Collaboration – The Mid- Experience

Suzy Ratahi Road Network Operations Team Leader District Council

Statistics – local roads only

District Population Sealed Road km Unsealed Total Bridges Urban Rural Road km

Ashburton 31,000 194 1,307 1,142 2,643 170 Mackenzie 6,000 50 158 523 731 97 Timaru 43,900 229 729 757 1,715 291 Waimate 7,500 58 637 646 1,341 182 Totals 88,400 531 2,831 3,068 6,430 740

Current Maintenance Spend $12.23m p.a The Network – it’s diverse Timeline

 January 2013 Combined Sub-regional TLA Workshop  April – August 2013 Technical Discussions of Sub-regional TLA Staff  October 2013 Local Government Elections  Early 2014 Mayoral Discussions  2 April 2014 Mayoral/CE Summit Meeting  May – June 2014 MoU signed by Mackenzie, Timaru and Councils’  June 2014 Opus Project Manager Appointed  August 2014 Ashburton join MoU  July 2014 – October 2015 Technical Liaison group formed  July/August 2015 Mackenzie, Timaru and Waimate single contract and schedule road resurfacing tenders for 2015-2017 called and accepted  10 August 2015 Road operation and maintenance tenders called  30 October 2015 2 unconditional tenders plus 2 conditional tenders accepted  1 December 2015 5 year road maintenance contracts(4) commencement  July 2016 Review of MoU Objectives/Deliverables Contract #2191- Road Resurfacing - 2015-2017

Council Principal to Contract

 1 contract supported by irrevocable multi party funding agreement

 1 agreed specification with 1 schedule of quantities which equalised the unit costs

 Procurement – Lowest Price Conforming

 3 tenderers ranging from $8,478,267.38 to $8,551,621.60 Downer successful

 TDC Land Transport Manager as the Engineer to Contract

 Each TLA has Engineer’s Representative Road Operations and Maintenance Preparation of Contract Documents

• Robust debate over number, scope and scale, duration

• Agree on common contract specification

• Unique aspects for each TLA detailed in Common Appendices

• Common basis of payment

• 5 year term

• RAMM Contractor/Pocket RAMM integration Road Operations and Maintenance - tendering

• 4 separate tenders advertised

• Conditional tendering permitted

• Identical calling and closing dates

• Transfer payments between TLA’s permitted so no Council disadvantaged

• Common independent ‘Engineer to Contract’

• ‘Engineer’s Representatives’ are TLA staff with coordination Road Operations and Maintenance – Tenders Received

Unconditional Conditional Tenders Tenders

• Council 5 3

• Council 2 2

• 4 3

• 4 2

7 Tenderers, 25 bids Road Operations and Maintenance – Tender Evaluation

• PQM Evaluation – NZTA Rules rewrite (Lowest Price = Estimate)

• Simultaneous but separate evaluation of tenders for 4 contracts

• TET comprised 1 independent chair, 1 staff from each TLA

• 2 TET Advisors

• Compulsory Tenderer Briefing

• Presentations/interviews for all Road Maintenance Tender Results

• Ashburton District Council Fulton Hogan Ltd Unconditional Tender • Timaru District Council Fulton Hogan Ltd Unconditional Tender

• Mackenzie District Council Whitestone Contracting Ltd Conditional Tender • Waimate District Council Whitestone Contracting Ltd Conditional Tender

NB. The conditional tenders involve a transfer payment between Mackenzie and Waimate District Councils. Learnings

• Resource hungry

• Understand each Councils key drivers

• Consensus or majority rules? Use an independent Chair?

• Knowledge Sharing, upskilling, and supervisory staff/contractors able to cross boundaries

• No initial savings in the tendering and evaluation process in running 4 tenders concurrently/simultaneously

• Consistent approach of contract supervision/management required

• Local market conditions = large influence

• NZTA procurement rules are inhibiting Refreshing the MoU OBJECTIVES “The parties will improve management and operation of their road networks by working together”. • Continually improve the performance of their asset management processes, the outcomes and consistency of service delivery in respect of their respective road networks. • Improve investment decision-making, while recognising and accepting appropriate risk. • Attract, develop, and retain good internal human resources and capability. • Enhance governance through shared policy and strategy. • Provide a sustainable market for affordable specialist resources. • Become “smarter buyers” and recognised as leaders with best practice in asset management and road network operations. • Enhance customer satisfaction. • Formulate Programmes of work that will enhance the delivery of local services • Further embed safety in the cultures of the respective organisations. What’s next?

• Progress slowed following Maintenance Contract award • MoU Objectives broken down to Workstreams • RAMM Data Management • Professional Services (External) • Corridor Management • 30 Year Infrastructure Strategy development • Technical Reviews • Sharing Resources and Skills • Joint Procurement of Works • Collaboratives Organisational Structure • Maintenance Contracts Consistency Coordination • Design and Construction Consistency RAMM Data Management

 Data management Plan  Pocket RAMM – Make it (metadata review sing! Austroads)  dTIM’s review status and  RAMM inventory Data develop strategy for review, gap analysis delivery  Regionals RAMM User  RAMM Contractor – Group consistency to enable benchmarking  ONRC Tool Snapshot Pocket RAMM - Making it sing!

 Development of the relatively unused assessment tool in RAMM  Quality Control Audits linked to Dispatches  Under Development

RAMM Contractor Assessment Tool

 Customisable  Linked to Contract Specifications  Different weightings can be applied  Opportunities are endless  Client/Contractor Use Assess your data

 Found in RAMM Contractor  Export to excel  Manipulate to obtain agreed scorings  Display in any manner of ways

*note this is test data only, as such there are only 4 “sites” *note this is test data only, as such there are only 4 “sites”

Concluding Thoughts

“Collaboration, alliance and partnership is all about the people involved. We had a great team and have made it work. Without the team commitment it would have failed. The challenge is to carry-on the task.”