
It is anticipated that pricing negotiations would be difficult, and it may not
Presents an
be possible to achieve an acceptable position for the NDIA.
unacceptable level of
• Pricing does not contribute to value for money.
risk to the NDIA.
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Assessment of risk
Risk will be assessed in accordance with the NDIA’s risk management process as
provided on the intranet: Risk Enablement (ndia.gov.au).
Table 7: Risk Rating Matrix
Likelihood
Unlikely
Possible
Likely
Almost
Rare
5 percent – 20
20 percent –
50 percent –
Certain
Consequence
< 5 percent
percent
50 percent
80 percent
> 80 percent
likelihood of the
likelihood of
likelihood of
likelihood of
likelihood of
risk occurring in
the risk
the risk
the risk
the risk
the next year
occurring in
occurring in
occurring in
occurring in
the next year
the next year
the next year
the next year
Extreme
Medium
High
High
Critical
Critical
Major
Medium
Medium
High
High
Critical
Moderate
Medium
Medium
Medium
High
High
Minor
Low
Low
Medium
Medium
Medium
Insignificant
Low
Low
Low
Low
Low
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2. Background and requirements
2.1. The Capital Works team within the Corporate Information and Property Services (CIPS)
Branch is undertaking a procurement activity to provide Project Management Contract
Administrator  (PMCA)  services  for  Design  and  Construction  Works  at  three  existing
NDIA  office  locations  at  s22(1)(a)(ii) - irrelevant material   Parramatta  and  Chatswood.  The  services  will
include provision of a service delivery Front of House and Back of House for corporate
activities at the following locations:
a) s22(1)(a)(ii) - irrelevant material
b) Ground Floor, 2-12 Macquarie St, Parramatta NSW 2150
c) Level 3, 67 Albert Road, Chatswood NSW 2067
2.2. The engagement of a suitably qualified PMCA is required to manage and deliver design,
project  management  services  and  construction  works  management  services  for  the
accommodation fit out project which will include the provision of Head Contractor (HC),
Design  Consultant,  Security,  ICT  and  all  Furniture  Fittings  and  Equipment  (FF&E)  in
accordance  with  NDIA  specifications  and  Agency  Design  Guidelines  utilising  certified
contractors.
2.3. The  primary  objective  of  this  procurement  is  to  deliver  the  project  to  comply  with  the
Agency  Design  Guidelines,  aligned  with  Disability  Discrimination  Act  (1992)  (DDA)
compliance.
2.4. The scope includes management, supervision, and coordination of the project to ensure
adherence to the Agency’s specifications within set timeframes and budget constraints
while aligning with prescribed design criteria.
2.5. The  PMCA’s  responsibilities  encompass  comprehensive  management  of  the
procurement, design, and construction processes, which include:
a) Leading the procurement process to select the Design Consultant
b) Overseeing and managing Design Services, including the Design Consultant and
sub-consultants, to generate design documentation
c) Manage  the  design,  procurement,  and  installation  of  ICT  and  security-related
components integral to the project
d) Leading the procurement process to select the HC in line with Agency guidance
e) Efficiently engaging, managing the HC and construction sub-contractors to ensure
the successful execution and delivery of the office accommodation fit out including
FFE consistent with the design
f) Ensuring  a  smooth  project  handover,  complete  with  a  12-month  Defect  Liability
Period (DLP) for building works and associated equipment and services
g) Ensuring  compliance  with  relevant  regulations,  statutory  authorities,  standards,
codes, and guidelines. This encompasses but is not limited to compliance with the
Australian  National  Construction  Code,  Disability  Discrimination  Act,  WHS
legislation, relevant Australian Building Standards, relevant Environmental Policies
and  Guideline,  Building  Management  Guidelines  and  the  Agency’s  Design
Guidelines and engagement with the Landlord or Building Manager via the NDIA
Project Manager.
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2.6. A  comprehensive  Statement  of  Requirement  (SoR)  will  be  included  in  the  RFQ
documentation, detailing the works to be delivered under the programme.
3. AAI Exemption
3.1. This procurement will be compliant with the Accountable Authority Instructions (AAIs),
and therefore no exemption is required.
4. Method of procurement
4.1. It  is  proposed  that  an  approach  to  market  will  be  made  through  the  Department  of
Finance,  Whole  of  Australian  Government  (WoAG)  Property  Services  Coordinated
Procurement (PSCP) Panel (SON3460620), which was established via an open tender.
4.2. To enhance competition and establish best value for money, all potential suppliers from
the Additional Services category specific to Capital Works Project Management Services
will be approached, these are:
s47G - business information
5. Value for Money
5.1. This procurement is considered an effective and efficient use of NDIA resources as:
a) Potential suppliers will be approached through the WoAG PSCP Panel initiating a
competitive  and  non-discriminatory  procurement  process,  consistent  with  the
policies of the Commonwealth and Agency.
b) The PSCP Panel (SON3460620) was established via an open approach with rates
market tested and determined as representing VFM.
c) The Agency does not have the appropriate skills and resources for the delivery of
the  associated  work  for  project  management  or  construction  services  and  the
engagement  of  a  PMCA  to  deliver  this  programme  of  work  under  a  single
procurement  activity  supports  economies  of  scale,  optimises  resources,  and
contributes to the overall efficiency to ensure Value for Money (VFM).
d) Proposals  will  be  evaluated  against  Evaluation  Plan  criteria  to  assess  technical
capabilities, costs, and the risks associated with each submission to make a value
for money determination.
6. Risks
6.1. The risk associated with this procurement has been assessed as low for the following
reasons:
a) potential suppliers have been selected from the PSCP panel,
a) the evaluation plan for this RFQ allows for an open and transparent process; and
b) the agency currently receives PMCA services through the PSCP panel to a high
standard.
6.2. A copy of the full risk assessment can be found in Attachment B to this document.
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10. The Stakeholders
10.1. The key stakeholders for this procurement activity are:
a) Capital Works – Corporate, Information and Property Services Branch,
b) Security,
c) Workplace, Health, and Safety – Safety, Wellbeing and Security Branch,
d) ICT – Agency ICT Services Branch,
e) Procurement – Procurement Branch, and
f) Property Operations – Corporate, Information and Property Services Branch.
11. Key Documents
11.1. Further to your agreement to this Proposal to undertake a Procurement, the following
key documents are attached for your approval:
a) RFQ Documentation including a detailed Statement of Requirement, and
b) an evaluation plan including evaluation criteria and scoring matrices.
11.2. Following  the  completion  of  the  evaluation  process,  an  Approval  to  Enter  into  an
Agreement, Evaluation Report, and a Contract including the performance management
framework will be prepared for your approval as the Financial Delegate
12. Advice relating to the procurement process.
12.1. Corporate Information and Property Services (CIPS) branch has consulted with:
a) A/g  Director,  Chris s22(1)(a)(ii)
,
- irrelevan    Finance Business Partner, to  confirm that there are
sufficient unallocated funds available within the cost centre,
b) Property Leasing,
c) Property Operations,
d) ICT, and
e) Security.
13. Parties seeking to influence the outcome.
13.1. No stakeholders have sought to direct aspects or outcomes of this procurement
activity.
14. Compliance with relevant NDIA policies and directives
14.1. As required under the NDIA Procurement Policy, Property Capital Works has consulted
with  Procurement  Branch  during  the  completion  of  this  document.  The  Procurement
Adviser was Julie Hanscombe.
14.2. This Proposal to undertake a Procurement has been prepared in accordance with the
NDIA  Procurement  Policy  and  NDIA  Accountable  Authority  Instructions  and  Financial
Authorisations.
14.3. In compliance with the NDIA Procurement Policy, any Procurement Connected Policies
that  apply  to  this  procurement  and  the  proposed  approach  for  managing  them  are  in
Attachment A.
14.4. In addition, this Proposal to undertake a Procurement is in accordance with the NDIA
Probity Protocol which includes the obligation for all Officers involved in a procurement
process  to  maintain  confidentiality  and  to  declare  any  conflict  of  interest  –  actual,
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Attachment A – Procurement Connected Policies and Additional
Commonwealth Procurement Rules Requirements
Mandatory under the NDIA Procurement Policy
1. Modern Slavery Act 2018
1.1.
The NDIA Procurement Policy states:
a) All procurements will require a risk assessment on modern slavery risks
associated with that work.
b) Industry such as ICT hardware, textiles, property services, construction, overseas
manufactured items, and overseas labour all carry modern slavery risks.
c) For procurement above $400,000, modern slavery considerations and mitigations
should be included in the risk register.
1.2.
A risk assessment has been undertaken on this procurement activity against the
Modern Slavery Toolkit for Government Procurement Officers - 326.3KB (external)
and it has been determined that there is low a modern slavery risk. This is further
detailed in Attachment B – Risk Assessment
2. Workplace Gender Equality (WGE)
2.1.
The Workplace Gender Equality Procurement Principles and User Guide (the
Principles) require Australian Government agencies to obtain a letter of compliance
from certain Tenderers (employers with 100 or more employees) which indicates
compliance with their obligations under the Workplace Gender Equality Act 2012
(Cth).
2.2.
The ATM Request Documentation will contain a standard provision in respect of the
Workplace Gender Equality Procurement Principles and Tenderers are required to
provide their letter of compliance with their Submission or prior to entering into a
contractual arrangement with the Agency.
2.3.
Tenderers will also be required to include in the Tenderer’s declaration that they are
either:
a) a relevant employer and have attached a current letter of compliance as part
of its Submission,
b) a relevant employer and if selected as the preferred or successful Tenderer,
they will provide upon request a current letter of compliance prior to entering
into any contract and acknowledge that failure to provide a current letter of
compliance when requested will result in it losing its status as the preferred or
successful Tenderer, or
c) not a relevant employer.
3. Commonwealth Child Safe Framework (CCSF)
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3.1.
The NDIA Procurement Policy states that the CCSF applies to procurements where
the potential supplier(s) will have contact with children in the delivery of services.
A risk assessment has been undertaken and determined that there is a low likelihood
of contact with children in the delivery of these services.
4. Privacy Act 1988 (Cth)
4.1.
In accordance with the Privacy (Australian Government Agencies — Governance)
APP Code 2017, a Privacy Impact Assessment (PIA) must be undertaken on any
projects that have a ‘high privacy risk’.
4.2.
A risk assessment has determined that there is a low risk of potential privacy issues,
noting that personal information will not be accessible in the delivery of the services.
5. Small and Medium Enterprises (SMEs)
5.1.
In accordance with sections 5.5-5.8 of the CPRs, this Procurement will apply
procurement practices that do not unfairly discriminate against SMEs and provide
opportunities for SMEs to compete.
5.2.
This Procurement is being undertaken through WoAG PSCP Panel which only has 3
potential suppliers, none of which are SMEs.
Other Procurement Connected Policies
6. Disability Action Plan obligation
6.1.
The Agency has committed to investigating whether a business that exists primarily to
provide employment or support to people living with a disability has the capability to
fulfil its needs before making any approach to market at or above the relevant
procurement threshold.
6.2.
Market research has been undertaken and it was determined that there are no
relevant suppliers that can fulfil this requirement.
6.3.
In accordance with the NDIA Procurement Policy, the ATM Request Documentation
will include an evaluation criterion related to support for people with a disability.
7. Indigenous Procurement Policy (IPP)
7.1.
The IPP (external) is intended to stimulate Indigenous entrepreneurship and business
development, providing Indigenous Australians with more opportunities to participate
in the economy, has three key components:
a) A target for purchasing from Indigenous enterprises.
b) A mandatory set-aside for all remote procurements and all other procurements
wholly delivered in Australia where the estimated value of the procurement is
between $80,000 - $200,000 (GST inclusive), which does not apply to this
procurement.
c) Minimum Indigenous participation requirements (Mandatory Minimum
Requirements or MMRs) where the expected contract value is valued at $7.5
million or more, all the goods and services will be delivered wholly in Australia,
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and the majority of goods or services are within one of the 19 industries specified
on the National Indigenous Australians Agency website. The MMRs apply to this
procurement.
7.2.
As MMRs apply to this ATM, the following actions will be taken:
a) The Request Documentation will require Tenderers to develop an Indigenous
Participation Plan and declare their level of compliance with any past contracts
that include MMRs.
b) The evaluation process will consider past MMR compliance, plans to increase
Indigenous participation, and the ability to achieve significant Indigenous
participation outcomes for contracts with a remote component.
c) Quarterly reporting will be required from suppliers against their Indigenous
Participation Plans. Additionally, suppliers’ performance will be assessed at the
end of the contract.
8. Shadow Economy Policy
8.1.
The Shadow Economy Procurement Connected Policy (external) requires an
assessment to determine if suppliers and first tier subcontractors have a valid and
satisfactory Statement of Tax Record (STR) for all contracts over $4 million.
8.2.
Consequently, all Tenderers to this procurement will be required to submit an STR.
9. Environmentally Sustainable Procurement Policy
9.1. The Environmentally Sustainable Procurement Policy (external) aims to reduce the
environmental impacts associated with Australian Government procurements and
applies to procurements for construction services valued at or above $7.5 million.
9.2. To address the policy requirements through this Procurement:
a) the ATM request documentation will include a requirement for Tenderers to
address and report against environmental sustainability through a Supplier
Environmental Sustainability Plan (SESP). The SESP is to be submitted as part of
the Tenderer’s submission.
b) the evaluation process will consider the Tenderer’s SESP.
c) following the award of a contract, the contract management team will be
responsible for managing the successful supplier’s commitments under the SESP
through the life of the contract, with reviews undertaken at agreed intervals to
determine any perceived risks to the delivery of the SESP or opportunities for
improvement.
10. Australian Skills Guarantee Procurement Connected Policy
10.1.The Skills Guarantee Procurement Connected Policy (external) establishes
minimum targets for apprentices and women in major construction, major ICT and
flagship construction projects.
10.2.This procurement is not considered major construction as it is fit out works and the
Australian Skills Guarantee Procurement Connected Policy will not apply.
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11. Payment Times Procurement Connected Policy
11.1. The policy (external) requires, large businesses (Reporting Entities under the
Payment Times Reporting Act 2020) that are awarded Australian Government
procurement contracts valued over $4 million (GST inclusive) to pay their
subcontracts valued up to $1 million within 20 calendar days.
This requirement has already been met through the Panel Head Agreement.
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