gc21 meetings and workshops · web view02/09/2017 00:18:00 title gc21 meetings and workshops...

GC21 meetings and workshops

Procurement Practice Guide


New South Wales Government Procurement System for Construction



February 2017 (revised)

Important notices

Current version

The current version of this Procurement Practice Guide is maintained on ProcurePoint.

Copyright

This work is copyright. Apart from any use as permitted under the Copyright Act 1968 (Cwlth), no part may be reproduced by any process without written permission.

© NSW Government 2017

Requests and enquiries concerning reproduction and rights should be addressed to: NSW Procurement Service Centre:

Telephone:1800 679 289

Email:[email protected]


Contents

1Introduction1

2Preparation1

3Start-Up Workshop3

4Evaluation and Monitoring Meetings6

5Close-Out Workshop7

6Reporting8

7Attachments10



February 2017

©NSW Government

©NSW Government

February 2017Page 12

©NSW Government


1 Introduction

This Practice Guide details the preparation, content, implementation and reporting requirements for Start-up workshops, Close-out workshops and Evaluation and Monitoring meetings for GC21 (Edition 2) Contracts:

· Start-up workshops provide an opportunity for key stakeholders to meet and develop cooperative relations and communications while focusing the parties (Principal & Contractor) on progressing the contract and related aspects of the overall project.

· Evaluation and Monitoring meetings provide an opportunity for the parties and stakeholders to meet, discuss and attempt to resolve issues of concern in an open and co-operative manner.

· Close-out workshops provide an opportunity to review the management of the contract and related project and identify key learnings for feedback to improve communication and management processes for future projects.

These workshops and meetings have proven to be highly effective in bringing together key stakeholders to discuss and share ideas and concerns regarding the project, including the contract, as well as provide opportunities for innovations and improvements.

2 Preparation

The Principal, assisted by the Contractor, takes responsibility for the preparations for the workshops and meetings.

2.1 Scheduling of workshops and meetings

Workshops and meetings are scheduled according to the requirements of the contract.

Event

Start Date

Duration

Start-up workshop

Within 28 days after start of Contract

3 - 4 hours

Evaluation and Monitoring meetings

Monthly (or as agreed)

½ - 1 hour

Close-out workshop

within 21 days after Contract Completion

2 – 3 hours

2.2 Workshop planning

The parties agree on the various aspects of the workshops including:

· participants to attend (with Client)

· use of external facilitator

· date & time of workshop

· sharing of costs

· agenda

The Principal arranges the venue, catering and the delivery of any background information.

The arrangements for the Evaluation and Monitoring meetings are usually agreed at the Start-up workshop.

2.3 Workshop attendance

Listed below is a guide of attendees at Start-up workshops:

Participant

Minimum

Typical

Principal

• Authorised Person

• Project Manager


• Project Manager

• Senior Executive

• Designer

Contractor


• Project Manager


• Construction Manager

• Key Subcontractor/ Consultant

• Senior Executive/ CEO

Client

• Project Director / Program Manager

• Project Director

• Program Manager

End users of facility (e.g.)

•School Principal/ Deputy

•Hospital Director / Representative

• School Principal/ Deputy

• Hospital Director/ Rep.

• Head of Nursing

• Facility Maintenance/ Engineering Reps.

• Security Rep.

Community Representatives

• as agreed with Client/ End Users

• as agreed with Client/ End Users

Facilitator

•Principal’s Project Manager

• External Facilitator (for more significant/ sensitive projects)

The attendees at Close-out workshops usually comprise the persons listed under ‘Minimum’ in the above table.

The attendees at Evaluation and Monitoring meetings usually comprise:

Principal


Contractor


End users of facility (e.g.)

•Deputy School Principal

•Nursing Representative

•Facility Maintenance Rep.

Community Representatives

• as agreed at Start-up Workshop

2.4 Project background material for Start-up workshops

The provision of project background material allows participants, particularly end users and community interest groups, to contribute more effectively in the workshop.

This material may include:

· The purpose and key deliverables of the project;

· Details on the key components of the facility and their interaction;

· Contract program, milestones and estimated cost; and

· Concept plans.

The Workshop agenda should be provided to all participants in advance. Key participants, who are requested to present opening statements, should be asked to prepare a statement that reflects their organisation’s general aspirations and their expectations during the delivery of the project and for the completed Works.

Refer to Attachment A-1 for an Agenda template.

2.5 Handouts for Evaluation and Monitoring meetings

The following should be provided to participants:

· Performance Evaluation Guide (section 4 of this Practice Guide) and Performance Evaluation Example & Form at the first meeting; and

· Performance Evaluation Form and the updated Performance Evaluation Record at subsequent meetings.

Performance Evaluation Forms and examples are included in Attachments 2, 2A & 3 of the GC21 Edition 2 General Conditions of Contract (last 4 pages of the GC21- GCC document).

2.6 Handouts for Close-out workshops

The Workshop agenda and the completed Performance Evaluation Record from the last E&M meeting should be provided to participants prior to the workshop.

Refer to Attachment B for an Agenda template.

2.7 Arrangements for workshops

The suggested timing and arrangements for the workshops are shown in the workshop agendas.

The venue for the Start-up workshop should be comfortable and free from external disturbances. The availability of presentation aids such as data projectors, electronic whiteboard or butcher’s paper may assist in presenting key points and recording participant contributions.

2.8 Arrangements for Evaluation and Monitoring meetings

These meetings are usually held before or after the monthly contract site meeting, ideally in a separate location to emphasize the different purpose of the meeting.

2.9 Facilitator for Start-up workshop

For most workshops the Principal’s Project Manager (PM) performs the facilitator role due to his/her experience and familiarity with the project.

For larger, very significant or sensitive projects, particularly where criticism of some aspects of the project are likely, an experienced external facilitator can offer the most effective means of conducting workshops. An external facilitator can:

· relieve the Project Manager from taking on additional duties in planning and conducting the workshop as well as in writing up the workshop report;

· allow the Project Manager to fully participate in the workshop; and

· be seen as a neutral, unbiased facilitator by both parties and stakeholders.

3 Start-Up Workshop

The purpose of the Start-up workshop, as noted in clause 32 of of the GC21 Contract can be stated as:

· the objective of the start-up workshop is to promote a culture of co-operation and teamwork for the management of the Contract; and

· the start-up workshop is held to encourage the parties and others to work co-operatively towards achieving a successful Contract.

The following outlines the suggested content of the workshops. Note that for major projects and where sufficient time is available, the use of sub-groups of 3-5 persons may result in better outcomes for some of the suggested activities.

3.1 Welcome

The workshop is opened by the facilitator who welcomes the participants and advises his/ her role, i.e. to guide the participants through the workshop activities as listed in the agenda. The facilitator outlines the:

· purpose of the workshop;

· scope/ overview of the contract (assisted by PM input if an external facilitator is used); and

· agenda to be followed (see Attachment A-1).

3.2 Introductions

All participants at the workshop are asked to introduce themselves and outline their roles. A Project Team directory is circulated amongst participants (a template is included as Attachment A-3). All participants attending the workshop as well as the names and details of any absent persons who are relevant to the project should be recorded.

3.3 Opening statements – Contract and project overview

The facilitator introduces key participants who make opening statements describing their organisation’s general aspirations and expectations of the project. Generally, senior representatives of the the Principal, the Contractor and Client make opening statements. The facilitator will collect a summary of prepared statements for inclusion in the workshop report.

3.4 Co-operative contracting - Overview

The facilitator, usually with input from the Principal’s representatives, provides:

(i) a general overview of co-operative contracting in terms of the Contract:

· Co-operation (clause 3)

· Duty not to hinder (clause 4)

· Early warning (clause 5)

and

(ii) (where beneficial) an outline of the principles of co-operative contracting:

· Commitment

· Open communication

· Trust & Respect

· Timely responsiveness

· Joint evaluation of the team’s performance

Refer to Attachment C for more information on co-operative contracting.

3.5 Co-operative contracting – Applied to the Contract/ Project

The facilitator works with the participants to identify practical applications of the co-operative contracting principles to the Contract and project, such as:

· communication methods to ensure the parties and stakeholders are informed in a timely way of contract activities and changes. This could involve, bulletins, daily/ weekly briefings and access to key personnel; and

· commitments to work together to facilitate performance of the contract and achievement of project objectives. This could involve being flexible in resolving problems, while still complying with contract and facility operational requirements.

3.6 Evaluation and Monitoring

The facilitator outlines the Evaluation and Monitoring (E&M) process, as described in section 4 of this Guide, to ensure adequate familiarity with the purpose and benefits of the joint evaluation of the team’s performance. The GC21 Contract E&M process forms may be beneficial in this regard.

The members of the E&M team will usually constitute the two Authorized Persons, a Client representative and selected stakeholders. The names of the team members are recorded by the facilitator.

Arrangements for the E&M meetings, including date, time and location of the meetings are also agreed and recorded.

3.7 Communications Matrix

An important aspect of any project is that all stakeholders and affected persons have a channel for effectively communicating their concerns and suggestions. With the help of the parties and the Client, the facilitator develops a matrix or chart outlining the preferred communication channel for each person, taking into account the protocols for communication under the contract and the respective organisations.

The facilitator should clarify that the Principal’s Authorised Person is the only person with authority to act on behalf of the Principal under the Contract. All project related matters that affect the Contract must be directed through the Principal’s Authorised Person to the Contractor’s Authorised Person. This is particularly important where Contract Price or Time for Completion may be affected.

Additionally, for emergencies, the Principal and the Contractor should nominate a minimum of two people each with 24 hour telephone numbers as contact people to accommodate essential communications. Record details in Team Directory. Refer Attachment A-3.

3.8 Key concerns and solutions

The facilitator conducts a short risk workshop. Relevant Risk Areas (e.g. safety, environmental, emergencies, traffic, communications, disruptions etc) are listed and input is sought from participants on their concerns and risks. Solutions or methods to minimize the agreed key concerns and risks are then identified and recorded for implementation, where feasible, by the parties and stakeholders. A form for participants to record their concerns and solutions is included as Attachment A-2.

3.9 Opportunities and innovation

Co-operative contracting encourages innovation. Opportunities are best identified early to ensure adequate time for planning and development with minimum impact on cost and time. This activity allows stakeholders, particularly end-users to suggest changes/ alternatives that could improve the utility or quality of the project or that result in improved support by others. However, it must be recognized that with the design intent completed and the Contract awarded, the scope for change may be limited.

The facilitator encourages stakeholders to raise improvements or changes and for these to be discussed with the Client and the parties. Agreed proposed changes are recorded for follow up by the Principal and Client.

3.10 Closing comments

Workshop participants are invited to make written closing comments for inclusion in the workshop report and are also given the opportunity to briefly address the workshop.

The facilitator advises the participants on the availability of the workshop report (usually within 1 week following the workshop).

The facilitator thanks the participants for their attendance and participation and formally closes the workshop.

3.11 Refreshments

Refreshments in the form of a light meal and beverages are provided following the conclusion of the workshop. This encourages participants to continue with discussions in a more leisurely and unstructured manner.

3.12 Workshop report

A report writer, normally the facilitator will prepare the report. The Principal will normally comment on the draft and may request comment from others. The final report is distributed to all workshop participants.

4 Evaluation and Monitoring Meetings

The Evaluation and Monitoring (E&M) meetings should be held as agreed at the Start-up workshop.

4.1 First meeting

The purpose of the first meeting is to explain the aims of E&M meetings, the applicable procedures and agree on the KPIs to be evaluated and monitored.

Purpose

The E&M meeting provides the opportunity to discuss issues of concern in the relevant Contract and project. This includes issues that may be sensitive to some stakeholders. The environment developed by the team should support the resolution of these issues. Issues are not restricted to the Contract but can include other concerns due to carrying out the Contract, i.e. to the broader project.

A danger for members who attend a number of these meetings is to follow a routine procedure with the main aim of completing the meeting rather than identifying and resolving issues. Complacency can make meetings ineffective. Every meeting should aim to identify and resolve an issue.

Evaluation is of the performance of the participants as a team. The scores recorded during the E&M meeting are for the active use of participants to improve the performance of the team and project outcomes. The scores are not to be used as a means of judging the performance of any one individual or stakeholder group. In particular, E&M scores are not to be confused with a system for Contractor Performance Reporting nor are scores from E&M meetings to be used to represent Contractor Performance.

Determine KPIs

As noted in section 2.6, Performance Evaluation Forms are included in Attachments 2, 2A & 3 of the GC21 Edition 2 General Conditions of Contract. Attachment 2 is a sample Performance Evaluation Form with suggested KPIs. However, as projects may have different issues, a blank Performance Evaluation Form is provided (Attachment 2A) for team members to choose the topics/ KPIs that suit the project.

The primary aim of the first meeting is for team members to agree on topics/ KPIs that reflect specific project concerns and potential issues that the team has capability to deal with.

Procedure

The recommended procedure is for each KPI to be separately addressed and a consensus score determined as follows:

· where feasible, team members complete their own personal scoring on the Performance Evaluation Form (with agreed KPIs) and identify issues of concern prior to attending the meeting;

· team members present their scores and clarify the reasons for their scoring, raising any relevant issues that affected their scoring;

· the range of scores presented for each KPI are discussed and their reasons reviewed. Actions to deal with identified issues are agreed;

· a team score for each KPI is recorded on the Performance Evaluation Form and Performance Evaluation Record; and

· agreed actions to deal with issues are recorded.

Note that for continuous improvement, participants should be critically constructive and allocate conservative individual scores and discuss these with the team. The team is advised to resist the temptation to record the highest or even the average score. Lower scores can promote more meaningful discussions, brainstorming and action planning to improve project outcomes. Where a consensus in the score cannot be reached, it is appropriate to record the lowest individual score as the team’s score.

4.2 2nd & subsequent meetings

The above procedure is applied to score KPIs and identify issues.

The Chairperson plots the group scores against each KPI on the Performance Evaluation Record (Attachment 3) and presents these records to the participants.

The participants review and discuss:

· the status of previous identified issues and strategies to deal with unresolved issues;

· success factors for improving performance and factors that will/ have resulted in declining performance;

· strategies to promote the continuation of any positive outcomes and trends and avoid the continuation of any negative outcomes and trends; and

· assigned responsibilities to ensure corrective actions are carried out.

Note that responsibilities for actions should be assigned to the most appropriate team member(s), not only the parties to the Contract.

4.3 Preparation for next meeting

· the Chairperson hands out copies of blank Performance Evaluation Forms (Attachment 2A) to each participant for use prior to the subsequent meeting;

· a new “rotating” chairperson for the next meeting is identified;

· the Chairperson closes the meeting; and

· the Chairperson documents the outcomes of the meeting.

5 Close-Out Workshop

The purpose of the Close-out workshop is to provide an assessment of the team’s performance and an opportunity to review the management processes undertaken for the Contract. It is also used to collect and provide feedback to the Principal and Contractor on things such as design, the contract documents, communication and co-operative contracting strategies, to enable the parties to develop and implement improvements in future contracts. It is suggested that the content of a Close-out workshop includes:

5.1 Welcome

The workshop is opened by the facilitator, usually the Principal’s Project Manager, who welcomes the participants, announces the purpose of the workshop as well as outlining the agenda. The facilitator also summarises the highlights of the contract.

5.2 Opening statements – Contract and project overview

The key stakeholders (Principal, Contractor and Client) make opening statements describing their organisation’s overview of the performance of the contract and project.

5.3 Evaluation and Monitoring learnings

The Performance Evaluation Record of the E&M meetings are presented for review and discussion of trends. The aim of these discussions is to:

· identify success factors and those factors that resulted in any periods of low or declining performance; and

· suggest strategies/ improvements that could promote the repetition of positive outcomes and trends and avoid the repetition of negative outcomes in future projects.

5.4 New concerns, solutions and innovations

Participants have the opportunity to discuss any significant new concerns, solutions and innovations identified during the contract that may assist in future contracts.

The participants may also review and discuss any significant outcomes in the completed project.

5.5 Closing comments

Workshop participants are invited to note their closing comments in writing for inclusion in the workshop report. These comments may cover the perceived value or benefits of the workshops, or lack thereof, and any further aspirations. Participants are also given the opportunity to briefly address the workshop with their closing comments.

The facilitator advises the participants on the availability of the workshop report (usually within 1 week following the workshop).

The facilitator thanks the participants for their attendance and participation and formally closes the workshop.

5.6 Refreshments

As for Start-up workshop.

5.7 Workshop report

As for Start-up workshop.

6 Reporting

Workshops and meetings form an essential element for the management and progress of the contract. On completion, the outcomes of the workshops and meetings should be recorded and distributed. Suggested report guidelines are outlined below.

6.1 Start-up workshop report

The contents for a Start-up workshop report should be concise and could include:

· Title Page (including name of Contract, date of report, contact details)

· Table of Contents

· Introduction with a list of Organisations involved in the project

· Opening statements from Key Stakeholders

· Team directory

· Communications Matrix

· Key concerns and solutions

· Opportunities and innovation

· Closing statements

An Appendix with relevant documents may be attached if considered beneficial.

6.2 Evaluation and Monitoring meetings

The outcomes of the Evaluation and Monitoring meetings should be incorporated into the Close-out Workshop report. Where a Close-out Workshop is not held, an Evaluation and Monitoring meetings report should be prepared and could include:

· Title Page (including name of Contract, date of meeting, venue)

· Meeting attendance directory

· Identified issues and trends

· Agreed Performance Evaluation Form used during the project

· Completed final Performance Evaluation Record

6.3 Close-out workshop report

The contents for a Close-out workshop report should also be concise and could include:

· Title Page (name of Contract, date of report, contact details)

· Table of Contents

· Introduction

· Attendance Directory

· Opening statements

· Evaluation & Monitoring learnings

· New concerns, solutions and innovations

· Closing statements

The following documents should be included in an Appendix, if required:

· Performance Evaluation Sheets

· Performance Evaluation Record

6.4 Distribution of reports

A copy of the reports should be provided to each participant of the workshops and relevant meetings.

For contracts involving the NSW Department of Finance and Services, a copy of the Start-up workshop report and the Close-out workshop report should be sent to the Category Manager - Construction, NSW Procurement.

7 Attachments

Attachment A-1: Agenda for GC21 Start-up Workshop

Attachment A-2: Key Concerns & Solutions

Attachment A-3: Team directory

Attachment B: Agenda for GC21 Close-out Workshop

Attachment C: GC21 (Ed 2) General Conditions of Contract:

a Relationship Based Contract

Attachment A-1:

Agenda for GC21 Start-up workshop

Guidance Note

This document includes yellow highlighting to indicate where insertion is required.

Contract name:

»

Contract number:

»

Date

»

Venue

»

8:45 AM

Refreshments

9:00

Welcome by Facilitator who provides:

· Workshop Purpose;

· Contract Overview; &

· Agenda Review.

» name

(Facilitator)

9:25

Participants introduce themselves & complete Team directory

All

9.35

Opening Statement by Client Representative

» name of representative

9.45

Opening Statement by Contractor Representative


9.55

Opening Statement by Principal Representative


10.05

Co-operative contracting - Overview

Facilitator/ PM

10.20

Co-operative contracting – applied to the Contract/ Project

All

10.45

Morning Tea

11.05

Evaluation and Monitoring process

Facilitator/ PM

11.25

Develop Communications Framework and Emergency Contacts

All

11.45

Identify Key Concerns and Solutions

All

12.15

Opportunities for Innovation

All

12.35

Closing Comments and Feedback

All

12.55

Close of Workshop

Facilitator

1.00

Lunch & General Discussions

NOTE: Agenda is a guide only and may be amended to suit workshop

Attachment A-2:

Key Concerns & Solutions

For the best results: avoid being too general and illustrate clearly with specific examples

Concerns (or problems)

Solutions

·

·

·

·

·

·

·

·

·

·

·

·

·

·

·

·

·

·

·

·

Attachment A-3:

Team Directory

Guidance Notes

· All workshop participants are requested to clearly PRINT their name on this list.

· Please also add the details of any absent colleagues whose contact details may be useful for the project

Contract name:

Name

Position in Organisation

Organisation Name

Email Address

Phone Contact details

Attended W-Shop

Y = YesN = No

telephone

mobile

telephone

mobile

telephone

mobile

telephone

mobile

telephone

mobile

telephone

mobile

Name

Position in Organisation

Organisation Name

Email Address

Phone Contact details

Attended W-Shop

telephone

mobile

telephone

mobile

telephone

mobile

telephone

mobile

telephone

mobile

telephone

mobile

Emergency Contacts:

Principal’s Emergency Contact persons

Title

24 hour Telephone No (if not included in team directory)

1

2

Contractor’s Emergency Contact persons

Title

24 hour Telephone No (if not included in team directory)

1

2



Page 14

©NSW Government

©NSW Government

January 2017

Attachment B:

Agenda for GC21 Close-out workshop

Guidance Note

This document includes yellow highlighting to indicate where insertion is required.

Contract name:

»

Date

»

Venue

»

8:45 AM

Refreshments

9:00

Welcome by Facilitator who provides:

· Workshop Purpose;

· Contract Highlights; &

· Agenda Review.

» name

(Facilitator)

9:20

Project Overview by Client Representative


9.30

Project Overview & Contract Performance by Contractor


9.40

Project Overview & Contract Performance by Principal


9.50

Evaluation and Monitoring Learnings

Facilitator

10.30

Morning Tea

10.50

New Concerns, Solutions and Innovations

All

11.30

Closing Comments and Feedback

All

11.50

Close of Workshop

Facilitator

12.00

Lunch & General Discussions

All

NOTE: Agenda is a guide only and may be amended to suit workshop.

Attachment C:

GC21 (Ed 2) General Conditions of Contract: a Relationship Based Contract

Construction Agencies of the New South Wales Government, with the leadership of the Department of Finance and Services, developed the NSW Government GC21 (Edition 2) General Conditions of Contract (GC21) for design and construction. The Agencies involved with the Department of Finance and Services in the development project included the Roads and Maritime Services Authority of NSW, Sydney Water Corporation, State Rail Authority of NSW and the Health Infrastructure.

GC21 builds on the experience and project success delivered with GC21 Edition 1 which had a highly effective emphasis on co-operative contracting and enhanced communication between the parties. GC21 Edition 1 was based on the successful relationship management and contracting principles embraced in the C21 Construction Contract form.

The GC21 development focused on streamlining, updating and improving the operation of the contract to reflect experience and practice.

GC21 provides a contract environment that encourages the delivery of improved contract outcomes and continues the process developed by GC21 Edition 1 in encouraging new attitudes and relationships in carrying out NSW Government construction work, involving co-operation, early warning and resolution of issues, client focus and a commitment to best practice.

Co-operative Contracting

GC21 provides a framework and procedures designed to encourage co-operative contracting to achieve more successful outcomes.

To foster co-operative contracting, GC21 contains provisions encouraging co-operation, imposing a duty on the parties not to hinder performance, and a requirement for both parties to provide early warning of events likely to affect the timing, cost or quality of the work. In addition, there are innovative provisions for early payment, payment for “defect free” completion of the work, encouragement of the parties to agree the cost and time implications of variations in advance, a limited automatic entitlement to delay costs, and procedures for the expeditious resolution of issues.

GC21 includes requirements for a “start-up” workshop to establish relationships and a communication framework, followed by regular evaluation and monitoring meetings, and a “close-out” workshop to deal with future relationship issues.

A co-operative contracting approach includes three essential elements:

· a legally binding contract which stipulates the rights and obligations of the contracting parties;

· trust between the parties that enables co-operation, common sense, decency and good will to prevail; and

· a longer term perspective and belief of the parties that they will be enriched by the experience and want to work together to produce other successful contracting outcomes.

Co-operative contracting needs and encourages personal behaviour involving:

· commitment;

· trust and respect;

· open communication and timely responsiveness;

· joint evaluation of and responses to the team’s performance.

Considering each one of these behaviours in detail:Commitment

Co-operative contracting requires and encourages the commitment of the contracting parties and their personnel to:

· this co-operative contracting;

· a successful contract outcome; and

· continuous learning and improvement, even when challenges, personal discomfort, and possible failure are involved.

This is particularly so at the Senior Executive level, in providing others involved in the contract and the Works with leadership and valuable advice.

Trust

Co-operative contracting requires and encourages the trust and on-going confidence of each party and their personnel that the other will be:

· open;

· honest;

· reliable;

· consistent;

· responsive; and

· fair and reasonable.

Respect

Co-operative contracting needs and encourages mutual respect between contracting parties and their personnel.

Respect is essentially about having regard to the values of others, where values are the principles that guide organisational and individual behaviour by determining what behaviour is acceptable and what behaviour is unacceptable. We respect organisations and individuals when we respect their values.

Open communication

GC21 by way of the “start-up” workshop and regular evaluation meetings provides the means by which the parties can commit to a successful contract outcome through co-operation and all that entails. GC21 requires a regular two-way flow of information between the parties.

Timely responsiveness

GC21 encourages and requires for the parties to respond in a timely manner to each other’s requests, problems and concerns.

Joint evaluation of the teams’ performance

GC21 provides for the parties and others participating in the Contract and the overall Project to jointly evaluate their performance as a team in regular evaluation and monitoring meetings.

January 2017 Page 17

©NSW Government

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