Description of the contract
Brief for Project Management of Hay Castle
1.0 PROJECT INFORMATION
1.1 The Client Body
1.1.1 The services required for delivery of this appointment are being procured by Hay Castle Trust Ltd.
1.2 Background
1.2.1 Hay Castle Trust Ltd has received funding from the Heritage Lottery Fund and other sources to deliver the Hay Castle Restoration Project:
For the first time in 800 years, the Castle in the heart of Hay-on-Wye, internationally famed Town of Books, is held in trust for the public. The project will rescue and conserve the critically at-risk Medieval keep and archway, Jacobean mansion and later service wing; restore and open the ancient gate - the oldest of its kind in the UK; reinstate the vital connection between the Castle and the town; and create a culturally and economically vibrant centre for the arts and training.
The project will include both traditional building skills and culinary training, a museum-standard gallery that will host touring exhibitions from major collections; a platform of sensitive design high in the castle keep that will create a memorable visitor experience; a characterful learning space to engage young and old; a reading room and archive; a catering kitchen and café; and flexible function rooms. The project will create new jobs and support the regional economy. Hay Castle will be a major heritage destination, with free access for everyone.
1.2.2 The Trust wishes to appoint a Project Manager consultant to undertake work envisioned as follows:
Provide project management services to advise on OJEU procurement process to tender for a contractor, manage the tender process and project manage the pre-construction and constructions phases of the project from RIBA Stage 4 (technical design) through RIBA Stage 6 (handover and close out).
2.0 THE TENDER
2.1 Brief
2.1.1 The Project Manager must be fully aware of the latest requirements of the HLF (strategic framework 2013-2018) and be well versed in the relevant guidelines for this work. The Project Manager will be required to understand the project by drawing on existing work, reports, plans and other research.
2.1.2 The scope of work for the Project Manager is outlined below. Please note that ‘Professional Team’ includes lead architect and other consultants.
2.1.3 The Project Manager will work closely with the Trust’s Managing Director and the Trust’s Project Committee. The Project Manager will be responsible for ensuring that the procurement process for the Contractor(s) is robust and compliant with all current UK and European legislation and not subject to any challenge.
2.2. Scope of services for Project Management through the Delivery Phase
1. Attend client, design, project, construction and other meetings.
2. Establish a structure and procedure for project, design, construction and other
meetings including frequency, function, required attendees, chairperson and responsibility for recording of meetings and circulating reports and other information.
Convene, chair and minute project meetings.
3. Prepare and maintain a Project Execution Plan (PEP) or similar management tool,
identifying the roles and responsibilities of the client, the Professional Team, the contractor and specialist sub-contractors and suppliers. Establish review, approval, variation and reporting procedures. Prepare recommendations for the client’s approval.
4. Agree financial and progress reporting procedures with the client and the Professional Team. Implement agreed procedures.
5. Issue instructions on behalf of the client to the Professional Team in accordance with the terms of their appointments/contracts
6. Monitor the performance of the Professional Team, and report to the MD.
7. Liaise with the Professional Team, prepare and maintain the programme for the
technical design, procurement and construction of the project. Monitor actual against
planned progress and report to the MD.
8. Liaise with the Professional Team and establish a structure and procedure for:
i. Quality management: Establish review, approval, variation and reporting procedures. Prepare recommendations for the MD’s approval.
ii. Programme management: Establish review, approval, variation and reporting procedures. Prepare recommendations for the MD’s approval.
iii. Cost management: Establish review, approval, variation and reporting procedures. Prepare recommendations for the MD’s approval.
iv. Prepare a scheme design or similar report summarising the project design, cost, programme and risk register. Establish review, approval, variation and reporting procedures. Prepare recommendations for the client’s approval.
v. Identify any long delivery building components and systems: Prepare recommendations for the Client’s approval.
9. With the appointed QS, confirm the scope of the Building Contract. With MD, obtain legal review of contracts.
10. Prepare a risk management strategy. Update and maintain the project risk register and advise on additional works req
uired by third parties.
11. In conjunction with the MD and appointed QS, prepare tender documents and advise on tendering and contractual procurement options in accordance with OJEU.
i. Manage the tender process and the issue of documentation.
ii. Attend tender interviews and assist drawing up set of questions and scoring
criteria matrices.
iii. Advise on the tenderer’s design and construction programmes and method
statements.
iv. In conjunction with the appointed QS, liaise with the Professional Team and
prepare a tender report. Prepare recommendations for the client’s approval.
v. Conduct negotiations with tenderers. Obtain documentation from the
Professional Team to confirm adjustments to the tender sum.
12. Obtain confirmation that required insurances are in place prior to
commencement of works on the site.
13. Obtain authorisation from the MD/client for additional costs where the
consultant’s limit of authority is exceeded.
14. Liaise with the MD/client, the Professional Team and the contractor and prepare and maintain a handover plan, or similar management tool, identifying the roles and responsibilities of the client, the Professional Team and the contractor. Establish review, approval, variation and reporting procedures.
15. Contract Administration may or may not be executed by the PM; we are asking for a separate fee quote for this service.
2.3 Timetable for Appointment of Project Manager and Project Timescales
2.3.1 It is anticipated that the Project Manager will be appointed by 1 September 2016.
2.3.2 Refer to the attached programme that indicates the Trust’s anticipated timescale to appoint the Contractor and other milestones.
2.3.3 Indicative Project Timescales includes: Planning Permission and Consents 1 October 2016; HLF Permission to Start 1 October 2016; Delivery stage to commence 1 October 2016 and conclude 1 February 2019; Award of Main Contractor 1 May 2017; Construction to commence 1 June 2017; and Close Out 1 February 2019. The tender will be tied to the stages of the project, not these specific dates.
2.4 Submission of Tenders and Fees
2.4.1 Tenders must be submitted, in an unmarked enveloped, no later than 22 July 2016 to the Managing Director (Nancy Lavin Albert). The Tenderers should provide one complete hard copy and one electronic version.
Nancy Lavin Albert
Managing Director
Hay Caste
Hay-on-Wye
Hereford, HR3 5DG
2.4.2 If, on checking the Tender documents, errors of extension or addition are discovered, the Tenderer will be given the opportunity of confirming their offer and amending the Tender to correct such errors.
2.4.3 Tenderers are required to return the following information:
1. Project methodology – short, succinct and practical in nature.
This should include a statement as to whether the Trust’s indicative programme for the project is achievable.
2. Submit fixed lump sum price inclusive of all expenses (exclusive of VAT). Include resources (days per month) and agreed day rate for potential overage.
3. Submit a separate fixed lump sum price inclusive of all expenses (exclusive of VAT) for carrying out Contract Administration role.
4. CV’s of relevant staff members. [Note: The Trust will require a single key Project Manager.]
5. Evidence of PI cover (minimum of £5 million for each and every claim). If this is
not available they tenderer should confirm that they would be eligible to obtain this level of cover if appointed.
6. Evidence of Public and Employer Liability Insurance (minimum of £5 Million). If
this is not available tenderer should confirm that they would be eligible to obtain this level of cover if appointed.
7. On no more than two sides of A4 indicate why the Trust should employ the
tendering firm or individual.
2.4.4 All Tenderers will be invited to visit Hay Castle during the tender process.
2.5 AWARD OF CONTRACT
2.5.1 All communications between tenderers and the Trust must be in English.
2.5.2 The Trust intends to award this contract to the tenderer who submits the most economically advantageous tender based upon the criteria stated below:
i. Price 40%
ii. Resource and relevant experience of project management 40%
iii. Understanding of the commission/ methodology and assessment of the key issues to be addressed 20%
2.5.3 The Trust reserves the right not to accept any of the tenders received or award this contract as a result of this procurement process.
2.5.4 The Trust reserves the right to terminate the Project Management appointment at any stage (or point within a stage) and does not guarantee that the successful Tenderer will carry out the Contract Administration role.
2.5.5 The Trust will not be liable for any costs incurred by the tenderers in compiling and
preparing this tender.
2.5.6 Tenders must remain open for acceptance by the Trust for a minimum period of 120 working days commencing from the date of submission of the tender.
2.5.7 Interviews for shortlisted individuals or companies will be held week commencing 15 August 2016.
2.5.8 The successful tenderer will be appointed using “The CIC Consultants' Contract
Conditions - second edition 2011.”
3.0 BUDGET
3.1.1
The construction cost currently estimated for the Delivery Phase is £4.1m (excluding preliminaries and contingency).
4.0 CONTACT DETAILS
4.1.1 Any questions should be addressed in writing by e-mail to the Hay Castle Managing Director Nancy Lavin Albert.
Email address: info@haycastletrust.org
Telephone: 01497 820 079
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