The document provides guidance on selecting the right provider for a contract through the EU procurement process. It summarizes the two stage selection process, including understanding requirements in stage one and the procurement in stage two. Stage one involves defining needs, applicable procurement methods, and developing a procurement strategy. Stage two details designing selection criteria, issuing requests for proposals, evaluating bids, and selecting a provider. The document emphasizes the importance of clear communication, transparency, and following best practices to ensure a fair compliant process.

1. 1
Selecting the right provider for your contract
Today’s Team
2
Tony Newberry
Procurement Project Director, Sweett Group Limited
who are we
• Sweett Group is an international consultancy providing professional property
and infrastructure services
• Earned a reputation in the UK as being one of the top three consultancies’
to provide project and cost management services in retail, offices and
healthcare
• 2007 floated on the AIM - £61m
• Turnover – on for £100m 2013/14
where we operate: Worldwide
Sweett Group has a network of offices across Africa, America, Asia, Australia, Europe, Middle
East. Our geographic reach enables us to provide our clients with a full range of all our services,
whilst delivering local knowledge and global excellence.
1,300 employees in 54 offices worldwide

2. 2
Advisory Service – Procurement and Supply Chain
• Procurement team operational for 12 years
• Specialist in EU Procurement – not a QS
• Sectors include Education, Health, Local Authorities and Affordable Housing
• Affordable Housing is the Procurement teams core business area – 60%
• Operate across the UK – current contracts Manchester, Leicester, Bristol, London...
• Key clients include:
- Housing – Affinity Sutton
- Health – South Manchester Healthcare
- Education – Rydens School
- Local Authorities – Stevenage Borough Council
- Charitable – H F Trust Ltd
- Other – BBC
- To name but a few....
5
Key Services
• EU Procurement Compliance
• Procurement Strategy
• Project Management
• Performance Management
• Framework Management
• Critical Friend
• Peer Reviews
Objectives of the Event
• Fundamentals of Selection
• Generic Guidance (EU Procurement)
• Demonstrate a 2 stage process as a case study
• Learning
• Guidance for consideration
• Interactive
• Hopefully enjoy an ‘interesting’ subject
6
Rules of the event
• No Screaming, kicking or punching
• Eye gouging is not permitted
• Spear tackles “maybe” met with a yellow card
• Everyone has a voice and a right to be heard
• Respect opinions
• Please listen, get the messages and put in to practice
• This is valuable time well spent
• Please enjoy and be interactive – or it’s a few hours of me!
Agenda
• Welcome
• Agenda and Objectives
• Introductions
• EU Procurement – Background
• Procurement Methods
• Putting the rules in to practice = best practice procurement
• Case Study

3. 3
Introductions
• Name
• Company
• Position
• One thing that we should know about you
9
EU Procurement
Government Spending
£230 Billions
Spent on Public
Procurement
Efficiency and Reform Group
Pressure on public sector procurement?
1. Focus on cost reduction
• Remove requirement
• Reduce scope
• Get a cheaper price
2. Increased buying power
• Centralised purchasing
• Category Management
• More Services for less
3. Better co-ordination across the
geographic area / alignment with
others
• Does this mean standardisation
4. Budget control
• Publishing of contracts
• Data Collection and Information
sharing
5. Risk and Demand Management
• Forward planning
• Market understanding
6. Supplier landscape will change
• Less suppliers? Larger Contracts?
• What does this mean for SME’s?
…And all of the previous requirements
including EU Procurement!

4. 4
- 13 -
Who does it affect?
• Contracting Authority
• National / Local Government
• Economic Operator
• all tax payers!
- 14 -
The Aims
• free movement
• anti national discrimination
• competition
• restructure markets and achieve economies of scale
• stimulate research and development
• transparency and objectivity
- 15 -
OJEU
Often called “OJEC/OJEU” Process, “EU Procurement”, etc
Definition - Public Procurement
“Purchasing by public sector authorities and bodies of
works, services and supplies”
EU TREATY
EU Procurement
Directives
Enacted in English Law
(Statutory Instruments)
The Public Contract
Regulations 2006 & 2009
- 16 -
What does it mean?
• all have a right to know about the contracts that are available
• all Candidates and Tenderers need to be assessed on an objective and
fair basis
• robust and understood procedures should be used to ensure equal
treatment
• minimum timescales to be used to allow bidders time to prepare
• criteria set in advance and published
• all have the right to know who was awarded the work and right to
challenge

5. 5
I’m not public sector.....
• Tax payer
• Best practice procurement
• Leading change through out Europe in procurement
• Legal support – decisions helping you define a course of action
• Increased probity in decision making
• Put value at the heart – but value is what you want it to be!
• Match the outcome to the strategy
17
Stage one –
Understanding Requirements
- 19 -
Classification?
Stage One – Understanding Requirements
Part A Services
(full process)
Accounting, auditing, book-keeping, Market research
and opinion polling, Management consultancy,
Architectural, engineering, urban planning, landscaping
and related technical services, Advertising, Building
cleaning and property management, Sewerage and
refuse disposal, IT Services, Financial Services
Transport and courier services, Maintenance and repair
of vehicles and equipment…..
Catering, Legal, Security, Educational Health and Social
Recreational, Cultural and Sporting….
Part B Services
(part process – limited to
technical spec, contract
award notice only)
- 20 -
Stage One – Understanding Requirements
• hierarchical support (Board)
• budget holders
• Service Delivery Management
• users of the agreement
• inter-related departments – IT / finance
• tenants
• local residents
Gathering information

6. 6
Example RACI
21 - 22 -
Statement of Need:
• RACI
• how will they use?
• who is affected by their delivery?
• quantify – current providers, value, service, contracts, cost model, performance
data, service level requirements
• 360 degree review
• summary for desktop review
“To get to where you want to be,
first you must understand where you are now’’
Stage One – Understanding RequirementsStage One – Understanding Requirements
- 23 -
Does EU Procurement apply?
Supplies Services
(maintenance)
Works
(new build)
£173,934
or
€200,000
£173,934
or
€200,000
£4,348,350
or
€5,000,000
EU Procurement Thresholds apply from 1 January 2012 to 31 December 2013.
• Net of VAT
• based on estimated value
• aggregation
– over 4 years
Stage One – Understanding Requirements
- 24 -
Stakeholder Workshop
End User Voice Workshop
• review information gathered
• what needs to change?
• what do we want to keep?
• what does ‘good’ look like?
• what agendas do we have to consider?
• what are the risks to be managed?
• revised profile ready for procurement
Building a Procurement Strategy
Stage One – Understanding Requirements

7. 7
Defining Value For Money
- 25 -
• VfM is the optimum combination of cost, quality and fitness for purpose to
meet the buyer’s requirements (it is not about the lowest price)
• Local authorities are subject to the Best Value guidelines – how does your
business define it?
• Embraces the concept of the ‘price-quality’ relationship
• Selection usually will be made on the most economically advantageous
tender (MEAT)
- 26 -
Stage One – Understanding Requirements
• define what is required
• consult with providers
• understand interest
• can the service and objectives be met?
• ready to ‘sell’ the strategy?
Can the market meet the requirements?
- 27 -
Restricted procedure:
• key stakeholders
• user engagement
• programme
• understand workload
• knowledge
• buy-in through communication
Stage One – Understanding Requirements
Procurement Core Group
- 28 -
Stage One – Understanding Requirements
Restricted
• most popular
• 2 stage process
• clear requirements
• no negotiation
• a large number of providers
Open
• used for exacting specification
• 1 stage process
• straight to tender
• no negotiation
• limited market place
Competitive Dialogue
• specialist requirements
• 3 stage process
• PQQ stage, ITPD then ITT
Accelerated Restricted
• emergencies
• same as restricted
• timescales
• Economic Circumstances (government
economic tool in 2010 and 2011)
Which procedure?

8. 8
29
Procedure Characteristics When the procedure is adopted
Open All qualified applicants must be given
the opportunity to bid
For lower risk procurement where supplier
capability is less important or where the focus
is on price
Restricted Two stage process with facility to
shortlist (PQQ + Tender)
Where capability of supplier is key
determining factor in the delivery of the
contract, market response likely to be huge to
allow short-listing
Negotiated Two stage process with facility to
negotiate at second stage
Specification is not clear or some creative,
artistic or expert input is required.
Competitive
Dialogue
Two stage process with facility to enter
into a dialogue with potential suppliers
to consider potential solutions and
refine specification before invitation to
tender
Complex procurement where suppliers
expertise has significant impact on the
development of the specification
Stage One – Understanding Requirements
- 30 -
“an agreement or other arrangement between one or more contracting
authorities and one or more economic operators which establishes the
terms (in particular the terms as to price and, where appropriate, quantity)
under which the economic operator will enter into one or more contracts with
a contracting authority in the period during which the framework agreement
applies”
Source: Office of Government & Commerce
• procurement of a source or sources that may meet your current and longer term
needs
• an enabler to further call-off from a pre-selected list achieved through a robust EU
Procurement process
Stage One – Understanding Requirements
What is a framework agreement?
- 31 -
Client
secure long-term
commitments
reduced tender time
and improved quality
performance
measurement and
improvement
integrated teams
and added value
limited negotiation
agreed framework
for pricing
Supply Chain
secure stable
relationship
access to long term
work commitments
process
knowledge and
improvement
standardisation
added value
project delivery
improvement
i.e. quality, satisfaction
+ =
A good mix for all
parties
Stage One – Understanding Requirements
What are the benefits of a framework agreement?
Stage Two –
The Procurement
‘Restricted Procedure’

9. 9
- 33 -
Stage Two – Procurement
• timing benefits
• reduced administration
• ease of access
• username and password
• post box
Electronic procurement
- 34 -
• Design of the PQQ
- Reg 23 - Ineligiblity
- Reg 24 - Financial Standing
- Reg 25 - Technical & Professional Ability, Experience
- Use the strategy / further consultation
- Weighting / Evaluation
• Design the Contract Notice / PIN?
- Informed by the Procurement Strategy
- Needs to be exacting in description and complete
- Issue via SIMAP ( 37 days / accelerated?)
• PQQ Process
- EOI / Bidders Days
- PQQ Issue (electronically)
- PQQ Clarifications
- PQQ Evaluation Workbook
- Receipt and Compliance Check
- Evaluation / Adjudication (optional)
- Inform and Feedback
- *Consortia
Output
Identify Tenderers (min. 5)
Benefits
Transparent process
Clear and recorded decisions
Stage Two – Procurement
Selection procedure (looking back)
- 35 -
• Design of the ITT
- Clear instructions for tendering
- Specific requests for proposals
- Use the strategy / further consultation
- Weighting / Evaluation Criteria
• Pricing Document
- Design of a pricing template
- MEAT / Lowest Price
• Contract / Framework Agreement
- Preparation of documents
• Client Brief
- Specific needs
- Performance Management - KPI’s, other.
• Technical Brief
- Technical Standards
• ITT Process
- ITT Issue (electronically)
- ITT Clarifications
- ITT Evaluation Workbook
- Receipt and Compliance Check
- Set up Client Evaluation
- Undertake Commercial Evaluation
Stage Two – Procurement
Award procedure (looking forward)
Output
Definitive Tender Documents
Benefits
Clear expectations of Tenderer
Clear and recorded decisions
Tenderers meet RSL’s needs
Example Scoring Criteria
36
Score Response Type Reason indicated for Score
0 Non-compliant response No relevant information / solution provided in response to
contract requirements.
1 Unacceptable response Partially compliant response but with serious deficiencies
in solution offered, indicating serious difficulties / inability to
deliver contract requirements.
2 Unsatisfactory response Partially compliant response with shortfalls in solution
offered, indicating not all contract requirements could be
met and thus difficulty in delivery of the contract.
3 Acceptable response Compliant response, indicating basic contract
requirements are met but not exceeded. Contract could be
delivered.
4 Good response Compliant response, clearly indicating entire delivery can
be met and solution offers some limited benefits beyond
stated requirements.
5 Excellent response Compliant response, bidder illustrated comprehensive
understanding of contract reqs. Proposed solution
provides significant additional benefits beyond stated reqs.

10. 10
Example Weighting
37 - 38 -
• Interviews – Verifying Proposals
- Organisation
- Interview
- Summarising and Scoring
• Site Visit – Verifying Proposals
- Organisation
- Attendees and Facilitation
- Summarising and Scoring
= reality check of proposals
Stage Two – Procurement
Interview and site visits
Output
Verification of tendered proposals
Benefits
Prove or disprove proposals
Meet the management team
Test technology
Inspect quality
- 39 -
• Recommendations Report
- Summary of process
- Collation of scoring data
- Recommendation for Cyril Sweett
- Presentation to Board
• Award
- Inform successful and unsuccessful Tenderers
- Standstill period
- Provide feedback to failing Tenderers
- Communicate with candidates
- Manage any challenge – to date
• Contract Sign-off
- Achieve early contract sign-off
Output
Supporting report to validate process and
decisions made.
Manage failing Tenderers
Benefits
A compliant EU Procurement process is
achieved
Selected Tenderer's meet the needs of
the RSL
Stage Two – Procurement
Awards
The lessons
• Consultation
• You should always define what you need - Statement of Need
• Provide fixed timescales – work to your programme
• Clear outline of expectations - don’t skimp on the brief (you’ll pay for it.... )
• Apply a market test – don’t ask for the moon and stars!
• Consider which procedure is right for you – pens / houses
40

11. 11
The Contract Notice...
• Must be exacting in it’s needs and
adequately describe the procurement
• Can often be the point of challenge in
any procurement – wrong CPV Codes
(category), wrong NUTS code
(location) etc
• Is usually the only notification to
market and is driven by a defined
timescale – 37 days.
• Is where most mistakes happen –
impact = no or zero response
41
A London Borough wish to appoint an
Architect for the redevelopment of a
housing site they have. The Contract
Notice is seeking Expressions of
Interest from Architects for the
scheme it has been published today.
Look through there are 6 mistakes
which you should try and find.
In teams. See if you can spot them.
Break
The mistakes are:
• II.1.3 the wrong box is highlighted, should be public contract not framework
• II.1.8 the contract is not divided into Lots
• II.2.3 the contract is not subject to renewals (it is a one off)
• IV.1.1 It cannot be accelerated restricted procedure these days for the reason given
• IV.1.2 minimum number of 2 to tender is considered too low
• IV.3.4 with the notice being published today the return date is too soon
If you find any more you get brownie points!!
43
Important to note...

12. 12
Five recent ‘notes to self’
• Test for Equality and Diversity – Process for assessment and how it is monitored needs to
be included in recommendations reports.
• Financial Standing – D&B, insurance, turnover thresholds, accounts.
- Cannot use one of the criteria to exclude a candidate – can use as part of the reasoning but not
all. It all has to be proportionate.
• Tax Compliance – statement required in procurement documents to promote tax compliance.
If the statement is negative, the onus is on the Contracting Authority to reject the candidate.
• Social Value Act 2012 – Encourages the supply chain to contribute to a local provision as a
result of winning the contract. Be clear in strategy of the expectation, put in the PQQ as a brief
and measure in the ITT (Caution – Framework Agreements)
• Exclusion for Past Misconduct – Forposta (Poland) were omitted from the tender process on
that basis of past performance and challenged. Regulation 23 (4) allows for that to occur but
you must include the ‘discretionary; clause in the PQQ and determine what is or is not
appropriate conduct. Must be over a set period e.g. 3 years. They must be responsible for the
failure!
-
45
BUT!!!!!
The rules are about to change!
EU Procurement Changes
• In July 2013 final negotiations completed between EU and its member states on changes to EU
Procurement Rules.
• Final confirmation of the negotiated changes will be released this Autumn with changes to be
implemented (become law) by June 2014.
• Timeframes for change are to allow the UK to take advantage of the benefits as soon as
possible as it removes a significant number of ‘bureaucracy” and can help the UK economy by
procuring contracts faster, less costly and invite greater competition
.
• Principles for transparency will not change
• Same rules are going to apply (so you have not wasted your time here!) but with some
flexibility.
• Emphasis on assessing quality and innovation – MEAT becomes standard / new process to
encourage innovation.
47
What are the key changes ‘expected’
• Public Sector organisations that have subsidiaries need not tender the requirements and ask
the subsidiary to bid via OJEU if they Contracting Authority has a decisive influence over the
subsidiary, the subsidiary does more than 90% of the work or has no private equity investments
.
• Much simpler process of assessing bidders’ credentials, involving greater use of supplier
self-declarations, and where only the winning bidder should have to submit various certificates
and documents to prove their status.
• More freedom to negotiate – constraints on using the negotiated procedure have been
relaxed, so that procedure is available for any requirements that go beyond “off the shelf”
purchasing.
• Poor performance under previous contracts is explicitly permitted as grounds for exclusion.
• The distinction between Part A and Part B Services has been removed, and a new light-touch
regime introduced for social and health and some other services. There will be OJEU
advertising and other specific obligations for this new light-touch regime, but a much higher
threshold has been agreed
48

13. 13
• Electronic marketplaces for public procurement are expressly permitted, removing any doubt
as to their legality.
• The statutory minimum time limits by which suppliers have to respond to advertised
procurements and submit tender documents have been reduced by about a third. This flexibility
could be helpful for speeding up simpler or off-the-shelf procurements, but still permits longer
timescales for requirements where bidders will need more time to respond.
• NOTE The directive includes a binding commitment on the Commission, to review the
economic effects on the internal market as a result of the application of thresholds, which could
lead to an increase in the thresholds, which have been broadly static for 20 years. The
review must happen within 3 years of the directive’s transposition.
• Insolvency and Contract Variations – significant changes (scope – up to 50% value change if
its the contracting authority making the change; value increases can be agreed of up to 5% of
the contract value provided it remains below EU thresholds; transfer of business following
insolvency is permitted without needing to retender) dealt with under the new rules.
49
• Legal clarity that buyers can take into account the relevant skills and experience of individuals at
the award stage where relevant (eg for consultants, lawyers, architects, etc).
• Improved rules on social and environmental aspects, making it clear that:
- social aspects can now also be taken into account in certain circumstances (in addition to
environmental aspects which had previously been allowed).
- buyers can require certification/labels or other equivalent evidence of social/environmental
characteristics
- e-procurement will become mandatory
- improved safeguards from corruption:
- safeguards against conflicts of interest
- provision against illicit behaviour by candidates and tenderers,
50
• encourage and allow preliminary market consultation between buyers and suppliers, which
should facilitate better specifications, better outcomes and shorter procurement times.
• Turnover cap has been introduced to facilitate SME participation. Buyers will not be able to set
company turnover requirements at more than two times contract value.
• A new procedure has been introduced: the “Innovation Partnership” procedure. This is
intended to allow scope for more innovative ideas. The supplier essentially bids to enter into a
partnership with the authority, to develop a new product or service.
• The full life-cycle of costings can be taken into account when awarding contracts; this could
encourage more sustainable and/or better value procurements which may save money over the
long term but appear more costly on the initial purchase price.
• Development Land Agreements no longer under threat of eu challenge –provided that a deal
to build is significantly influenced by the requirements of the contracting authority,
.
51
• E-certis
- “E-certis” will be a central, on-line point where suppliers can find out the type of documents
which they may be asked to provide in any EU country, even before they decide to bid. This
should be of particular help when suppliers wish to bid cross-border, as they may be unfamiliar
with the detailed requirements of other EU Member States.
- This includes a new European Procurement Passport (renewable every 6 months).
- Organisations can had 90% of any PQQ ready to go
- Less costly to put together an application
- Easier to assess – tick box approach?
- Speedier procurement (remember the improved timescales)
52

14. 14
Case Study –
Coastal Housing Group
Coastal Housing Group
• Affordable Housing Provider
• Swansea
• 4000 Homes
• Major Development Partner with Welsh Assembly
• Focus on local engagement, Service Delivery, Quality and
Sustainability
• Big ideas – regeneration, employment, retention and legacy
• Key – People, Contractors, Commitment and Transparency
The Sweett Commission
• Set up a Development Framework
• Partnering ethos
• Local supply chains
• Value bands
• Cross regional boundaries
• Working with others - CPB
• Big ideas matched with Big Ideas
• Credible number of ABLE providers
• THINK THE SAME WAY AS US
55
Workshop – Defining the Need
56

15. 15
Procurement Strategy
Be the best
Affordable Housing
provider in Wales
Value for Money
Best cost base Competitive pricing
Quality People,, Finish,
Materials, Process
Excellent Customer
Satisfaction
Quality Homes KPI Scores
Low Maintenance
Costs
No Defects, WLC,
Energy Effivciient
Sustainable homes
CfSH Level s 3 -6
Small and Large
projects
1 home – 50 homes
Economic Growth
Localism TR&T
Legacy Employment
57
Contract Notice
58
Coastal Housing Group
&
Partners
Bidder’s Event
8th November 2011
Contractor Framework for
Development and Refurbishment
60
A3. Quality (10.00%) APPENDIX A (1) Guidance
How will you work with Coastal Housing Groups appointed Clerk of Works during
the contract and at Practical Completion to ensure smooth completion of the
snagging process , handover of o&m manuals and health and safety
information?.
Detailed proposals for dealing with
contract works and snagging. Clear
willingness to work with the clerk of
works and understanding of process.
Propose how you will manage quality control including your commitments to
manage and respond to defects within a defined policy and procedure that you
have adopted. Support with a practical example to demonstrate how this works
in reality.
Outline the processes you have in
place in terms of defect management
and quality control. Provide
examples of how you tackle defects if
they arise.

16. 16
61
A4. Risk Management (8.00%) APPENDIX A (1) Guidance
(a) How will you contribute to the management of Health & Safety risks
on site and on completed projects?
Understands construction industry
H&S. Shows how they manage their
risks pre-construction and on site.
Understands potential post
completion risks. Corporate
measures in place to managerisks.
(b) Project Crisis
(i) How will you manage a project that is in crisis? Your response should consider
but not be limited to identifying a project in crisis; how the business and
management team will respond.
It may be appropriate to demonstrate your proposals using an example(s) that
may consider issues related to resources, technical problems, cost, financial
standing, sub-contractors, design, supplies, clients response, engagement of
the project team etc.
(ii) How do you propose to capture learning from the project teams in managing
a crisis? Your response should be supported by the top 5 lessons from previous
projects to show how the process works and how you transferred that in to
new projects.
Provide a detailed account of a real
project crisis which required your
project team to take a lead in
resolving the issue. You should
attempt to demonstrate your
experience and the processes you
follow to reach a satisfactory
outcome and how the learning
gained through the experience is
used to improve your risk
management on future projects and
which will benefit CHG..
62
A5. Commercial Approach (5.00%) APPENDIX A (1) Guidance
(a) Please demonstrate how you will balance quality against cost to achieve our
goals. Specifically address cost/value and cost in use across the life of the
development.
Clear proposals for achieving quality
whilst understanding cost
implications. Each stage of the
development process discussed and
addressed.
(b) Please tell us how you propose to help us achieve best value at all stages of a
development project.
Specific proposals of how to deliver
best value at all key stages of
development project. Supported with
evidence.
c) We have provided estimates of the framework pipeline but we expect all
framework partners to help with generating business. How will you source
new development opportunities for Coastal Housing Group and make CHG
your first choice?
Understands mutual benefit of
developing new business.
Understandings changing nature of
Registered Providers development.
Gives proposals for developing new
businessand finding sites.
63
A6. Continuous Improvement (5.00%) APPENDIX A (1) Guidance
(a) How should previous knowledge and experience be captured and how would
you propose to share this to the benefit of Coastal Housing Group and
Framework Partners?
Structured approach to learning and
avoiding repetition of mistakes.
Systems in place to capture tacit
knowledge.
(a) (b) During the framework there will be changes to legislation, funding
conditions, and lessons learnt from other schemes or installations etc. Discuss
how you will proactively address these issues and how you will ensure such
changes are appropriately integrated to ensure that the risk and impact on the
schemes are reduced for the schemes you will be involved in and for Coastal
Housing Group and their development process. Please include in your response
any imminent changes you are aware of.
Specific proposals and evidence of
being able to update Coastal Housing
Groups on various issues requested.
Proactive approach that ensures
service of the highest standard to the
benefit of the client. Understandings
implications on the client and acts
accordingly.
64
A7. Sustainability (8.00%) APPENDIX A (1) Guidance
(a) Coastal Housing Group is currently working with WRAP and their halving waste
to landfill programme to reduce waste and use materials efficiently. How will
you identify and prioritise options to reduce and reuse waste and increase use
of recycled content on projects let through the Framework, and use the SWMP
to help meet our cost saving and waste objectives.
Understanding of halving waste to
landfill initiative and its targets, whilst
providing specific proposals for
achieving. Considered discussion
regarding SWMPs..
(a) Please outline your selection process for the appointment of a company to
undertake code for sustainable homes assessments. Include an outline of how
the assessor will work with you and CHG and their scope of work covered within
their appointment.
Provide details of your selection and
evaluation procedures for the
appointment of code for sustainable
home assessors and outline how their
input will be delivered.
(a) How will a code assessor provide practical and value for money solutions for a
social housing client particularly in order to meet the higher standards required
to achieve level 4 approvals.
Provide real examples of how code
level 4 requirements have been
provided in a practical and value for
money sense.

17. 17
65
A8. Targeted Training & Recruitment Training Plan (5.00%) APPENDIX A (1) Guidance
(a) Can you give practical examples of how you would engage with agencies that
work with young people and long term unemployed to fill the positions created
by targeted recruitment and training clauses?
(b)How would you involve the Client in the recruitment of the TR & T
requirements?
(c) What TR & T monitoring measures would you put in place to ensure you
delivered on your TR & T responsibilities?
(d)What actual Community Benefits would envisage you could deliver through
your Corporate Social Responsibilities Objectives/Policy?
(e)Provide a detailed plan for TR&T including commitments to employment,
apprenticeships and training for every £0.5M of turnover achieved within this
framework. The plan should be an annual plan and targets and reflect a
turnover of £0.5m per annum.
Identify relationship and strategies
that have and will be developed to
meet your TR&T plans.
Insert Sweett Slides
Stakeholders
67
- RACI
- Follow through the process
- Implement strategy
- Decision makers
- Satisfied with results they produce
- Applied the scoring regime and weightings they
set
68

18. 18
69
No. Contractor Section E - Experience
Question 17 - Experience
1.1 - Med and
High Density
1.2 - Low
Density and
Rural
2.1 -
Affordable
Housing
2.2 - Private
Sale & Market
Rent
(/4) % 1.0000 (/4) % 1.0000 (/4) % 2.0000 (/4) % 2.0000
1 Wilmott Dixon 3 75 0.7500 3 75 0.7500 3 75 4.0000 3 75 1.5000
2 Midas 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000
3 Dawnus 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000
4 Wates 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000
5 Vinci 3 75 0.7500 3 75 0.7500 3 75 1.5000 3 75 1.5000
Rank
Comments
Rank in
scoring
pre CDM
Contractor
CDM
Assement
1 Very impressed with the examples from around the country - well presented. 1 Wilmott DixonPass
2
Good submission and strengths in the business - experience was not very descriptive
but demomnstrated their ability. 2 Midas Pass
3
Good variety of work across the themes of the pqq - some repetitive. Demonstrates
good examples. 3 Dawnus Pass
4 Some very good experience from across the UK and some local. 4 Wates Pass
5 Some very good experience from across the UK and some local. 5 Vinci Pass
Exercise Time
Tender Question - Exercise
71
• As a local company, how might you
emphasise that you have a number of
advantages?
Tender Question Answer - Exercise
72
Wrong Answer:
The Council should give contracts to local companies as a matter of course, because
it retains profit in the area and improves local employment levels.
Right answers:
Lower Cost Base
Close proximity to client : Allows customers to change their requirements at short
notice
Local knowledge: Specialised knowledge of local issues or local communities
Fast response time, leading to better and more flexible service
Improved environmental impact of shorter travel distance; potential economies of
expenses
Commitment to sustainable procurement (Investing in Local Supply Chain)
Corporate Social Responsibility (Community Investment & Involvement)

19. 19
ITT Weightings
73
Background for ITT Questions
74
PQQ Success –
Onto the Next stage
ITT Returns

20. 20
• Formal receipt
• Tender opening
• RACI – Team formed (specialists)
• Known format (PQQ)
• Clarifications
• Pricing Summary
The interview
• Clarification interview
• Panel
• Key criteria – present your proposal
• Key criteria – additional attendee for TR&T
• Demonstrate you can deliver
• What sets you out from all the rest
• Do you think the same as us?
78
Nearly there!
Winning factors
• Confidence
• Competence
• Could deliver
• A can do attitude
• Different from the rest
• Leadership and willing to lead
• Knew the client but never worked with them before (homework)
• Left the client excited to do business with them
• TR&T – not just operatives but office skilled people

21. 21
Contractors View
81
Well Run process from
start to finish
Up front research and
understanding of Client
pays dividends
Challenging questions
that made team think.
Page restrictions mean
that responses are
succinct and to the
point
Result =
1st - 85.938%
Is it worth it?
EU....2014