Contract procedures manual (SM021) - Part A – Appendix XXIX

Procurement plan

[Insert title of procurement activity]

[date]

[Version]

[UNCLASSIFIED]

Instructions – remove before signing the plan

Introduction:

Governance: The NZTA RAPID (Recommend; Agree (endorse), Perform, Input, Decide (approve)) decision making framework applies to this template.

To ensure appropriate governance is met, it is vital that Procurement agree to this procurement strategy ahead of the decision by the delegation holder to approve.

Contact Procurement for assistance in completing this plan.

This template:

Use this template for when the expected construction estimate is >$10 million and a 2 stage procurement process is being used. It confirms that the delivery model determined in the project procurement strategy (stage 1) is still correct and provides details of the procurement of the supplier.

Complete all sections marked with blue font. If required sections can be deleted if not applicable. The phrase should be deleted where information is completed. All sections in grey font are guidance only and should be removed before this plan is signed.

It is the ultimate responsibility of the GGM for the cost-centre this procurement activity is being funded by to ensure spend is aligned with the NZTA Procurement Policy, Procurement Manual and Contract Procedures Manual Part A.

The fully signed Procurement plan and contract must be saved into InfoHub and the Contract register updated. Every procurement activity needs a procurement decision record (PDR) number and one or more contract numbers.

Purpose

The purpose of this procurement plan is to:

reconfirm the delivery model to be used for the project

provide a brief update on the project status, and

document details of the procurement plan to be applied to the procurement of suppliers for the PW.

Objectives

<< List the high level objectives of the project, the foreseeable contract value and its key features or major scope items, OR attach the project procurement strategy and note any changes >>

Reconfirm the delivery model

We have reassessed the analysis made in the project procurement strategy, and reconfirmed the preferred delivery model is << traditional, ECI, DC, competitive alliance, pure alliance>>

Guidance: Update any information which may affect the delivery model selection or assumptions made in the project procurement strategy (i.e. property purchase)

OR

We have reassessed the analysis made in the project procurement strategy, and changed our preferred delivery model as follows…<<detail the change, and the rationale behind it>>

<<Describe scope of work: complexity/scope for innovation etc>>

Project status

4.1 Project development

This table details the status of the key aspects of the project development.

Item	Status	Comment (as required)
Consents, designation and other statutory approvals
Design peer review
Road safety audits
PW RFT development
Property acquisition
<<insert others as required>>

4.2 Market analysis

<<Describe the anticipated interest from the market>>

4.3 Alignment with the major projects programme

<< Status of the market in terms of current construction projects and other projects to be placed to tender >>

4.4 Significant project risks

<< Describe any other aspect related to the procurement of the PW suppliers, not included above, including any outstanding issues or significant risks to procurement >>

Procurement method

5.1 Market analysis

<<Describe the procurement process>>

5.2 Supplier selection method

<<Describe the supplier selection method to be used i.e. PQM, with proposed price/quality weightings. Include comment in relation to the $ per point for the SQP (sanity check). Include details on the non-price attribute weightings, even to sub-attribute level. Sub attributes should align with project’s key risk areas>>

Attributes	Weighting (%)
Relevant experience (3 projects)	[%]
Track record (as for RE)	[%]
Relevant skills	[%]
Methodology	[%]

Sub attributes These should be aligned to the project’s key risk factors / include details of likely TCA’s i.e. urban design	Weighting (%)
[%]
[%]
[%]
[%]

5.3 Exemption reason If required

Guidance: Complete this section if the procurement is for civil infrastructure and is:

by direct source where the value of the procurement is greater than: $200,000 or

by closed contest and the value of the procurement is greater than $400,000.

Delete this section if an exemption is not being requested.

NZTA needs to openly advertise a contract opportunity unless there is a justifiable reason not to.

The Procurement Manual and the Government Procurement Rules say we must record the rationale, the valid exemption from open advertising reason and the senior manager endorsement of the request.

Procurement Manual exemption rule applicable You must reference the specific Rule in the that you are relying on when seeking this exemption.	<choose the applicable rule and delete the other> 10.10 Direct appointment of a monopoly supplier or; 10.11 Direct appointment where competition will not help obtain the best value for money
Justification for the exemption approach	<Outline the reason(s) why you intend to use this specified procurement approach. The results of your market assessment can support your reasons for your intended approach. For example: Only one supplier for technical reasons, for example: further unforeseen purchases that must be from the original supplier for reasons such as equipment compatibility, warranty or clarity of defects liability Additional requirements where a change of supplier cannot be made for economic or technical reasons and would otherwise result in significant inconvenience or substantial duplication of cost] Pilot/prototype exemption will only be granted where subsequent full roll-out is to be sourced through a compliant procurement process and where the pilot/prototype supplier cannot be the only supplier for the full roll-out for technical/Intellectual Property Reasons
Supplier name	<insert supplier name>

5.4 Tender evaluation team

<< Provide details of TET members, including who are the qualified evaluator and TET Leader >>

<< If the project is to have a PMB/PAB, highlight NZTA staff who are proposed to sit on the Board >>

Name	Position	Role
[name]	[position]	TET leader (qualified)
[name]	[position]	TET member
[name]	[position]	TET member
[name]	[position]	TET member

5.5 Procurement timeline

<< Provide details of the procurement timeline i.e. RFT issued, group inception meetings, individual interactives, tender close, evaluation period, naming of preferred, contract award >>

Activity	Proposed timeline
Registration of Interest (4 weeks)	[xx]
Issue Statement of Interest and Ability (4 weeks)	[xx]
Announce Shortlisted Tenderers	[xx]
Issue Request for Tender	[xx]
Close of Tenders	[xx]
Award of Contract	[xx]

5.6 Other contracts

<< Provide details of any separate contracts to be procured i.e enabling works and how these will link to the main construction contract >>

Recommended by:	Signed	Date
<< Project Manager>>
Agreed by:	Signed	Date
<< Procurement Services >>
Approved by:	Signed	Date
<<Delegation holder >>