Lite procurement plan - Contract procedures manual (SM021) - Part A – Appendix XXVI(A)

Professional services contract

[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. All Procurement activity must conform to the NZTA Procurement Manual, and the Government Procurement Rules.

Consider each individual procurement activity in terms of risk and value and adapt the plan accordingly. Contact Procurement for assistance in completing this plan.

This procurement plan must be agreed (endorsed) by Procurement ahead of the decision by the delegation holder to approve through the Procurement Decision Record process.

A procurement plan is required before initiating a tender process e.g., Advertising the opportunity on the Government Electronic Tendering System (GETS).

This template:

Use this for low-medium risk professional services civil infrastructure procurement activity <$10 million in value and if a traditional delivery model is used.

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 must be saved into InfoHub. Every procurement activity needs a procurement decision record number and one or more contract numbers.

Purpose

The purpose of this procurement plan is to:

document the key considerations made in the selection of the preferred procurement model delivery of <<insert project name>>

confirm the high level details in the approach to be taken to procurement

describe the key scope components of the project

ensure competition for professional services within the market place is optimised and finite resources within the region are managed.

Background

2.1 Description

<<Provide brief description of the project, including history. List the high level objectives of the projects>>

2.2 Timeline

<<Please specify timeline for this project and contract completion period>>

2.3 Status

<<Include a brief description of the status of critical aspects of the project such as: funding, previous investigation, consultation etc>>

2.3 Capacity of the professional services supplier market

<<Describe supplier market and expected number of tenders with consideration of other projects that you are aware of that are due for tender and could cause any capacity constraints>>

Scope and key aspects of the contract

3.1 Scope of work

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

3.2 Project and base estimate

<<Provide high level breakdown of base estimate for this project>>

3.3 Key project characteristics and risks

<<Describe key project characteristics, opportunities and risks for this project eg programme constraints stakeholders, client involvement, control and capability etc>>

Procurement method

4.1 Professional services supplier selection method options

<<Describe the preferred supplier selection method including reasons why>>

Guidance note:

Direct source: This involves the direct selection of any suitable supplier, selection from an established panel or directly from a specific supplier for a specialist service, with a negotiated price (and other commercial terms). Typically, direct source is limited to contracts with an estimated value of less than $200K.

Lowest price conforming: This option is used when the best value for money is likely to be obtained by having suppliers compete on price only. Typically, it is only used where there is no premium to be gained from additional quality and the foreseeable contract value is below $5 million.

Purchaser nominated price: This option is used when the outputs of a business case are difficult to specify and where the price to be paid has already been capped.

Quality based (Brook’s law): This option is a quality-based selection method with a price negotiated following selection of the preferred tender. Typically, this option is used for complex projects, where the outputs are difficult to specify and there is a high risk that the available consultants will not be able to deliver the project.

Price/Quality method (PQM): This option is used when it has been determined that best value for money will be obtained by having suppliers compete on both price and quality and where there is a strong desire to select a supplier that offers the best combination of the two.

4.3 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 approve 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>

4.2 Non-price and pricing attributes

<<Describe the proposed weightings and explain split between price and non-price weightings>>

<<Provide a breakdown of attributes>>

Attributes	Weighting (%)
Relevant experience	[%]
Track record	[%]
Relevant skills	[%]
Methodology	[%]
Price	[%]

4.3 Physical works supplier selection method

Guidance: Specify the TET members. Indicate which member is the NZTA TET Leader. Indicate which member(s) is a certified evaluator>>

The TET will be made up of the following members:

[Name] (NZTA TET Lead)

[Name] (Certified evaluator)

[Name]

4.4 Procurement timeframe

Activity	Proposed timeline
Issue Request for tender (RFT) on GETS	[date]
Inception meeting	[date]
Interactive meeting	[week starting …]
Close of tender	[date]
Tender evaluation period	[date] – [date]
Naming of preferred tenderer	[date]
Target date for contract award	[date]
Contract start date	10 working days following award

4.5 Probity management

<<Edit the following to suit your procurement>>

It is essential that the agency demonstrates ethics and integrity in its procurements. This means:

acting fairly, impartially, and with integrity

being accountable and transparent

being trustworthy and acting lawfully

managing conflicts of interest

protecting the supplier’s commercially sensitive and confidential information.

Probity in this procurement will be managed by:

ensuring compliance with the agency’s code of conduct

ensuring that financial authority for the procurement is approved before proceeding to tender

ensuring everyone involved in the process signs a confidentiality agreement and declares any actual, potential or perceived conflict of interest

identifying and effectively managing all conflicts of interest

ensuring that all bids are opened at the same time and witnessed

numbering copies of suppliers’ tenders and returning them to the panel chair once the tender process ends

retaining one copy of each supplier’s tender and destroying the remaining copies once the tender process ends

treating all suppliers equally and fairly

providing each supplier with a comprehensive debrief at the end of the tender process.

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