London Borough of Haringey

North London Strategic Alliance (NLSA)

Construction Related Consultant Services 2011 (CRCS 2011)

Framework Agreement

Memorandum of Information

To be read in conjunction with the Guidance Notes, Scoring Matrix and the Pre Qualification Questionnaire

January 2011

1 1. Collaboration

A need for collaboration has been established within London on procurements. The North London Strategic Alliance (NLSA) was formed with a view to achieving efficiencies in collaborative procurements and sharing common procedures and best practice.

The NLSA comprises the following Councils, Barnet, Camden, Enfield, Hackney, Haringey, Islington and Waltham Forest.

A number of these Councils have been actively trying to discover new ways of working together in the way it procures its services working with other authorities across London.

Core Team Councils:- The Core Team Councils (CTC) for this procurement are Haringey, Enfield and Barnet.

The establishment of a joint working Construction Related Consultancy arrangement is an output from those meetings.

Other Councils from the North London Strategic Alliance who may require these services are Islington, Hackney and Waltham Forest and other Councils within the East London Solutions. Other Authorities/entities within the Greater London Authority may also have access (see Appendix A).

The framework is open to all 33 Local Authorities within London, including Police Authorities and Fire Authorities within London and the GLA Family. Primary Care Trusts associated with the 33 Local Authorities within London. Any faith educational establishments within the 33 Local Authorities in London, and any educational bodies previously covered by these Authorities such as “academies or free schools.” Any Trusts, Social Enterprises, Mutual or Community Interest Companies or any such similar organisation formed within the community that are within the 33 Local Authorities in London and where the contracting Authorities are trustees of the trusts or partners or associates of or with the Social Enterprises, Mutual and Community Interest Companies. All registered Social Landlords (as defined in Part 1 of the Housing Act 1996) within the geographical area of London and any ALMO or any successor body of the 33 Local Authorities within London. (Appendix A).

The Metropolitan Police Authority and Metropolitan Police Service may require these services. The Metropolitan Police Authority and Metropolitan Police Service may require services to be delivered within the London Boroughs which they provide policing services to; this area extends beyond the North London Strategic Alliance geographical area.

The Core Team of Councils are working together in a full collaborative basis and will manage certain elements of the framework going forward and have agreed central core duties which each must fulfil including the reporting of Key Performance Indicators and performance.

2 The Core Team Councils will each chair the collaboration in turn and provide a report to the North London Construction Board which will in turn report to the London Councils Construction Board which is shown in diagram 1 below.

The Core Team Councils are looking to appoint consultancies with appropriate and sufficient supply chain capacity, skills and capability to provide various professional services to support of a wide range of construction projects across all areas and types of construction work and across all directorates within the Council.

3 Pan London Construction Category Board

North London South East West London Strategic East London South West London Alliance Alliance Solutions London Strategic Construction Construction Construction Strategic Alliance Category Hub Category Hub Category Hub Alliance Construction Board Construction Category Hub Category Hub

Consultants Framework Manager

NLSA Consultants Lots Managers

Diagram 1 Pan London Construction Governance (proposed)

4 2. The Core Team Councils

2.1 The London Borough of Haringey

Haringey is one of London's 33 boroughs. It is located in the north of the capital and more than 11 square miles in area. Nearly half of its 225,300 people come from ethnic minority backgrounds

2.1.1 Population– 2008 Mid Year Estimates

Haringey has a total population of 225,300. 50.1% of the population are male and 49.9% are female.

44,000 of the population are aged between 0 and 15. This is 19.5% of the total population. This is proportionately higher than both London (19.2%) and England and Wales (18.8%)

156,200 of the population are of working age. This is 69.4% of the total population. This is proportionately higher than both London (67.1%) and England and Wales (62%).

25,100 of the population are of pensionable age. This is 11.1% of the total population. This is proportionately less than both London (13.7%) and England and Wales (19.2%)

2.1.2 Projections - ONS 2008 Sub National Population Project Projections

By 2021, it is projected that the Haringey population will be 239,300. This will be made up of:

 47,500 (19.8%) will be 0 – 15 - (London 19.9%, England 18.8%)

 163,900 (68.5%) will be working age - (London 66%, England 59.2%)

 27,900 (11.7%) will be of pensionable age - (London 14.1%, England 21.9%)

2.1.3 Ethnicity – 2001 Census

54.7% of the Haringey population are made up of non-white British Ethnic Groups. This is higher than both London (40.2%) and England and Wales (13%). The top three of these ethnic groups are:

 Other White (16.1%)

 Black Caribbean (9.5%)

5  Black African (9.2%)

2.1.4 Deprivation – Index of Deprivation 2007

 Haringey is the 18th most deprived borough in the country.

 Haringey is the 5th most deprived borough in London.

 27% of the Haringey population is amongst the 10% most deprived in the country.

 10% of the population of London is amongst the 10% most deprived of the country.

2.1.5 The Council’s Vision, Values and Priorities

Vision

Our vision is to be a council we are all proud of. To realise this vision, we have strategic priorities

Values

Our values - the way we will behave - are critical to our success. Being a values-based organisation means making sure that those values are easily recognised in everything we do. Our values will underpin our purpose and influence our behaviours, systems and processes

Our values are:

 Service – we work for the good of all our diverse communities

 Integrity – we keep our promises

 Improvement – we strive for excellence

 Passion – we are passionate about our work and proud of what we do

 One council – we deliver by working together

Priorities

Our priorities in the drive to achieving excellence are:

6  A Cleaner Greener Haringey - Protecting our environment by becoming one of London’s greenest boroughs. Reducing our environmental footprint for waste, transport and energy in our homes, businesses and public buildings to secure a sustainable future for all. Ensuring the streets are cleaner, parks and green spaces are attractive.

 A Safer Haringey - Proud of our Place: Working with local communities to ensure crime is reduced and people feel safer. Tackling anti-social behaviour and domestic violence. Safeguarding vulnerable children and adults.

 A Healthy Caring Haringey – Tackling health inequalities. Promoting independent living: enabling people to remain independent, have choice and control over their lives, whilst protecting the vulnerable. Improving the quality of housing and addressing homelessness.

 A Thriving Haringey – Encouraging lifetime wellbeing at home, work, play and learning to make Haringey a place where people can flourish and reach their potential. We will tackle decline, attract growth and create a more vibrant local economy. Addressing child poverty and meeting housing demand.

 Delivering High Quality Efficient Services – Delivering customer focused, cost effective services that are responsive to people’s needs, producing increased satisfaction reflected in a high performing organisation that delivers value for money.

2.1.6 NLSA - CRCS 2011

The London Borough of Haringey (Haringey Council) has prepared a strategy outlining the professional consultancy services requirements to support its construction works.

This framework for Haringey will therefore intend to support a wide range of construction projects across all areas and types of construction work and across all directorates within the Council.

Essential to the delivery of many of our key objectives is continued investment in the Borough’s built environment. This investment spans all of the Council’s directorates, from improving the conditions of our roads and street lighting, to expanding our primary schools; making improvements to our housing estates, to investing in sports, leisure and library facilities.

There are five directorates within the Council:

7  Urban Environment  Adults, Culture and Community Services  Corporate Resources  Children and Young People’ s Service  Chief Executives service

Additionally, the council has a relationship with an Arms Length Management Organisation (an ALMO), Homes for Haringey. Much of the work to be undertaken by Homes for Haringey falls within the current ‘Decent Homes’ programme. The current intention is that future housing work will be included in the scope of this procurement

There is some planned investment, to varying degrees, across the Council and Homes for Haringey.

The construction work covered in this consultancy services framework agreement for Haringey excludes the current Decent Homes programme in Homes for Haringey and the Building Schools for the Future programmes. The capital programme is as known from 2011 to 2012; however, the contract for consultancy services is not due to commence until November 2011.

2.1.7 Haringey Council Internal Design Team

Haringey Council have a small design team within Homes for Haringey which covers clerk of works, mechanical, electrical and structural engineering. These areas will continue to carry out some work for some Clients within Haringey.

There is also a project management team based within Childrens and Young People’s Service which carries out project management duties for some projects in Haringey but predominantly Children’s and Young Peoples. It is expected that this will become a centralised resource for the whole Council.

Haringey Council Construction frameworks

The Council currently has frameworks in place for

Consultants (extended up to April 2011 with a possibility of a further years extension).

Strategic Design Partner Quantity Surveyors – 3 Nr CDM Co-ordinator – 1 Nr Clerk of Works – 1 Nr

8 Contractors

Minor Contractors – Up to £24,999 Minor Contractors – £25,000 to £124,999 Minor Contractors - £125,000 to £249,999

Major Contractors - £250,000 to £999,999 Major Contractors - £1m to £3,499,999 Major Contractors – over £3.5m

Conservation Contractors - up to £500,000

Contractor Frameworks

Building Surveyor Internal Client Multi- Construction A mix of technical Disciplinary Procurement Group skills within internal and clients across the A commissioning and Education Council monitoring unit acting as Architects the custodian of best practice, value for money and compliance

Project BREEAM CDM Co- Clerk of Quantity Client Managers ordinator Works Surveyors Design Advisors

Diagram 2 Haringey Council future structure for construction related professional services – NLSA CRCS 2011

2.2 Homes for Haringey

Homes for Haringey is an arms length management organisation (ALMO), which was set up to manage Haringey’s council housing from April 2006.

The council still owns the homes and takes responsibility for housing policy and strategy, but with Homes for Haringey managing the homes day to day, Homes for Haringey were able to apply to the government

9 for extra funding to bring all the borough's homes up to the Decent Homes standard. In January 2008 the government awarded £198.5m to Haringey’s decent homes programme: the biggest allocation of funding in Haringey’s history.

2.2.2 Mission

Working with residents to provide quality housing services and decent homes

2.2.3 Vision

We want to be an outstanding housing provider - an organisation of which our residents and our partners are proud.

2.2.4 Aims

The key aims for the organisation are:

 To deliver excellent services  To provide better homes  To help develop safer and stronger communities  To become an excellent well-led organisation  To deliver value for money

Running through all of these aims are four cross cutting themes:

 equalities and diversity  involving residents  sustainability  working in partnership with stakeholders

2.2.5 Values

We worked with staff, residents and the Board to set our values. Homes for Haringey serves a diverse community. Working here means:

 customers are at the heart of everything we do  getting it right first time  everybody takes responsibility for delivering on our promises  welcoming feedback and using it to improve  we achieve more through teamwork and value everyone's contribution  treating everyone with equal respect

2.3 The London Borough of Enfield

The London Borough of Enfield maintains a web site at www.enfield.gov.uk that you are encouraged to visit.

10 Enfield is London’s northernmost borough (12 miles north of the City) and stretches from just south of the North Circular Road in the south to the M25 in the north and from Hadley Wood in the west to Edmonton in the east. About one third of the borough is residential, another third is Green Belt land (predominantly north and west of the borough) comprising country parks, open spaces and farmland and the remainder consists of open land, including urban parks, sports fields, golf courses, allotments and school playing fields.

The area is devoted to industry, offices and shops, although a relatively small proportion of the whole, provides employment for some 110,000 people. The industrial corridor follows the Lea Valley in the east of the borough.

There are sixteen conservation areas.

There are five main shopping centres at Enfield Town, Edmonton Green, Angel Edmonton, Southgate, Palmers Green and a number of retail warehouses and out-of-town superstores in Brimsdown, Enfield and Edmonton.

There are 17 industrial estates (containing 1.5 million square metres of floorspace for manufacturing and warehouse use) mainly in the Lea Valley and adjacent to the Great Cambridge Road (A10) and North Circular Road.

In the London Plan, Brimsdown in eastern Enfield and the Central Leeside area in Edmonton are classified as Preferred Industrial Locations and the Great Cambridge Road industrial area is classified as an Industrial Business Park.

The Council spends approximately £225m on goods and services per annum.

The London Borough of Enfield is divided into 21 wards of approximately equal population size, with three elected Councillors representing each ward. There are in total 63 Councillors; 36 Labour and 27 Conservative. Since May 2002, Enfield has adopted a Cabinet and Leader model of decision making.

Enfield also has a strong and independent scrutiny function, consisting of an Overview and Scrutiny Committee and seven Scrutiny panels. Their role is to question and challenge executive decisions, contribute to Council policy and suggest ways in which Council and partner services can be improved.

There are five departments of the Council:

1. Chief Executives Unit

11 2. Education, Children's Services & Leisure 3. Environment and Street Scene 4. Finance & Corporate Resources 5. Health and Adult Social Care

In addition

6. Enfield Homes 7. Place Shaping and Enterprise

The Place Shaping and Enterprise Department includes the Property Services function.

Property Services manages a full range of construction-related and non construction-related work programmes on behalf of the Council, either as facilitator for other departments or as lead for corporate property initiatives.

Unlike some other local authorities the Council has retained a strong in- house property team. This comprises of specialist officers dealing with all aspects of property and building such as; asset management and review, condition surveys, valuations, acquisitions and disposals, commercial estates management, development, contracts and procurement advice, project management, cost planning, architectural and engineering design, buildings maintenance, and facilities management.

The Council therefore has internal capacity to provide some professional services to resource its construction-related work, but this has always been supplemented by the use of external providers. A wide variety of factors will determine the actual extent to which external providers will be required over the proposed period of the Framework Agreement.

Where external providers undertake work for the Council they can expect the Property Services function to act as knowledgeable technical client, and their primary contact.

For recent past and near-future accounting periods the Council has been spending, or projecting spending, between £15 - £30m per annum on the construction projects referred to later in the descriptions of the professional services required.

2.4 The London Borough of Barnet

Barnet is the largest London borough covering an area of 33.8 Square miles. It is a desirable, leafy suburb with over 200 parks, 36,000 street trees and 36 percent under developed land. The rest of the borough is made up of suburban residential areas and 20 traditional town centres, including a major retail location at Brent Cross.

12 2.4.1 Population and Projections

Barnet’s current population is 334,600 and this is set to rise to 371,150 by 2018 - a rise of over ten per cent. The GLA 's population projections for Barnet take account of the borough's major regeneration schemes, which will create many thousands of new homes over the next 20 years. Over the next 10 years there will be a marked increase in the number of children aged between 5 and 14 years old and of people aged over 65. There is also expected to be an increase in the number of residents aged over 85.

2.4.2 Ethinicity

The borough is becoming more ethnically diverse over the next ten years, particularly among younger residents. Barnet is actively promoting positive cohesion through our faith communities and their institutions.

Just over a quarter of Barnet residents belong to ethnic groupings other than White. This is an increase from 18% ten years ago. Statistics for the period 1991 to 2001 show Barnet’s broad ethnic groupings to be:

2001 1991 White 232,868 74.0% 81.6% Mixed 9,508 3.0% - Asian 38,795 12.3% 8.5% Black 18,859 6.0% 3.6% Chinese 6,379 2.0% 1.3% Other 8,155 2.6% 4.9%

2.4.3 Deprivation

Generally, Barnet is affluent, but there are some significant areas of deprivation. There are six areas within the top 10 percent most deprived in the country.

The Department for Communities and Local Government released an updated version of the English Indices of Deprivation 2007, which replaces the 2004 version. Deprivation data is given for all local authorities and the lower super output areas (LSOAs) into which they are divided for government statistical purposes. There are 210 LSOAs in Barnet.

The 2007 Indices shows:

13  Barnet is more deprived in relation to other local authority areas than it was in 2004 and is now close to the top third of most deprived authorities in the country

 Barnet now has six LSOAs within the 10% most deprived nationally, while in 2004 there were none in this bracket. Within London, Barnet ranks below the middle point, close to the bottom third of least deprived boroughs

 Barnet’s rank on most domains (i.e. types of deprivation) has risen, showing that its deprivation has increased for most types of deprivation - the exception is the ‘education, skills and training’ domain, on which Barnet’s rank has fallen, showing it to be now less relatively deprived in this area

 Burnt Oak and Colindale remain the most deprived wards in Barnet by a significant margin, as was the case in 2004

2.4.4 Barnet’s Vision

Barnet’s Corporate PIan provides the corporate priority framework for its staff to plan their work over the next three years. It demonstrates a shared commitment with partners and identifies the top priority improvement initiatives and performance targets.

Barnet residents and taxpayers expect high quality, flexible and responsive public services for themselves, their families and their communities. The major challenges are to manage a shrinking public purse, prepare for significant growth, and raise resident satisfaction to reflect the improved services.

Barnet’s three Corporate Priorities are to:

o become a successful London Suburb o provide better services with less money o share opportunities and share responsibilities

2.4.5 NLSA - CRCS 2011

Barnet Council has six Directorates. These are:

o Chief Executive o Deputy Chief Executive o Children’s Service o Adult Social Care and Health o Planning, Environment, Housing and Regeneration o Corporate Governance

14 There is currently a major re-structuring exercise under way at Barnet Council. The ‘One Barnet’ programme is reviewing all services in response to the impact of reduced funds from central government and the implications of an increasing local population. Despite the resulting uncertainty, there is some planned investment that will continue across the departments and within Regeneration in particular. The first phase of developments will be in the areas of Dollis Valley, Granville Road and Brent Cross. There is an ongoing need for construction related projects within the Children’s Service.

Diagram 3 Barnet Council Structure for Construction Related Projects

Corporate Programmes Team Wider Council (Internal Clients) Team of Project Managers

Council Wide Commissionable Resource

Technical Advisory Service/Employers Agent Construction Partner External Advisers Strategic Partnering Agreement Fixed % Fee based on Design and Build construction cost Fixed Cost

Client M&E and CDM – Co QS Design Structural ordinators Advisors

Note: The Technical Advisory Services and Construction Partner are contracted services

2.5 Barnet Homes

Barnet Homes is a North London arm's length management organisation (ALMO) which manages and maintains 15,000 leasehold and council homes on behalf of Barnet Council. It was created by Barnet Council in 2004 to manage and modernise its council homes and estates, specifically to manage repairs, planned and capital works.

Barnet Homes are a non-profit making company owned by Barnet Council. Since 1st April 2004, Barnet Homes have been working to bring all council properties up to the government's Decent Homes Standard by 2010-11.

15 Barnet Homes is managed by a Board made up of council nominees, tenants, one leaseholder and independent directors with professional skills and experience to help run the services.

Barnet homes has links to Barnet Council’s Planning, Environment, Housing and Regeneration Departments. Rresponsibilities include the day-to-day management of the four largest estates in Barnet:

 Grahame Park  West Hendon  Stonegrove and Spur Road  Dollis Valley

Ambitious regeneration programmes have been drawn up for each of these estates by Barnet Council with residents and partner organisations.

Staff numbers within Barnet Homes are limited and there is an ongoing need to outsource asset management consultancy dependant on projects.

4. Background to the Construction Related Consultants Services - CRCS 2011 Framework Agreement

The Core Team Councils intend to appoint a number of Construction Professional Consultancy firms to offer the provision of construction- related consultancy services. These services include the administration of projects on behalf of the Council from inception to completion and set up. The types of projects anticipated in this contract include, but are not limited to:

. new build construction works; . planned maintenance either capital and revenue projects; . adaptations; . refurbishments; . regeneration works; . structural works; . extensions; . mechanical and electrical installation works and services; . some highways works

5. The Lots

The services and lots expected are (but not limited) for services to:

Lot 1 Multi Disciplinary (Building Surveying led) inclusive of related design supply chain, but not limited to, mechanical, electrical, structural engineers, landscape architects, civil engineers, acoustic engineers, architectural services – (not Education – see lot 4 and 5) etc) and associated services and

16 surveys, for example (but not limited to) masterplanning, urban design services. sustainability, fire risk assessments, topographical, drainage, DDA, environmental impact assessments, ecology, arboricultural, asbestos surveys, party wall surveys. Schedule of dilapidations, valuations, right to buy etc. Specialist design advice of conservation, listed buildings etc. Innovative design techniques including offsite construction.

 Up to £249,999 (project value) (inclusive of any project management required, costings and onsite quality control). CDM Co-ordinator separate appointment.

Lot 2 Multi Disciplinary (Building Surveying led) inclusive of related design supply chain, but not limited to, mechanical, electrical, structural engineers, landscape architects, civil engineers, acoustic engineers, Architectural services – (not Education – see lot 4 and 5) etc) and associated services and surveys, for example (but not limited to) masterplanning, space planning, urban design services. sustainability, fire risk assessments, topographical, drainage, DDA, environmental impact assessments, ecology, arboricultural, asbestos surveys, party wall surveys. Schedule of dilapidations, valuations, right to buy etc. Specialist design advice of conservation, listed buildings etc. Innovative design techniques including offsite construction, Building Information Modelling.

 £250,000 to £999,999 (project value) (Project management and Quantity Surveyors maybe appointed independently and separately) CDM Co- ordinator separate appointment.

Lot 3 Multi Disciplinary (Building Surveying led) inclusive of related design supply chain, but not limited to, mechanical, electrical, structural engineers, landscape architects, civil engineers, acoustic engineers, Architectural services – (not Education – see lot 4 and 5) etc) and associated services and surveys, for example (but not limited to) masterplanning, space planning, urban design services. sustainability, fire risk assessments, topographical, drainage, DDA, environmental impact assessments, ecology, arboricultural, asbestos surveys, party wall surveys. Schedule of dilapidations, valuations, right to buy etc. Specialist design advice of conservation, listed buildings etc. Innovative design techniques including offsite construction, Building Information Modelling.

 £1,000,000 and above (project value) (Project Management and Quantity Surveyors appointed

17 independently and separately) CDM Co-ordinator separate appointment.

Lot 4 Architects – Specialist Educational. Inclusive of related design supply chain, but not limited to, mechanical, electrical, structural engineers, landscape architects, acoustic engineers etc and associated services and surveys for example (but not limited to) sustainability, space planning, fire risk assessments, DDA, topographical, drainage, environmental impact assessments, ecology, arboricultural, asbestos surveys. Specialist design advice of Educational conservation, listed buildings etc. Innovative design techniques including offsite construction, Building Information Modelling.

 Up to £2,999,999 (project value) (Project management, CDM, Quantity Surveyors, Clerk of Works, Client Design Advisors appointed independently and separately)

Lot 5 Architects – Specialist Educational. Inclusive of related design supply chain, but not limited to, mechanical, electrical, structural engineers, landscape architects, acoustic engineers etc) and associated services and surveys for example (but not limited to) sustainability, space planning, fire risk assessments, DDA, topographical, drainage, environmental impact assessments, ecology, arboricultural, asbestos surveys. Specialist design advice of Educational conservation, listed buildings etc. Innovation design techniques including offsite construction, Building Information Modelling etc.

 £3,000,000 and over (project value) (Project management, CDM, Quantity Surveyors, Clerk of Works, Client Design Advisors appointed independently and separately).

The following lots 6 – 11 are independent appointments to the design teams referred to in Lots 1- 5. These appointments are likely to offer the facility for independent assessment generally.

Lot 6 Project Management inclusive of (but not limited to) Employers Agent and Partnering Advisors (PPC2000). Ability to project manage EU procurement tenders.

Lot 7 CDM Co-ordinators - Administering risk management factors associated with health and safety in design by the Construction Design and Management 2007 Regulations (CDM), site inspections. Lot 8 Quantity Surveyors inclusive of providing a full QS service on projects, including, but not limited to, civils and mechanical and

18 electrical engineering quantity surveying, whole life costing and financial audits. Lead or assist on strategic contracts. Programme budgeting inclusive of fee management. Lead and advise on EU procurements tenders.

Lot 9 BREEAM Assessors for, but not limited to, Education, Industrial, Offices, Code for Sustainable Homes etc.

Lot 10 Clerk of Works inclusive of Mechanical and Electrical quality control.

Lot 11 Client Design Advisors – To provide, but not limited to, design guidance, support and advice in relation to Building projects where an Architect or Building Surveyor are or maybe appointed and acting as an independent advisor to the Client. Lead on Design Quality Indicators process.

Please note:- Expert Witness will be required for all lots.

19 Consultancy Frameworks

Up to 5 Nr per lot Up to 8 Nr per lot Multi Disciplinary – Education Building Surveying Led Architect inclusive of Mechanical / inclusive of Electrical /Structura / Mechanical/ Up to 5 Nr Electrical/Structura/ Landscape / Architectural Project Landscape and Up to 5 Nr QS (non Education ) and Managers associated supply including QS Up to 5 Nr Up to 5 Nr associated supply chain chain services and including Up to 5 Nr CDM Up to 3 Nr with EU depending on Clerk of services and surveys survey. Listed Employers Co-ordinator Client Design procurement specialisms Works including Building Agent and Advisor expertise BREEAM Fire assessments , DDA, Partnering includes listed building Advisors advice 2 Separate Lots a) up to £2,999,999 and b) over £3,000,000

Separate Lots a) up to £249,999, b) £250,000 to Professional Clerk of Client Design £999,999 and Architecture Project CDM QS suppliers service Advisor c) £1,000,000 providers Manager suppliers Works suppliers suppliers and over suppliers suppliers

Multi Disciplinary Building Surveyors Suppliers Diagram 4 model NLSA CRCS 2011 (See lots above for more detailed descriptions)

20 6. Sustainability

Sustainability is an increasingly important aspect of the Core Team Councils construction and associated procurements. It is no longer acceptable for the Core Team Council to procure and design buildings in the same way as we have in the past.

In appointing consultants to a framework we will be looking for consultants who will fully appreciate and positively support the need for public sector authorities to lead by example in the design of their buildings.

Additionally, the consultants will understand and help raise the standards of building performance that the Core Team Councils expect and the boroughs deserves. The consultants will disseminate best practice both to the Council’s Construction Procurement Group in Haringey and the various commissioning teams in each Council and to a wide range of technical and non-technical clients across the Councils who are appointed to deliver construction works projects

The Core Team Councils are looking to appoint consultants who will support the delivery of construction projects that have a reduced environmental impact (e.g. minimise waste, reduced carbon emissions and increased use of recycled material). The consultants should provide the Councils with solutions that deliver sustainable buildings with lower operational costs, and which also deliver positive and measurable benefits to the communities. The aim is to achieve buildings with the greatest whole life value for the lowest whole life cost.

7. Innovation

The construction industry has much to offer by way of innovation, whether in terms of modern methods of construction, innovative and sustainable materials or new best practice techniques.

The Core Team Councils are looking for Consultants who can offer a fresh approach to design etc and to the many other services that are covered by this framework agreement. Innovation may be demonstrated in the consultant’s approach to design, partnering, supply chain management, product and process improvement etc.

8. Procurement and Delivery

Section 5 outlines the lots and services to be procured under this framework. The framework will last for four years.

21 Performance management is expected to be on a two-way basis and the consultants will be encouraged to proactively participate in regular review meetings and work with the Councils on standardised procedures across the Councils.

9. Programme

The outline programme is as follows:-

Closing Date / Process Start Date Completion 1 OJEU Advert Issued 19/01/2011 19/01/2011 2 Meet the Buyer (Two days) 07/02/2011 08/02/2011 3 PQQ Return Date/Upload Date 01/03/2011 01/03/2011 4 Evaluation of PQQs 02/03/2011 08/04/2011 5 Tender Period 09/05/2011 20/06/2011 6 Mid Tender Reviews 24/05/2011 26/05/2011 7 Tender Evaluation 20/06/2011 25/07/2011 Clarification Interviews 8 (Provisional) 21/07/2011 22/07/2011 9 Committee Award (Provisional) 15/09/2011 15/09/2011 10 Alcatel/Call In Period 16/09/2011 06/10/2011 Lead Authority Framework 11 Agreement Prepared/Signed 20/10/2011 17/11/2011 12 Start of Framework Agreement 18/11/2011 18/11/2011

All dates are provisional and subject to change. Section 20 consultation process will be required for Housing projects – this will lengthen the award for Housing.

The award is expected to be made by Haringey on behalf of the other Core Team Councils. The other Core Team Councils will then provide information reports to their own Committees as required to inform them of the award decision.

A Meet the Buyer event is being held on 7th and 8th February 2011 to provide further information regarding this procurement.

For further information, please refer to the ‘Meet the Buyer’ Day Invitation or contact Construction Procurement Group on 020 8489 1073.

22 Appendix A:

List of Public Bodies that may use the Construction Related Consultant Services Framework (CRCS 2011)

The Framework Agreement will be open predominantly to Local Authorities within London but could include Police Authorities and Fire Authorities, and Primary Care Trusts associated with the Local Authorities. Any faith educational establishments, associated with the named Local Authorities. All registered Social Landlords (as defined in Part 1 of the Housing Act 1996) and their agents within the geographical area of London includes all ALMO’s or any successor body of the 33 Local Authorities within London. It will also include any bodies previously covered by these Authorities such as “free schools” and academies, and any Trusts, Social Enterprises, Mutuals, and Community Interest Companies that are within the 33 Local Authorities within London and the contracting Authorities are trustees or partners of the Social Enterprises, Mutuals and Community Interest Companies or any similar organisation formed within the community. Local Authorities in Greater London Within Greater London Authority Barking and Dagenham Barnet Bexley Brent Bromley Camden City of London Croydon Ealing Enfield Greenwich Hackney Hammersmith and Fulham Haringey Harrow Hillingdon Havering Islington Hounslow Lambeth Lewisham Merton Newham Redbridge Richmond upon Thames Royal Borough of Kingston upon Royal Borough of Kensington and Chelsea Thames Southwark Sutton Tower Hamlets Waltham Forest Wandsworth Westminster City Council

Transport for London Police and Fire Authorities Metropolitan Police Service/Authority London Fire Brigade