procurement strategy report

Brighton 3Ts Procurement Strategy Report V4 1 of 74 February 2012

BSUH 3Ts Scheme

PROCUREMENT STRATEGY REPORT

OBC Refresh October 2011 (Revision 4 February 2012)


INDEX OF CONTENTS

1. Introduction

2. Ensuring Best Possible Value for Money (VfM)

3. Risk Management

4. PSCP – Crown House Technologies Limited

5. In House Capability – Expanded Limited

Appendices:

A. The Procurement Process

B. Supply Chain

C. Procurement Process Map v8

D. Package Procurement Strategy Schedule

E. Procurement Plan

F. Delivery Model and Market Testing Breakdown (dated 01 February 2012)

G. Package by Package Procurement Strategy v3 February 2012

H. Example: Subcontract Tender Analysis

I. Example: Package Control Sheet

Revision By Purpose Date

- NJK Draft issued for comments 26 August 2011

1 NJK Revised following review meeting 05 October 2011

2 KH Quality check 06 October 2011

3 NJK Revised following T&T comments (06/01/12) and a meeting with the Trust (30/01/12)

30 January 2012

4 NJK Revised following T&T comments (15 February 2012) 16 February 2012


1. INTRODUCTION

The purpose of this document is to describe the procurement strategy which will be adopted by Laing

O’Rourke (LOR) to deliver the market testing of the Brighton 3Ts Hospital Scheme for the Brighton and

Sussex University Hospital NHS Trust.

LOR will work collaboratively with the Client and their representatives to ensure that all market testing is

undertaken in an ‘open book’ manner, providing full visibility and utilising robust procedures and

systems which will demonstrate and deliver affordability and best value for money to the Client at all

times. This visibility will extend into our in-house companies Crown House Technologies and Expanded

Limited.

LOR will use this document as a vehicle to alleviate other stakeholders concerns over demonstrating

and obtaining the best possible value for money.

This report aims to address any concerns whilst acknowledging the challenges of the project and the

need to satisfy a number of important requirements such as the drivers of value, transparency and

competition.


2. ENSURING BEST POSSIBLE VALUE FOR MONEY (VfM)

LOR has a team of dedicated professionals within all disciplines with a wealth of experience in delivering

world class health care buildings through an array of procurement routes and in this Scheme itself.

Healthcare and Education/Laboratory projects currently make up approximately 50@ of our construction

business which currently employ approx 3,700 personnel, of which over 700 are Professional Engineers.

The LOR procurement strategy for Brighton 3Ts has been written with a key driver 'to obtain the best

possible value for money (VfM) from the market place that is compliant to an agreed and signed off

design' whilst recognising that best value is derived through a combination of the following criteria:

• Design Robustness

• Purchase and installation cost

• Build quality

• Lasting quality

• Ability to commission

• Ease and cost of maintenance

• Adaptability in future use

• Effect on delivery programme

With the planned delivery of the market testing exercise utilising comprehensive trade package

procurement programme (Appendix E - Procurement Plan) and adhering to the methodology as

described within our processes and procedures (Appendix A - Procurement Process), LOR will provide

governance and visibility throughout each stage of the process.

Governance will be achieved by the use of the LOR Core Process, which provides consistency to our

business approach through a detailed high authority level sign–off process within a fully structured

governance process. This process is mandatory for all LOR Construction Ltd activities.

During the design development process the procurement team will work closely with the designers to

promote and progress wherever possible any agreed alternatives, options or build-ability opportunities

to bring added value benefits to the Client. LOR has strong and managed relationships with key sub-

contractors, suppliers and manufacturers representing various specialist sectors.

Where agreed with the Client, its Project Manager and Cost Advisor, LOR will engage with members of

its supply chain in order to develop design details and specifications prior to issuing ‘invitations to

tender’ to the market. We believe this is pivotal to our role during the market testing period and our

team is resourced with specialist support to make a real difference in this area.

Within the LOR group we have a number of in-house specialist companies (in addition to Crown House

Technologies (CHt) and Expanded) whom can be introduced to the project to offer advice on the

design, cost, build-ability, programme and sequence of the project.


Cost build ups of all non market tested elements will be provided to ensure value for money is

demonstrated in the market. This will be in sufficient detail to allow analysis and scrutiny by the

independent cost advisors.

Our track record working with our in-house resources can be demonstrated by a portfolio of

successfully completed projects where LOR has provided technical solutions to overcome logistical

constraints, adding considerable value and benefit to the Client. All in-house specialist companies will

competitively market test their sub-contracted work packages. Visibility of this process will be given to

the Client’s Project Manager and Cost Advisor as identified within Appendix C – Procurement Process

Map.

Example: Oxford Brookes University Student Centre.

From the outset there was a strict requirement to provide a landmark award –winning building within a

very tight budget. The façade package in particular presented many challenges: to procure the right

team and product within budget, achieving the high quality design requirements and eliminating risks.

Through collaboration with the University and designers and our team from the construction business,

Expanded and LOR Facades, we were able to secure competitive package returns whilst maintaining a

very strong position to negotiate out risk.

Example: Oxford University Earth Sciences

The procurement of the ‘metal-free’ laboratory package was an important part of the initial main

contractor selection process. The LOR delivery model, using CHt and Expanded at an early stage

allowed the management of the procurement process to jointly select the most appropriate specialist

subcontractor to work under a two stage process. This would not have been possible if the package was

a second tier appointment under the MDE package.

Example: Barking & Dagenham BSF – Sydney Russell School

With the offsite manufacture of precast twin wall facade panels (complete with offsite installed windows)

and lattice concrete floor planks the construction of the 7,500m² building was completed in 12 weeks

achieving a onsite installation programme saving of 30@ comparing to that of a tradition build.

Interface with service modules such as cast in suspension hangers and fixings were identified using CHt

and Expanded at the design and coordination stage and then later incorporated during manufacture

thus eliminating the need to diamond drill at height on site.

The process of market testing the subcontract packages for the in house specialist subcontractor’s

packages will involve detailed component cost breakdowns for every element of the works. The project

will benefit from the leverage gained by LOR’s overall Group’s international purchasing spend and

volume.

At all times, we will ensure that our team work collaboratively with our Client and the Client’s Project

Manager and Cost Advisor with core values of transparency, trust and openness.


Appendix F – Delivery Model and Market Testing Breakdown details the different procurement routes:

Procurement Route Value (£) Value (%)

ECC Option A Lump Sum £100.8m 42@

Competitive Tender £83.5m 35@

Validation of Costs £54.1m 23@

£238.4m 100%

Transparent Process

LOR will work closely with the Designers and the Client’s Project Manager and Cost Advisor providing

full visibility to achieve and demonstrate the very best possible value for money from the market place.

Within the tendering process LOR will provide all the necessary information that will assist the Client’s

Project Manager and Cost Advisor to review fully, consider and provide where necessary any input to

ensure that every aspect of that package is audited and verified for technical compliance, affordability

and best value for money (as identified within Appendix C – Procurement Process Map).

During the market testing exercise the design information that will be sent for tendering will allow us to

obtain a price for the entire scheme. Using pricing schedules and bills of quantities LOR will ensure

that every tender that is returned is broken down into each phase of the project and will be capable of

being let as such. This will allow other alternative opportunities to be explored at a later date under a

phased GMP should this be of interest to the Trust.

Competitive Tendering

The LOR team in conjunction with our design team will ensure that the procurement process is aligned

to the particular demands of this project. Our processes will ensure that the most competitive tenders

are obtained from carefully selected pre-qualified tenderers. Through innovative design solutions and

competitively market testing of our work packages (using specialist sub-contractors within this market)

we will demonstrate the benefits of applying a downward pressure on the market to maximise the

competitive tension that exists.

Robust Tenders

The quality, level and timing of tender information for each package is critical and will play a vital role

determining the correct time to procure.

The design release programme requires a considerable number of works packages to be tendered

concurrently. For this reason each tender document must be well defined to aid efficient evaluation

and package sum agreement.

We will work closely with the Design Team to develop thorough and robust tender documents that will

make pricing for the supply chain as straightforward as possible. A clear process will ensure each

package is set up correctly from the start.


Contract Selection for Key Subcontractors

With the exception of Expanded Structures Limited and Crown House Technologies who we propose to

contract with under an ECC Option C Target Cost we have initially set out our strategy to procure and

contract under an Option A Lump Sum for the remaining work packages. However, it should be noted

that we will work in a collaborative manner with the Trust’s Project Manager and Cost Advisor during

the tendering process to identify any packages that would provide benefits to the project from changing

from an Option A to C.

P21 PSCP Using a Single Sourced Strategy

Single sourcing for major or critical elements of schemes is supported by OGC and the National Audit

Office, both of which have endorsed Procure 21 as a best practise procurement model. Single sourcing

allows a much higher level of input into design, value and risk management, resulting in a better

solution for the Client and greater certainty of successful delivery to site. Single sourced Supply Chain

Members will demonstrate market levels and value for money within their pricing including:

• Visibility of the sub sub-contract market testing

• Open book costing with a gain share mechanism

• Agreement of a GMP

• Validation of costs against similar recently tendered schemes or previously delivered projects

• Commitment to continuous improvement

These and other issues must be identified within the procurement strategy as agreed by the Client and

the PSCP. This approach provides the benefits of single sourcing with the commercial tension created

by market testing.

Whilst single sourcing at an early stage will have a cost burden during Phase 3 of the project, the many

benefits it brings during the construction stage will far outweigh these costs. These benefits may be

summarised under the following headings together with some examples of the opportunities that have

already been created on this project and others:

Buildability

Alignment of the developing design with construction requirements is achieved simultaneously with the

other design drivers for the project.

Example: Piling Design- The design on the 3T’s scheme has been able to be concluded at a early stage. This will enable not only the most efficient piling design to be incorporated into the scheme; it will facilitate time to consider other improvements to be incorporated into the scheme (possible benefits include larger clinical spaces, reduced land take and reduced vibration).


Methodology

Construction methodology can be considered at an early stage to inform the design i.e. crane

positioning.

Example: Whilst not on the Brighton project, on Oxford Brookes University project, as a result of the

early involvement of Expanded and CHt, plastic conduit was included in the precast slab design to

avoid first fix MDE work.

Logistics

A construction logistics plan can be developed at an early stage which can be used to inform the

planning process and the design.

Example: Trauma Lift -The trauma lift attached to the Thomas Kemp Tower linking the helipad with the Major trauma centre has been designed as an offsite solution from the outset with detailed involvement from the LOR supply chain. This has the substantial benefit of minimising disruption to the south service road – reducing the amount of time the south service road would be closed. Without involvement from the supply chain, this solution would not be confirmed at this stage. Example: Impact on local residents-The site is within a residential urban area and one of the key issues that have arisen through the planning process is that disruption to the surrounding area should be minimised. In order to achieve this, an offsite manufacturing solution was absolutely critical to the delivery method. Due to the early involvement of the supply chain a strategy to provide an offsite solution has been in place since the outset of the project and has been embedded into the design avoiding the need for costly retrofitting of the required solution at a later date.

Standardisation

The access to the MDE supply chain provides the ability to select preferred equipment to ensure

standardisation across assets and more efficient life cycle costs.

Example :Specialist Suppliers & Major Services Elements -The early identification (in agreement with the Trust) of 3 specialist suppliers for major services elements has ensured that design, operation and maintenance information will be incorporated into the scheme at an early point (e.g. pneumatic tube suppliers).


Productivity

LOR use their Design for Manufacture D Assembly (DfMA) protocols to accelerate the construction of

the concrete frames. Similarly, we use our design expertise to promote the use of preassembled

windows and precast components to reduce onsite assembly of the external frame and secure quality.

Example: Facade Involvement during the planning process of the facade manufacturing and construction team (concrete panels and curtain walling/windows) has been much greater than would otherwise be feasible. The construction and the design have been brought together at an early stage to ensure the facade can be delivered efficiently and in an offsite construction manner. This took the form of guidance as to the constraints associated with the design.

Example: On the Mint Hotel (City Inn) project, due to delays to one part of the RC frame the critical

path moved from the frame to the cladding. This meant that the Cladding Subcontractor had priority

on the use of the cranes ahead of Expanded. This team were able to utilise their efforts to minimizing

the cost effects to the project and not in managing claims between the businesses.

Behaviours

Single sourcing internal companies within the LOR delivery model has the unique benefit of aligning

behaviours so all parties act exclusively for the benefit of the project and not for their own respective

businesses. This is achieved by every internal business reporting and being targeted on the project as a

whole and not the individual performance of the business unit. All businesses report to a single Director

responsible for the project.

Sustainability

Our delivery model ensures we bring expertise in design and construction of all major aspects of the

work. We add value to the construction of buildings to perform efficiently when in use and provide

energy savings solutions.

Example: At our Mint Hotel (City Inn) project we proposed offsite assembly techniques for precast

concrete façade panels and internal walls. The build solution had a higher thermal mass and much

improved air tightness, leading to the energy performance of the building being much lower than

forecast. The hotel won the European Hotels Sustainability Award 2011.

Implications from the financial climate

With the current market conditions major Sub-contractors and suppliers are very keen to offer their

technical, design and estimating services in an effort to secure workload. Having ensured tenders are

compliant and robust we will push for the best rates available.

However it should be noted that due the longevity of this project, the forecast of price fluctuation and

cost certainty will be key when negotiating a robust GMP per package.


Although the current market does present risk of sub-contractor and supplier insolvency LOR has a

series of evaluation and control measures in place to reduce or mitigate this. We carry out a detailed

financial analysis and risk assessment for all key sub-contractors and suppliers and continue to monitor

each company with an alert system based upon data obtained daily.

Market conditions

A constant review of economic and market conditions affecting the resource costs will be carried out.

Within LOR, key resources are analysed and tracked to provide guidance on changes to the market.

Inputs from the broader Project Team will be encouraged to gain consensus.

Labour market trends will be analysed and workload forecasts reviewed to identify what, if any,

pressures are likely across the specific packages or generally within the construction and specialist

equipment industries.

In addition, the implications on primary costs of production must be monitored to inform the project team of cost pressures within key commodities, such as oils and gas. The process and tools described above will enable the identification of inflation costs; their magnitude; and their sensitivity to changes that will provide overall benefits. Risk of Construction Inflation Using exclusive framework agreements and the robustness of our supply chain partners and their global standing, LOR will illustrate the preferential terms and benefits (such as cost and price fixity) that we can offer to forecast and manage the risk of inflation during the course of the P21 2-year fixed period from submission of GMP. We will also provide an insight into our key supply chain partners giving the Client an understanding into the commercial benefits that each agreement can deliver. During tender evaluation for each works package it will be important to understand and agree the correct cost included in each sub-contractor bid to provide a fixed price inclusive of inflationary impact. We will therefore structure each works package pricing schedule to clearly identify the total value of labour, plant and materials included within the sub-contractor tender. We will then be able to assess these values against programmed sub-contractor procurement and installation periods to ensure that each inflation allowance is both prudent and realistic, irrespective of which party is carrying the risk.


Managing Inflation Risk

Part 1 – Options for managing inflation risk at the point of sub-contract placement

We will obtain sub-contract tenders on a fully fixed price basis with Sub-contractors taking the full fixed price risk. In addition a fixed price beyond an identified base date (close to the tender submission date) will be identified separately.

From this information we can:

• Consider the potential benefit / risk of placing the sub-contract at a later date, closer to the start on site date should lead-in periods allow.

• Consider placing the sub-contract on a P21 fluctuating basis

• We will invite the sub-contractors to propose with their tender returns innovative methods for reducing the impact of risk pricing for inflation, for example:

• Advance payments with security provided.

• Early procurement of key resources at risk such as glass, un-fabricated metal.

• Secured production slots in manufacturing processes. Part 2 – Forecasting of inflation risk up to the point of sub-contract placement

To operate any effective forecasting and control of future cost increases – including inflationary

pressures – certain baseline information is required:

• A detailed breakdown of the elemental costs into their principal components within the budget.

• Programme information identifying the point in time and duration over which expenditure will be incurred.

• Knowledge of the factors impacting on cost change over time.

Once this information is established a tool is needed that enables us to take the detailed base line information; develop this as certainty of costs is established through the market test process; and apply to it the factors known and considered to impose inflationary pressure.

In this way:

• Implications of anticipated cost pressures are established against the established base line.

• The likely outcomes of alterations to the programme activity can be tested.

• The likely outcome of changes to cost due to alterations to the design and specification of the project can be measured.

• Changes to the procurement and selection process of significant cost components are identified.

• Challenges can be placed in front of sub-contractors, suppliers and manufacturers as to what is reasonable in respect of inflation forecasts and allowances.


Savings & Efficiencies

LOR can deliver savings without reducing the quality and value of the finished project though our

existing supply chain which has evolved with us over a number of years; in addition to surety of cost

and delivery, this offers savings and efficiencies without detriment to safety and quality. We can deliver

benefit through effective supply chain management in the following areas:

Efficient construction methods

By employing efficient construction techniques we will reduce cost, improve programme and enhance

safety. In areas such as off-site modularisation and pre-commissioning of elements we have a detailed

understanding of the benefits and the appropriate opportunities to utilise them.

Our waste minimisation initiatives focus on reducing the environmental impact of waste.

Value Management

There are two tiers to the value process:

• Value Management – establishing the correct elements of the building to deliver the needs of

Brighton 3Ts.

• Value Engineering – finding the most efficient way to deliver the chosen elements in value terms

without loss of performance.

Much of the VM process should have already been progressed ahead of market testing through the

design process there will no doubt still be options for review in areas such as finishes, plant, equipment

and furniture, which will benefit from VE.

LOR will support the Project Team to achieve value as part of the ongoing value management of the

project is described below:

Within LOR we have experienced people knowledgeable in the specific construction methodologies

required to complete the works. Reflecting collectively on our delivery of major hospitals will focus our

experience and knowledge on the performance, quality and function required, such that VM input is

meaningful and of direct practical and commercial benefit.

Value management is the overarching principle which embodies the philosophy for the delivery of this

project. Value management will be implemented to each contributing aspect of our process to

underwrite effective design leading to improved planning and cost management.

As part of a wider approach to value management, our procurement specialists work as part of the

Project Team to engage with manufacturers and sub-contractors for specialist input on alternative

materials and processes. Rather than simply downgrading the specification, the emphasis will be on

considering better value alternatives without reduction in quality. In addition to constructed cost, we can

work collaboratively with stakeholders to understand benefits in whole-life costing.


Package workshops will be conducted with Client participation to discuss capital and life cycle savings

whilst also opening up our Supply Chain to engage with the Client to combine the specialist knowledge

of both parties to optimise every possible solution. We intend to work in a collaborative relationship

with our Client so that we understand their needs, requirements and desires to explore, invest and

maximise the potential for any value engineering.

We will encourage an environment where all parties including the supply chain contribute their

specialist input and knowledge.

Market Input

During the procurement process – drawing upon our experience in the sector – we will seek out

alternative materials and products. We will facilitate the introduction of supply chain knowledge that

generates additional value in operation, reduced maintenance costs of the building and capital cost

reductions

We will constantly review the package procurement strategy to ensure that it is aligned to achieve best

value buying of all packages.

Within the package procurement process we will seek and present (alongside compliant return) input

and suggestions on VE proposals and alternative offers that will reduce the cost of delivery.

Interrogation of the Cost Plan

As part of our responsibility and transparency LOR work with the Client’s Cost Advisor to interrogate

allowances within the cost plan and investigate areas where the potential for savings may exist. The

current cost plan forming part of the OBC refresh, broken down into the various procurement routes is

enclosed in Appendix F - Delivery Model and Market Testing Breakdown

Feedback from other Projects

LOR will obtain feedback on current and recently completed projects such as Pembury, Forth Valley,

Newcastle RVI and North Staffs etc.

Feedback information will include value engineering reviews, tender cost analysis and variation

accounts to establish comparison against entry and exit costs, supplier performance reviews and up

dated scope of works documents to capture elements that contributed to any package growth. Using

this extensive information, opportunities will then be identified to the Client and Project Team to review

and consider.

Identify interfaces between packages and potential scope gaps

On any project Sub-contractors need to link together without gaps in their design or site installation; the

complexity and co-ordination of Brighton 3Ts makes this even more important. Identifying interfaces

between work packages will be crucial to successfully delivering the project.

During the procurement process LOR will facilitate detailed scope review sessions where package teams

will run through the installation process step by step. This will flag items of work that need allocating to

particular packages and expose scope gaps for removal.


To assist, we will produce an interface schedule. This will highlight the design and construction

interfaces between all packages; package teams will refer to this schedule during detailed scope review

sessions.

In addition to the Package Interface Matrix it is also important to recognise the time interface – when

design is required or made available between one Sub-contractor and another or the Design Team.

LOR will use the developed BIM model to focus the scope review meetings. Improving visualisation of

the physical building will highlight areas of scope or interfaces which can then be allocated to the

appropriate works packages.

Using comprehensive scope of works (containing interfacing responsibilities) with correlating pricing

schedules LOR will seek to obtain fully compliant and all encompassing tender returns. Each work

package will be reviewed through a robust tender analysis process.

Package Gap Analysis

After the returns of package tenders a Sub-contract Tender Analysis is undertaken to compare the

return from each tenderer, item by item. Gaps are identified and allowances made to ensure all

returns are compared on a “like for like” basis. Scope adjustments are also made to ensure that gaps

between packages are also captured (example contained within Appendix H).

A Package Control Sheet is also produced to manage the package against the package budget and

cost plan (example contained with Appendix I).

Elimination of risk

Early involvement of the supply chain for key packages will improve understanding and engineer risk

out of sub-contractor pricing. Procurement specialists will work within the Project Team to identify and

address the areas that require extra focus – effective installation and commissioning of MEP services, in

particular. Working with the Designers, LOR will produce tender documents with clear direction on

exactly what is required. Providing as much relevant detail as possible will remove uncertainty and

therefore sub-contractor risk.

Currency exchange

When finalising our supplier sourcing strategy, LOR will consider whether currency exchange rates can

provide additional benefit.

If the weak pound strengthens during tender process it will improve buying power on products from

outside the UK; the project could benefit from switching its supply source accordingly for trades flexible

on geographical supply.


Commercial leverage

Strong commercial negotiation will provide significant value. Through our experience with a supply

chain that understands the need for accurate pricing we will achieve the very best competitive rates

without risking unsustainable pricing.

We will source using leverage gained from a global empire that purchases services and materials from

around the World.


3. RISK MANAGEMENT

LOR has worked closely with the design team to develop a design solution which brings together

current thinking and a structured approach to defining what value means to the project. This will play

an important part in the assessment of any potential opportunities and how these may impact on the

delivery of the project objectives.

Through various risk review meetings the project team has identified risks, hazards, implications of

potential failure, time scale options available to mitigate failure and remedial actions available whilst

identifying value engineering opportunities. The out workings of these risk review meetings and the

Monte Carlo distributions were included in the OBC refresh submission.

We will seek to provide, wherever possible, demonstrable data with the intention of:

• Reducing project risk (including on-site health and safety)

• Reducing capital cost

• Provide assistance in seeking reductions in ongoing maintenance

• Reducing system complexity

• Reducing energy consumption

• Reducing embodied carbon

• Increasing project quality

• Increasing component life cycle

Risk transfer profile

Monitoring the ownership of risk and mitigation within the members of the Project Team will be carried

out at each risk review meeting. This will ensure that the overall cost is managed to its lowest level.

Challenging the risk ownership profile will ensure that the overall cost or risk is managed to the

optimum benefit of the Client.

Working in partnership with Insite, LOR has developed an inflation modelling tool looking at medium

term inflation rates that meets these requirements. With this in place, the Project Team will be able to

effectively manage inflation risk during the GMP process and provide information that will allow the

development of a procurement strategy for all 3 phases with a detailed understanding of the risks

involved.


The model includes the following detail and facility:

• Package costs allowances, fully adjustable as cost certainty is refined.

• Start and finish dates for each package.

• Package programme profiling to replicate the cost expenditure profile of each package; for example, front end loaded where high initial outlays are anticipated.

• Package by package resource cost breakdowns to enable detailed consideration of inflationary pressures on key costs components – both within the package and aggregated across the project.

• Rapid calculation of the impacts on inflationary costs of changes arising, for example, from:

a) Changes to the design and specification that impact the principal resource costs.

b) Impact on overall inflation costs resulting from early or deferred procurement.

c) Programme changes to start and finish dates of the project and / or each package.

As the design and market test processes progresses the model will be populated progressively with the

outputs. Working towards the agreement of the contract sum, inflation risks will be captured within the

package prime costs.


4. PSCM – CROWN HOUSE TECHNOLOGIES LIMITED

Crown House Technologies (CHt) are a PSCM for LOR Construction and have been selected as the MEP

services partner for the design and construction of the proposed Brighton 3T’s P21 redevelopment. The

P21 framework enables the risk of cost increases to pass to CHt whilst allowing the full benefits of

engineering or procurement savings to flow back to the Employer in achieving the PSCM GMP and

bettering the GMP when the LOR final account is agreed.

The key features of this CHt procurement strategy for the market testing of the MEP services are –

� Greater levels of openness and transparency subject to full audit and scrutiny

� Value for money proven through competitive tendering

� Greater surety of design completion, delivery and commissioning: mitigation of risk and scope

gaps

� Early contractor engagement to assist in design specifically modularisation and BWIC

� Single-point accountability – all works underwritten by the LOR Group

� The provision of a hand-picked, highly competent and dedicated team with a proven track record

of delivering similar complex projects during pre-construction and the delivery of the project.

� An opportunity to generate trust and understanding between all parties to ensure that the best

value agenda is met.

CHt has a wealth of knowledge and previous experience of similar healthcare projects. Through early

engagement, CHt has already added and will continue to add significant value through design and

procurement working with LOR and the wider team to help shape and develop the programme

deliverables.

In summary, this strategy aims to provide surety through the design completion, installation (including

modularisation) and commissioning phases of the project. It will create a single-point of accountability

underwritten by the LOR Group, and provide complete transparency and visibility of the value chain

while proving a market test to back up the GMP.

Further details of the benefits of the integrated supply chain are included within Appendix G – Package

by Package Procurement Strategy v3 February 2012 Section 3 titled PSCM Crown House Technologies.


The MEDP package net is £68 million in total broken down as follows:


Market Tested Packages £43.8m 64@

Direct Materials (tendered) £9.7m 15@

Direct Labour (validated) £14.5m 21@

£68m (excl Prelims & Fees) 100%


5. IN HOUSE CAPABILITY – EXPANDED STRUCTURES LIMITED

LOR do not believe that value for money is demonstrable only via competitive market pricing; value

benefits and genuine cost savings associated with in-house procurement can equally demonstrate value

for money.

Expanded Structures Limited works will be undertaken on a fully ‘open book’ basis, providing access to

detailed rate build-ups, material and plant costs, and labour outputs which predicate the pricing.

Expanded Structures Limited is happy to share relevant analysis documentation produced for various

NHS Trusts, where single action procurement of civil engineering and structure works, has been

accepted and has demonstrated to the satisfaction of their Project Managers and Cost Advisors to be

value for money.

Each element of the package during the GMP process would be market tested or cost validated as

follows:

Overall

LOR will provide key validate rates for comparable civil and/or structural installations in the UK. In

addition, LOR will provide validated commercial metrics from other comparable schemes to verify

overall preliminary percentage or other specific allowances.

Materials

Concrete, reinforcement, shuttering timber and drainage materials would be market tested in an open

book format to at least three suppliers.

Labour

Full details of Expanded Structures Limited cost of employing labour would be provided, including

working hours, outputs etc for key elements

Plant

Plant would be provided by Select Plant who would provide detailed build-ups and market comparison

rates.

Sub-contractors

All sub-contractors would be market tested on an ‘open book’ basis as for the main subcontract

packages.


Further details of the benefits of the integrated supply chain are included within Appendix G – Package

by Package Procurement Strategy v3 February 2012 Section 4 titled In House Capability – Expanded

Structures Limited.

The Piling, Ground works, Substructure, Below Ground Drainage, Superstructure, Frame and Cladding

package nett is £29.2 million in total broken down as follows:


Labour £12.1m 41@

Plant £4.7m 16@

Materials – concrete £5.7m 20@

Materials – reinforcement £3.3m 11@

Materials – others £2.6m 9@

Subcontractors £672k 3@

£29.2m (excl Prelims & Fees) 100%


Appendix A – THE PROCUREMENT PROCESS

Brighton 3Ts Procurement Strategy Report

THE PROCUREMENT PROCESS

LOR use vigorous processes and pr

key roles and responsibilities.

The importance of procurement ca

fundamental to ensure that best v

project.

Each package will be assessed o

strategy this will be led by the LO

and Design Team will be actively

package detail responsibilities ma

= Leads Activity

= Contributes to / approves activity

Bid Lists

Agree Package Strategies

Scope of Works

Agree S/C Design Responsibilities

Attendances

Tender Design Information (Drawings,

Specifications & Reports)

Programme Information

Site Specifics

Buildability Review

Pricing Schedule

Commercial Requirements

Risk Review

Quality Requirements

Matters Relating to H&S

Local Opportunities

rt V4 23 of 74

SS

procedures which link each individual functional disci

t cannot be underestimated and the input from the e

t value is obtained for the Client during the market

on its own individual merits in order to agree a s

LOR Procurement Leader, Nick Kennedy. Member

ely involved in contributing to this process. This is

matrix shown below.

LOR Team Client & Design T

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February 2012

iscipline to a number of

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LOR’s procurement process for the market testing phase of the project is described below.

To be read in conjunction with Appendix C – Brighton 3Ts Procurement Process Map

Gateway 1: Pre-Qualification

Tender list selection including assuring capability and capacity

We will engage with our supply chain, including specialist sub-contractors and suppliers who share our

values and behaviours and can demonstrate their compliance with our high performance standards,

particularly in regard to safety, quality, cost, programme delivery, innovation and environment. All

parties will be encouraged to contribute to a tender long-list.

LOR will then invite the companies on the long-list to prequalify in accordance with the agreed process.

All prequalification returns will be managed by LOR and will be reviewed and rationalised into an

agreed list for tender, which will then be issued to the Client’s Project Manager/Cost Advisor for review

and if necessary provide comments.

Sub-contractors and suppliers will be vetted against relevant criteria including capability, experience,

insurances, tax details, financial stability, previous performance and health, safety and environmental

accreditation. The process will:

• Ensure transparency and verify financial stability, availability and sustainability of each sub-contractor

and supplier through our procurement processes

• Ensure that suppliers are competent and adequately resourced for compliance with the CDM

Regulations, and to meet Client standards and our own best practice standards

• Ensure that local and/or new companies have the opportunity to tender for project packages and that

contract terms are appropriate, including the evaluation and verification as to suitability and continuity of

supply through the project lifecycle.

Gateway 2: Market Testing

Package Strategy

The Project Team will meet regularly to agree strategy, hold workshops on works package

considerations and formulate package tender documents.

LOR will define proposals to ensure each package is tendered to the most suitable sub-contractor or supplier in accordance with the project’s specific requirements. Each package strategy meeting will specifically address the procurement influences such as scope, programme, market conditions and capacity, collaboration requirements and benefits, proposed bidders and selection criteria. It will recognise programme constraints that force immediate appointment upon award, it will identify the level of project risk in the event of sub-contractor insolvency and mitigations appropriate to the package such as vetting, vesting and alternative providers.


A key factor in achieving clear, robust and well defined subcontract packages will be the approach and

the tools employed to manage and record the information used to form the basis of each subcontract

package. Prior to the issue of any Invitations to Tender a Package Sheet will be completed by the

Project Team for each individual trade package and issued to the Project Leader for agreement and

approval.

Each package sheet will contain the following information: -

• Package number

• Package name

• Cost plan allowance / package budget

• Package strategic issues

• Scope of works

• Design responsibilities

• Package specific schedule of attendances

• List of drawings

• List of specifications

• Programme information

• Pricing schedule notes

• Commercial requirements

• Quality requirements

• Package specific health and safety issues

• Local opportunities

• Tender deliverables

• Other details

• Project team commitment and agreement to the package sheet information

Each individual Package Sheet will be issued to the project team not less than 7 days prior to the issue

of the relevant Invitation to Tender to provide the opportunity for any comments and amendments to be

incorporated. LOR will retain a copy of the Package Sheet throughout the market testing period so any

subsequent changes and amendments to individual packages can be clearly monitored and recorded.

The Invitation to Tender will be to a minimum of 3 (maximum of 6) agreed, pre-qualified sub-

contractors and include design information for the sub-Contractors to provide a lump-sum price.

Invitations will be on the basis of a specification and drawings basis against an agreed scope of works

or a detailed bill of quantities.

The Procurement Package Strategy Schedule and Package Sheet of this procurement strategy provide a

summary of:-

• The applicable procurement route for each package

• Any potential LOR in-house opportunities being considered

• Intended basis for each tender price i.e. specifications D drawings or Bills of Quantities

• Overview of package design responsibilities

• Retention requirements for each package


• Warranty requirements for each package

Stage D Design Information Packages

An Invitation to Tender will be issued to the shortlisted sub-contractors who will be invited to provide a

tender submission to satisfy the following deliverables:-

• Submit tender for the trade package based upon the Stage D design information including;

• A lump sum cost for the identified scope of works

• A lump sum for all necessary preliminaries to deliver the works

• A lump sum for design fees required to provide the advice needed to deliver the overall trade

package design.

• A lump sum that identifies all the package risks that require incorporation to achieve a not to

be exceeded GMP.

• A fixed lump sum for the OHDP required for the construction phase of the project.

Stage E Design Information

When the Stage E design information is available from the design team the relevant information will be

forwarded to the proposed sub-contractors for them to review and provide a fixed lump sum for the

project. This will include all the above details or confirmation that the details submitted as part of their

Stage D offer remain unchanged:

• Provide details of the anticipated programme duration for the construction phase of the project

and confirmation that this will fit seamlessly into the LOR proposed construction programme

• Demonstrate abilities in design management to co-ordinate the works and the interfaces with

other trades.

• Provide details of previous experience of working with NHS Trusts and their facilities management teams

• Provide details of the experience and calibre of people to be employed for both the preconstruction and construction phases of the project.

• Provide details of previous experience and approach to commissioning of the works on site.

For the identification of Subcontractor design input packages please refer to The Procurement Package

Strategy Schedule contained in Appendix D.

Tendering and Evaluation

Tender stage

Shortlisted sub-contractors and suppliers will be invited to tender using the Asite Tender Manager

application (see below), based on pre-determined quality and price criteria appropriate to individual

packages for supply only or supply and installation work. Mid tender review meetings will be held as

agreed with the project team. Any tender questions will be submitted electronically by the tenderer and

these will be distributed to relevant parties within the project team for response. Responses to tender

queries will be distributed to all tenderers, unless commercially sensitive or confidential or where the

tenderer specifically asks for their question to be treated in confidence.


Sub-contractor and supplier tender returns will be submitted electronically via the Asite Tender

application, this will allow electronic sealed tender openings. Only members of the Project Team who

have been granted access will be able to view the tender returns.

ASITE Tender Manager

LOR proposes the use of Asite Tender Manager to electronically manage the market testing exercise.

Asite Tender Manager simplifies communications between LOR, the Design Team and tenderers to

ensure consistent information is sent to all. You can also control the format of submissions to speed up

the evaluation process and ensure a level playing field.

Tender Manager invites multiple bidding organisations into a secure Asite Workspace to conduct simply

a competitive tender.

LOR can allow tenderers access to a Tender Document Set and communicate with the bidders to

answer queries and notify bidders of clarifications. The powerful audit trail means that we can all be

sure that the tenderers have received our communications, and the inbuilt security means that we do

not have to worry about blind carbon copying tenderers into e-mails. By managing the LOR market

testing exercise through one consistent tool, we get the added bonus of a clear log of all of the

communications making it easy to see that you have treated each tenderers in the same manner.

We can use Asite Appbuilder to customise the bid return Form of Tender our tenderers will submit. We

can specify exact information you require the tenderer to provide, and quickly and easily change this on

a tender-by-tender basis. As we control the format of the information coming back from the tenderers,

it makes evaluation far easier; saving further time and effort.

Asite Tender Manager handles the complete tender process. It helps us save time and money by

reducing the effort required to run our tender and ensures submissions are in a format we can easily

assess.

However, LOR reserves the right to use traditional tender methods such as hard copy or electronic via

e-mail / CD dependant on particular package requirements.

Package evaluation

Tenders will be evaluated in an ‘open book’ environment in accordance with the pre-determined

criteria. Relevant members of the Project Team, including the Client’s project manager, will review

elements of each tender. Post-tender meetings will be arranged by LOR to understand thoroughly each

tender.

Once a range of compliant tenders have been established and an appropriate package sum is

negotiated, LOR will issue to the Client’s Project Manager/Cost Advisor a LOR Cost Recommendation.

An appointment recommendation report will then be produced for sign off by Client’s Project

Manager/Cost Advisor as agreeing the package sum, which will then be incorporated into the GMP.


Gateway 3: GMP

The GMP will be evaluated in terms of risk profile. Market testing alone will not necessarily identify all

costs associated with interfaces and or design development. LOR will use of expertise and experience

of delivering world class healthcare buildings in order to ensure that the GMP includes a robust

allowance to deliver the Client with a GMP.


Appendix B – SUPPLY CHAIN

Tiered Supply Chain

LOR has recently carried out a full review of the supply chain in order to ensure that the business is best

placed to deliver the Procurement Strategy of the Group to:

• Provide a first class service to our projects

• Maximise our purchasing power

• Develop strong supply chain relationships

• Promote e-commerce to reduce costs

• Prioritise Health, Safety and Environmental issues within our supply chain

• Support the Group vision and strategy through DfMA and maximise opportunities

• Unlock the logistics factor

LOR operates international, national and regional supply chains which helps us to maximise the use of

local labour whilst maintaining our ability to leverage the market. By operating in this way, we are able

to satisfy a Client’s key drivers whether it is delivering lowest cost, best value, maximising the use of

local labour and SMEs or a combination of all of these.

The supply chain review consisted of a detailed analysis of our annual spend and how suppliers are

added and removed from our supply chain.

These reviews have led to the introduction of a tiered system which maintains flexibility with improved

controls and governance with particular emphasis placed on the Bribery Act 2010, ISO 27001

Information Security Management, VAT and insurance.

Our supply chain has now been broken down into four tiers which are illustrated and described in the

table below.

Tier 1 – Strategic sub-contractors, manufacturers and merchants who offer exclusive benefits at both work winning and operational stages with whom we want to pro-actively extend our engagement.

Tier 2 – Preferred sub-contractors, manufacturers and merchants with whom we have pre-agreed alignment with our HSDE, CSR and DfMA agendas. The aim is to develop our relationship with these organisations.

Tier 3 – Tactical sub-contractors and manufacturers. A proven track record with the business but no key allegiance

Tier 4 – Temporary sub-contractors, manufacturers and Suppliers required due to client specification or nomination and further bespoke needs on a one off basis


Supply Chain Audits

As part of our commitment to the tiered supply chain structure, LOR regularly audit the supply chain in

order to satisfy ourselves that our supply chain members are able to meet our requirements in relation

to the following:-

Health and Safety, OHSAS 18001

LOR is the only main contractor who’s own supply chain health and safety audit are recognised by the

HSE as acceptable for inclusion within their Safety Schemes in Procurement (SSIP) organisation. The

SSIP acts as an umbrella organisation to facilitate mutual recognition between health and safety pre-

qualification schemes wherever it is practical to do so. The scheme actively advises and influences

clients in relation to acceptable interpretation and appropriateness of health and safety competence

standards in UK schemes, embracing the core guidance on competence and training contained within

the Approved Code of Practice (ACoP) of the Construction (Design and Management) Regulation 2007.

Environmental, ISO 14001 and Quality, ISO 9001

LOR require that all of our supply chain members operate in accordance with ISO 14001 and 9001 in

relation to their management systems for environmental and quality issues respectively. In order to

assist our supply chain, LOR engaged with an external consultancy business called ISYS who develop a

single intregrated management system (IMS) for Environmental, Quality, Health and Safety.

Financial security

LOR has strict internal procedures which govern the financial checking of sub-contractors and suppliers.

We use externally procured risk assessment and analysis tools from Dun and Bradstreet in the form of

their Supplier Portfolio Manager and Global Decision Maker tools. We also use our own Financial

Check Approval Form which is to be used for all package awards over £50k and those deemed as high

risk trades e.g. structural steel, envelope, mechanical and electrical services, lifts, scaffolding and dry

lining.

Both Dun and Bradstreet tools are internet based and provide ‘real live data’.

The Supplier Portfolio Manager is a risk analysis and assessment application that provides a powerful

view of total spend and risk across all Suppliers by combining spend data with Dun and Bradstreet data

to provide risk analytics at ‘overview’ and ‘Supplier’ levels. The tool provides significant ability to

analyse credit risks and instigate mitigation measures.

Where a company is not currently on listed on the Supplier Portfolio Manager, LOR uses the Global

Decision Maker. This application will generate a recommendation based on carefully defined criteria

given by LOR. If a Sub-contractor or Supplier is approved, they will then be added to the Supplier

Portfolio Manager system.


Performance Management

LOR works closely with suppliers to assist them in supporting delivery of the project objectives and

targets. We will integrate our supply chain into the team through training and joint initiatives to ensure

alignment to the project values and goals, mutual benefits from project and wider learning, and

optimised overall performance.

As with all our projects we will deploy an effective process for monitoring the performance of our sub-

contractors and suppliers. The purpose of our supply chain management procedure is not to identify

the shortfalls in performance of individuals but to identify any developing issues at an early stage in

order that a solution or correction plan can be implemented to resolve the issue with minimal

disruption to the delivery of the project.

Our supply chain performance scoring will be carried out monthly. The project team will review the

performance of each sub-contractor and supplier using our iNTELLIGO system. This records performance in

the month for each of the following categories:

• Tender response (time, completeness and design/innovation)

• Pre-site performance

• Safety and environment

• Design

• Quality management

• Quality of workmanship and materials, defects and defect resolution

• Supervision and cooperation

• Adherence to programme

• Settlement with commercial manager

Reviews of performance will be fed back to our sub-contractors and any performance issues

will be discussed with them in review meetings to agree remedial action that the supplier needs to take

to improve. Where necessary we will provide assistance through additional training and support.

Having been given due warning, should any sub-contractor or supplier repeatedly fail to meet our

performance standards, we will replace them on the project and remove them from the supply chain

until they can demonstrate that the necessary improvements have been achieved. The Client will be

welcomed at performance review meetings and will be involved in any decision regarding removal and

replacement of any failing sub-contractor or supplier. This information will be made available to the

Trust and its advisors.


PROCUREMENT PROCESS MAP

The Procurement Process Map contained within Appendix C illustrates the process and reflects the

three gateways which have been described previously. It also clearly identifies where it has been

agreed with the Client’s Project Manager/Cost Advisor are invited to provide comments where

necessary.

PACKAGE PROCUREMENT STRATEGY SCHEDULE

The Procurement Package Strategy Schedule contained in Appendix D, provides an economic and

manageable list of packages that can be administered through market testing process. This in turn will

ensure the package splits between each trade are clear and well defined.

PROCUREMENT PLAN (TORPS)

On receipt of the design information LOR will review the content for completeness to ensure we are

obtaining adequate tender responses. This review will also seek to eradicate any discrepancies and

divergences between the various documents to ensure the tender returns are submitted in sufficient

detail and without ambiguity.

The dates will be inserted into the TORPS (Tender Information, Out to Tender, Tender Return, Place

Order, Start on Site) Procurement Plan contained in Appendix E the key milestone dates included are

as detailed below: -

• Receipt of initial design information for review

• Issue package sheet and tender list approval form to the Project Team for approval

• Receive approval of the package sheet and tender list approval form from the project team

• Out to tender

• Mid tender interview (if required)

• Tender return

• Tender opening and issue tender opening report to the project team

• Issue tender evaluation form to the Project Team

• Post tender interview (if required)

• Issue tender evaluation form including revised tender evaluation form to the project team

• Receive approval of the tender evaluation form report from the Project Team

The Procurement Plan (TORPS) will be updated every week in line with the Project Team co-ordination

meetings.


Appendix C – PROCUREMENT PROCESS MAP

Brighton 3Ts Procurement Process Map V8 21.02.2012

NO

Prepare Proposed

Tender List

Financial Health Check

Performance Review

Health, Safety ) Environment

Checks

Assess Interest ) Capability

Collate/ Review

Findings

Package Review Meeting

Prepare Invitation to Tender and

Issue

Mid Tender Interviews

Tender Technical Queries

Prepare Tender Analysis

Post Tender Meeting for

Competitive and Compliant Tenders

LOR Cost Proposal

NO

YES

Issue Approved Tender List

YES

Issue to PM/CA

Issue to PM/CA for Information

Purposes / Comment

Tender Returns

Pre-Qualification Exercise (if applicable

Invite to PM/CA. Issue Tender Analysis for Information

Purposes/Comment

Issue to PM/CA for Information

Purposes

Receipt of Initial Design

Information for Review

2 Days

PRE-QUALIFICATION MARKET TESTING GMP

YES

NO

Review GMP Proposal

Agree GMP

1 week 2 weeks (subject to comments)

Contractor Approval

1 2 3

PROCESS GATEWAYS

Issue Trust Acceptance of

Design (TAD) to PM

10 Days

Review of Package Risks

Close Out Package Risks

Trust Validation and Agreement

1 week

Recommendation to the Trust and its

Advisors

Comparison to Package Cost

Plan

TENDER AWARD


Appendix D - PACKAGE PROCUREMENT STRATEGY SCHEDULE

Brighton and Sussex University Hospital - 3Ts Project (DRAFT)

No: L2505

Owner: Nick Kennedy

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Document owner

Procurement

Step

Establish Baseline Procurement Strategy

Gateways

nt Package Strategy Schedule

Document type

1100 Enabling Works

1200 Demolition √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √1300 Earthworks

1400 Temporary Works

1500 Sheet Piling

1600 Diaphram Walling

1700 Utilities Diversion

1710 Water

1720 Gas

1730 Electricity

1800 Local Authority (Section 106 Agreement)

1900 Miscellaneous Enabling Works PACKAGE TO BE ADVISED

2100 Bearing & Secant Piling √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

2200 Groundworks, Substructure & Below Ground Drainage √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

2200 Gas Membrane

2300 Concrete Superstructure √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

2400 Precast Concrete Frame √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

2500 Structural Steelwork √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

2600 Miscellaneous Substructure/Frame PACKAGE TO BE ADVISED

Quality Grading

Provisional Sum

Purchase Order

Tiered Category

Single Source

LOR /2009

Package Num

Package Subcontractor Name

LOR One Team

Full Subcontract

Perform

ance Sp

PCG

Lump Sum

B of Q

Spec & Drawings

Low Risk Trade

Agreement

GMP

Re-Measuremen

SSC/99

Named

Competitive Ten

HS&E Questionn

Supervisor Com

Form

Programme & La

Statement

Methodology Sta

Design Statemen

Staff CVs

Quality Plan

SWMP

Perform

ance Bo

Retention Bond

H&S Plan

Environmental P

Comments

S/C W

arranty

Retention

DFMA

Scope of Works Status

LAD's

BIM

SFA Opportunity

PSA Opportunity

Detailed Spec

SMA Opportunit

Design Team De

Contractors Des

LRTA Opportuni

SWMP Question

2700 Structural Firestopping √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √



3100 Masonry √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

3200 Precast Concrete Cladding √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

3300 Metal & Glass Cladding (Curtain Walling) √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

3400 Profiled Sheet Cladding √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

3500 Windows & External Doors √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

3510 Revolving & Sliding Doors √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

3520 Roller Shutters (External & Internal - Fire) √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

3530 Metal Doors √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

3600 Roof Coverings / Mansafe System √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

3610 Atrium Roof &Support Steelwork √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

3620 Canopies √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

3630 Louvres √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √3700 Building Maintenance Units (BMU's) √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √3800 External Render

4100 Brickwork & Blockwork √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4200 Dry Linings & Partitions √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

4210 Plastering √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4220 Screeding √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4300 Ceilings √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

4400 Floor Finishes √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √√ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4410 Raised Access Flooring √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4500 Stone & Ceramic Tiled Finishes √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4600 Metalwork & Balustrading √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

4700 Carpentry & Joinery √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

4705 Doors & Ironmongery / Glazed Screens √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

4710 Glazed Partitions √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4720 Reception Desks / Nurse Base Stations √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

4800 Painting & Decoration √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

4900 Fire & Acoustic Stopping √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5100 Fit-Out

5110 Bathroom Pods √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

5120 IPS Panels √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5130 Bed Hoists √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5140 Folding Screens √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5150 WC Cubicles √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5200 Cubicle Tracks √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5300 Window Blinds √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5310 Black Out / Laser Proof Blinds √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5400 Aseptic Suite Fit-Out √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

5500 Audiology Booths √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

5600 Wall Protection Rails √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

5700 FF&E: Group 1 Equipment √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

5710 FF&E: Group 2 Equipment √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √√ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

5720 Catering Equipment √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

5730 Mortuary Equipment √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

The LOR Way PRO.T.01.PPSS Brighton 3Ts 010212 (Revised June 2011)

Copyright Laing O'Rourke 2011

All rights reserved 1 of 3


No: L2505

Owner: Nick Kennedy

ding A/B/C

l Sum

rder

gory

e Number

eam

ntract


ce Spec


wings

rade

ement

e Tender

Tender Deliverables

stionnaire

Competence

e & Labour

gy Statement

tement


ce Bond

ond

ntal Plan

tunity

tunity

rtunity

m Design

s Design

rtunity

stionnaire

Document owner

Procurement

Step


Gateways


Document type

Quality Grading

Provisional Sum

Purchase Order

Tiered Category

Single Source

LOR /2009

Package Num


LOR One Team

Full Subcontract

Perform

ance Sp

PCG

Lump Sum

B of Q

Spec & Drawings

Low Risk Trade

Agreement

GMP

Re-Measuremen

SSC/99

Named

Competitive Ten

HS&E Questionn

Supervisor Com

Form

Programme & La

Statement

Methodology Sta

Design Statemen

Staff CVs

Quality Plan

SWMP

Perform

ance Bo

Retention Bond

H&S Plan

Environmental P

Comments

S/C W

arranty

Retention

DFMA


LAD's

BIM

SFA Opportunity

PSA Opportunity

Detailed Spec

SMA Opportunit

Design Team De

Contractors Des

LRTA Opportuni

SWMP Question

5900 Wayfinding / Signage √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

6000 Mechanical & Electrical Services √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6000 AHU's √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6001 BMS √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6002 Bream √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6003 CCTV √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6004 CO plant √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6005 CO2 Sensoring √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6006 Commissioning √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6007 Data & Comms √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6008 Decant √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6009 Dry Risers √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6010 Ductwork √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6011 Drainage √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6012 External Lighting √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6013 Fans √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6014 Fire Alarm √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6015 Fire Mains √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6016 Fume Cupboard √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √6016 Fume Cupboard √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6017 Gas fire fighting √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6018 General Allowance √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6019 HV Installation √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6020 HV Housing √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6021 Induction Loops √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6022 Insulation √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6023 IPS panels √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6024 Irrigation Systen √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6025 Jet Fans √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6026 Lighting to upper levels √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6027 Lightning Protection √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6028 LV Pannels √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6029 Medical Equipment √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6030 Medical Gasses √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6031 Nurse Call √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6032 Oil Alteration √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6033 PA System √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6034 Package subs √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6035 Pneumatic tube √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6036 Ramp Heating √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6037 Sanitaryware √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6038 Sanitaryware Shut Off √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6039 Security √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √6039 Security √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6040 Site wide diversions √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6041 Spinklers √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6042 Switch board √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6043 Subcontracts √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6044 Strip Out √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6045 Tanks √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6046 Temporary and diversions √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6047 Test & Commission √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6048 Travel Information √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6049 TV System √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6050 Ultra Clean Canopies √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6051 UPS √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6052 Utility Companies √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6053 Water √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6054 Water Consumption √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6055 Water Metering √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6056 Water Recycling √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6057 Electrical Services √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6058 Mechanical services √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6059 Miscellanous √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6700 Escalators

6800 Lift Installations √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6900 Specialist Mechanical & Electrical Equipment √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √6900 Specialist Mechanical & Electrical Equipment √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

6950 Services Commissioning √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √

7100 Drainage & Ducts √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ A √ √ √ √ √ √ √ √ √





No: L2505

Owner: Nick Kennedy

ding A/B/C

l Sum

rder

gory

e Number

eam

ntract


ce Spec


wings

rade

ement

e Tender

Tender Deliverables

stionnaire

Competence

e & Labour

gy Statement

tement


ce Bond

ond

ntal Plan

tunity

tunity

rtunity

m Design

s Design

rtunity

stionnaire

Document owner

Procurement

Step


Gateways


Document type

Quality Grading

Provisional Sum

Purchase Order

Tiered Category

Single Source

LOR /2009

Package Num


LOR One Team

Full Subcontract

Perform

ance Sp

PCG

Lump Sum

B of Q

Spec & Drawings

Low Risk Trade

Agreement

GMP

Re-Measuremen

SSC/99

Named

Competitive Ten

HS&E Questionn

Supervisor Com

Form

Programme & La

Statement

Methodology Sta

Design Statemen

Staff CVs

Quality Plan

SWMP

Perform

ance Bo

Retention Bond

H&S Plan

Environmental P

Comments

S/C W

arranty

Retention

DFMA


LAD's

BIM

SFA Opportunity

PSA Opportunity

Detailed Spec

SMA Opportunit

Design Team De

Contractors Des

LRTA Opportuni

SWMP Question

7200 External Works √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

7300 Roads & Car Park Surfacing

7400 External Structures

7500 Hard Landscaping √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

7600 Soft Landscaping √ √ √ √ √ √ √ √ √ √ √ √ √ √ B √ √ √ √ √ √ √ √ √

8000 Preliminaries

8010 Site Set-Up

8020 Site Security

8030 Temporary Electrics

8040 Temporary Plumbing

8050 Scaffolding & Access Equipment

8060 Waste Management

8070 Tower Cranes

8080 Hoists

8090 Builders Clean

8100 Miscellaneous Prelimaries PACKAGE TO BE ADVISED



8400 Miscellaneous Prelimaries PACKAGE TO BE ADVISED8400 Miscellaneous Prelimaries PACKAGE TO BE ADVISED






900 Architect

9100 Landscape Architect

9200 Structural Engineer

9300 Services Engineer

9400 Fire Engineer

9500 Cost Consultants

9600 Acoustic Engineer

9700 Building Control

9800 Legal

9900 Document Management System (ASITE)

MISCELLANEOUS PACKAGE








Appendix E - PROCUREMENT PLAN

Procurement Plan (TORPS)DATES TAKEN FROM DESIGN PROGRAMME 3TS/DCN08 REVISION M11

Brighton and Sussex University Hospitals - 3Ts Project Week Commencing 20 February 2012

Stage Complete

P - Programmed (� Programme Revision) Stage Due within 7 Days

No: L2505 F - Forecast Stage Overdue

Owner: Nick Kennedy A - Actual

Proc

Mnr

Procurement

Stream to

LOR Cost

Proposal

(Weeks)

PQQ

Agreement

by the Trust

Tender List

Approval

Received

Design

Team

Scope

Review

Meeting

Receipt of

Initial

Design Info

for Review

Package

Information

Request

Email

Scope

Received

Receipt of

BoQ / Pricing

Document

Receive of

Package

Programme

Package

Review

Meeting

Assemble

ITT Doc

Period

Out to

Tender

Tender

Period

Tender

Return

Tender

Analysis

Period

Finalisation

Period

(weeks)

Submit LOR

Cost

Proposal

(T) (O) (R)

NJK 9 DemolitionP P (Target) 13/03/12 27/03/12 17/04/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 1 08/05/12 4 05/06/12 1 12/06/12 12/06/12 2 26/06/12 03/07/12 17/07/12

DemolitionF F

DemolitionA A

NJK 9 Bearing & P (Target) 13/03/12 27/03/12 17/04/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 1 08/05/12 4 05/06/12 1 12/06/12 12/06/12 2 26/06/12 03/07/12 17/07/12

Bearing & F

Bearing & A

NJK 9 Substructure P (Target) 13/03/12 27/03/12 17/04/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 1 08/05/12 4 05/06/12 1 12/06/12 12/06/12 2 26/06/12 03/07/12 17/07/12

Complete

Tender

Analysis

Period

Substructure & Below Ground

Code Trade Post-

Tender

Meeting

Issue

Internal

LOR

Tender

Appraisal

1200 Demolition

CommentsRecommendation

Approved by the

Trust

2100 Bearing & Secant Piling

2200

1 of 2

NJK 9 Substructure P (Target) 13/03/12 27/03/12 17/04/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 1 08/05/12 4 05/06/12 1 12/06/12 12/06/12 2 26/06/12 03/07/12 17/07/12

Substructure F

Substructure A

NJK 9 Structural P (Target) 13/03/12 27/03/12 17/04/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 1 08/05/12 4 05/06/12 1 12/06/12 12/06/12 2 26/06/12 03/07/12 17/07/12

Structural F

Structural A

NJK 11 Precast P (Target) 30/03/12 13/04/12 04/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 1 25/05/12 6 06/07/12 1 13/07/12 13/07/12 2 27/07/12 03/08/12 17/08/12

Precast F

Precast A

NJK 11 Precast P (Target) 30/03/12 13/04/12 04/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 1 25/05/12 6 06/07/12 1 13/07/12 13/07/12 2 27/07/12 03/08/12 17/08/12

Precast F

Precast A

NJK 11 External P (Target) 05/04/12 19/04/12 10/05/12 24/05/12 24/05/12 24/05/12 24/05/12 24/05/12 24/05/12 1 31/05/12 6 12/07/12 1 19/07/12 19/07/12 2 02/08/12 09/08/12 23/08/12

External F

External A

NJK 11 Curtain P (Target) 30/03/12 13/04/12 04/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 1 25/05/12 6 06/07/12 1 13/07/12 13/07/12 2 27/07/12 03/08/12 17/08/12

Curtain F

Curtain A

NJK 9 Metal DoorsP P (Target) 30/03/12 13/04/12 04/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 18/05/12 1 25/05/12 4 22/06/12 1 29/06/12 29/06/12 2 13/07/12 20/07/12 03/08/12

Metal DoorsF F

Metal DoorsA A

NJK 9 Revolving & P (Target) 22/05/12 05/06/12 26/06/12 10/07/12 10/07/12 10/07/12 10/07/12 10/07/12 10/07/12 1 17/07/12 4 14/08/12 1 21/08/12 21/08/12 2 04/09/12 11/09/12 25/09/12

Revolving & F

Revolving & A

NJK 9 Roof P (Target) 05/04/12 19/04/12 10/05/12 24/05/12 24/05/12 24/05/12 24/05/12 24/05/12 24/05/12 1 31/05/12 4 28/06/12 1 05/07/12 05/07/12 2 19/07/12 26/07/12 09/08/12

Roof F

Roof A

Precast Cladding Panels

Substructure & Below Ground

Drainage

3100 External Cladding

2500 Structural Steelwork

2200

2400 Precast Structural Frame

3200

3510 Revolving & Sliding Doors

3530

3300 Curtain Walling, Windows &

External Doors

Metal Doors

3600 Roof Coverings / Mansafe

Systems

Roof A

NJK 9 Atrium Roof P (Target) 13/03/12 27/03/12 17/04/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 1 08/05/12 4 05/06/12 1 12/06/12 12/06/12 2 26/06/12 03/07/12 17/07/12

Atrium Roof F

Atrium Roof A

NJK 9 CanopiesP P (Target) 02/05/12 16/05/12 06/06/12 20/06/12 20/06/12 20/06/12 20/06/12 20/06/12 20/06/12 1 27/06/12 4 25/07/12 1 01/08/12 01/08/12 2 15/08/12 22/08/12 05/09/12

CanopiesF F

CanopiesA A

NJK 9 LouvresP P (Target) 02/05/12 16/05/12 06/06/12 20/06/12 20/06/12 20/06/12 20/06/12 20/06/12 20/06/12 1 27/06/12 4 25/07/12 1 01/08/12 01/08/12 2 15/08/12 22/08/12 05/09/12

LouvresF F

LouvresA A

NJK 9 Building P (Target) 22/05/12 05/06/12 26/06/12 10/07/12 10/07/12 10/07/12 10/07/12 10/07/12 10/07/12 1 17/07/12 4 14/08/12 1 21/08/12 21/08/12 2 04/09/12 11/09/12 25/09/12

Building F

Building A

NJK 9 Roller P (Target) 06/06/12 20/06/12 11/07/12 25/07/12 25/07/12 25/07/12 25/07/12 25/07/12 25/07/12 1 01/08/12 4 29/08/12 1 05/09/12 05/09/12 2 19/09/12 26/09/12 10/10/12

Roller F

Roller A

NJK 6 Brickwork & P (Target) 20/06/12 04/07/12 25/07/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 1 15/08/12 2 29/08/12 1 05/09/12 05/09/12 1 12/09/12 19/09/12 03/10/12

Brickwork & F

Brickwork & A

NJK 11 Dry Linings, P (Target) 23/02/12 08/03/12 29/03/12 12/04/12 12/04/12 12/04/12 12/04/12 12/04/12 12/04/12 1 19/04/12 6 31/05/12 1 07/06/12 07/06/12 2 21/06/12 28/06/12 12/07/12

Dry Linings, F

Dry Linings, A

NJK 9 Fire P (Target) 11/04/12 25/04/12 16/05/12 30/05/12 30/05/12 30/05/12 30/05/12 30/05/12 30/05/12 1 06/06/12 4 04/07/12 1 11/07/12 11/07/12 2 25/07/12 01/08/12 15/08/12

Fire F

Fire A

NJK 11 Screed & P (Target) 03/04/12 17/04/12 08/05/12 22/05/12 22/05/12 22/05/12 22/05/12 22/05/12 22/05/12 1 29/05/12 6 10/07/12 1 17/07/12 17/07/12 2 31/07/12 07/08/12 21/08/12

Screed & F

3610 Atrium Roof & Support Steelwork

3630 Louvres

4100

3620 Canopies

3520 Roller Shutters (Internal &

External - Fire)

4400 Screed & Hard / Soft Floor

Finishes

4240

3700 Building Maintenance Units

(BMU's)

Brickwork & Blockwork

4200 Dry Linings, Partitions & Ceilings

Fire Protection

Screed & F

Screed & A

NJK 5 Ceramic P (Target) 27/06/12 11/07/12 01/08/12 15/08/12 15/08/12 15/08/12 15/08/12 15/08/12 15/08/12 0 15/08/12 2 29/08/12 1 05/09/12 05/09/12 1 12/09/12 19/09/12 03/10/12

Ceramic F

Ceramic A

NJK 9 Raised P (Target) 01/05/12 15/05/12 05/06/12 19/06/12 19/06/12 19/06/12 19/06/12 19/06/12 19/06/12 1 26/06/12 4 24/07/12 1 31/07/12 31/07/12 2 14/08/12 21/08/12 04/09/12

Raised F

Raised A

NJK 9 Architectural P (Target) 07/05/12 21/05/12 11/06/12 25/06/12 25/06/12 25/06/12 25/06/12 25/06/12 25/06/12 1 02/07/12 4 30/07/12 1 06/08/12 06/08/12 2 20/08/12 27/08/12 10/09/12

Architectural F

Architectural A

4500 Ceramic Tiling

Finishes

4410 Raised Access Flooring

4600 Architectural Metalwork

1 of 2

NJK 9 Carpentry & P (Target) 03/05/12 17/05/12 07/06/12 21/06/12 21/06/12 21/06/12 21/06/12 21/06/12 21/06/12 1 28/06/12 4 26/07/12 1 02/08/12 02/08/12 2 16/08/12 23/08/12 06/09/12

Carpentry & F

Carpentry & A

NJK 11 Doors & P (Target) 03/04/12 17/04/12 08/05/12 22/05/12 22/05/12 22/05/12 22/05/12 22/05/12 22/05/12 1 29/05/12 6 10/07/12 1 17/07/12 17/07/12 2 31/07/12 07/08/12 21/08/12

Doors & F

Doors & A

NJK 8 Glazed P (Target) 29/05/12 12/06/12 03/07/12 17/07/12 17/07/12 17/07/12 17/07/12 17/07/12 17/07/12 1 24/07/12 4 21/08/12 1 28/08/12 28/08/12 1 04/09/12 11/09/12 25/09/12

Glazed F

Glazed A

NJK 8 Reception P (Target) 25/05/12 08/06/12 29/06/12 13/07/12 13/07/12 13/07/12 13/07/12 13/07/12 13/07/12 1 20/07/12 4 17/08/12 1 24/08/12 24/08/12 1 31/08/12 07/09/12 21/09/12

Reception F

Reception A

NJK 9 Bathroom P (Target) 11/04/12 25/04/12 16/05/12 30/05/12 30/05/12 30/05/12 30/05/12 30/05/12 30/05/12 1 06/06/12 4 04/07/12 1 11/07/12 11/07/12 2 25/07/12 01/08/12 15/08/12

Bathroom F

Bathroom A

NJK 9 IPS PanelsP P (Target) 13/04/12 27/04/12 18/05/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 1 08/06/12 4 06/07/12 1 13/07/12 13/07/12 2 27/07/12 03/08/12 17/08/12

IPS PanelsF F

IPS PanelsA A

NJK 6 Bed HoistsP P (Target) 14/06/12 28/06/12 19/07/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 1 09/08/12 2 23/08/12 1 30/08/12 30/08/12 1 06/09/12 13/09/12 27/09/12

Bed HoistsF F

Bed HoistsA A

NJK 8 Folding P (Target) 29/05/12 12/06/12 03/07/12 17/07/12 17/07/12 17/07/12 17/07/12 17/07/12 17/07/12 1 24/07/12 4 21/08/12 1 28/08/12 28/08/12 1 04/09/12 11/09/12 25/09/12

Folding F

Folding A

NJK 7 WC P (Target) 27/06/12 11/07/12 01/08/12 15/08/12 15/08/12 15/08/12 15/08/12 15/08/12 15/08/12 1 22/08/12 3 12/09/12 1 19/09/12 19/09/12 1 26/09/12 03/10/12 17/10/12

WC F

A

4720

4700 Carpentry & Joinery

4705 Doors & Ironmongery / Glazed

Screens

4710 Glazed Partitions

Reception Desks / Nurse Base

Stations

5110 Bathroom Pods

5120 IPS Panels

5130 Bed Hoists

5140 Folding Screens

5150 WC Cubicles

2 of 2

WC F

WC A

NJK 6 Cubicle P (Target) 27/06/12 11/07/12 01/08/12 15/08/12 15/08/12 15/08/12 15/08/12 15/08/12 15/08/12 1 22/08/12 2 05/09/12 1 12/09/12 12/09/12 1 19/09/12 26/09/12 10/10/12

Cubicle F

Cubicle A

NJK 6 Window P (Target) 20/06/12 04/07/12 25/07/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 1 15/08/12 2 29/08/12 1 05/09/12 05/09/12 1 12/09/12 19/09/12 03/10/12

Window F

Window A

NJK 6 Black Out / P (Target) 20/06/12 04/07/12 25/07/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 1 15/08/12 2 29/08/12 1 05/09/12 05/09/12 1 12/09/12 19/09/12 03/10/12

Black Out / F

Black Out / A

NJK 8 Aseptic Suite P (Target) 14/06/12 28/06/12 19/07/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 1 09/08/12 4 06/09/12 1 13/09/12 13/09/12 1 20/09/12 27/09/12 11/10/12

Aseptic Suite F

Aseptic Suite A

NJK 6 Audiology P (Target) 14/06/12 28/06/12 19/07/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 1 09/08/12 2 23/08/12 1 30/08/12 30/08/12 1 06/09/12 13/09/12 27/09/12

Audiology F

Audiology A

NJK 8 Wall P (Target) 20/06/12 04/07/12 25/07/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 08/08/12 1 15/08/12 4 12/09/12 1 19/09/12 19/09/12 1 26/09/12 03/10/12 17/10/12

Wall F

Wall A

NJK 9 Painting & P (Target) 17/05/12 31/05/12 21/06/12 05/07/12 05/07/12 05/07/12 05/07/12 05/07/12 05/07/12 1 12/07/12 4 09/08/12 1 16/08/12 16/08/12 2 30/08/12 06/09/12 20/09/12

Painting & F

Painting & A

NJK 8 Chapel P (Target) 14/06/12 28/06/12 19/07/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 02/08/12 1 09/08/12 4 06/09/12 1 13/09/12 13/09/12 1 20/09/12 27/09/12 11/10/12

Chapel F

Chapel A

NJK 9 FF&E: Group P (Target) 13/04/12 27/04/12 18/05/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 1 08/06/12 4 06/07/12 1 13/07/12 13/07/12 2 27/07/12 03/08/12 17/08/12

F

5000 Chapel Replacement

5300 Window Blinds

5400 Aseptic Suite Fit-Out

5310 Black Out / Laser Proof Blinds

5200 Cubicle Tracks

5600 Wall Protection Rails

4800 Painting & Decorations

Audiology Booths5500

5700 FF&E: Group 1 Equipment NJK 9 FF&E: Group P (Target) 13/04/12 27/04/12 18/05/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 1 08/06/12 4 06/07/12 1 13/07/12 13/07/12 2 27/07/12 03/08/12 17/08/12

FF&E: Group F

FF&E: Group A

NJK 9 FF&E: Group P (Target) 13/04/12 27/04/12 18/05/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 01/06/12 1 08/06/12 4 06/07/12 1 13/07/12 13/07/12 2 27/07/12 03/08/12 17/08/12

FF&E: Group F

FF&E: Group A

NJK 9 Catering P (Target) 31/05/12 14/06/12 05/07/12 19/07/12 19/07/12 19/07/12 19/07/12 19/07/12 19/07/12 1 26/07/12 4 23/08/12 1 30/08/12 30/08/12 2 13/09/12 20/09/12 04/10/12

Catering F

Catering A

NJK 8 Mortuary P (Target) 31/05/12 14/06/12 05/07/12 19/07/12 19/07/12 19/07/12 19/07/12 19/07/12 19/07/12 1 26/07/12 4 23/08/12 1 30/08/12 30/08/12 1 06/09/12 13/09/12 27/09/12

Mortuary F

Mortuary A

NJK 8 Wayfinding / P (Target) 03/07/12 17/07/12 07/08/12 21/08/12 21/08/12 21/08/12 21/08/12 21/08/12 21/08/12 1 28/08/12 4 25/09/12 1 02/10/12 02/10/12 1 09/10/12 16/10/12 30/10/12

Wayfinding / F

Wayfinding / A

NJK 21 Mechanical, P (Target) 13/03/12 27/03/12 17/04/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 01/05/12 1 08/05/12 14 14/08/12 2 28/08/12 28/08/12 3 18/09/12 25/09/12 09/10/12

Mechanical, F

Mechanical, A

NJK 9 Lift P (Target) 03/05/12 17/05/12 07/06/12 21/06/12 21/06/12 21/06/12 21/06/12 21/06/12 21/06/12 1 28/06/12 4 26/07/12 1 02/08/12 02/08/12 2 16/08/12 23/08/12 06/09/12

Lift F

Lift A

NJK 9 Hard / Soft P (Target) 04/04/12 18/04/12 09/05/12 23/05/12 23/05/12 23/05/12 23/05/12 23/05/12 23/05/12 1 30/05/12 4 27/06/12 1 04/07/12 04/07/12 2 18/07/12 25/07/12 08/08/12

Hard / Soft F

Hard / Soft A

5700 FF&E: Group 1 Equipment

5710 FF&E: Group 2 Equipment

5720 Catering Equipment

5730 Mortuary Equipment

5900 Wayfinding / Signage

6800 Lift Installations

6000 Mechanical, Electrical & Public

Health Services

7500 Hard / Soft Landscaping / External

Works

2 of 2


Appendix F – DELIVERY MODEL AND MARKET TESTING BREAKDOWN

23 Sept 2011 OBC Refresh Helipad Stage 1 Stage 2 Stage 3 Site Wide Energy

ECC Option A

Lump Sum

Compeditive

Tender Validated Costs

Subcontracted Packages 1200 Demolitions 1,078,781 196,740 488,775 288,266 105,000 1,078,781

2500 Structural Steelwork 2,676,934 1,677,519 725,337 214,448 59,630 2,676,934

2600 Miscellaneous Sub Structure Frame 98,275 98,275 98,275

2900 Miscellaneous Sub Structure Frame 147,300 43,000 104,300 147,300

3100 Masonry 3,320 3,320 3,320

3300 Metal & Glass Cladding 5,725,731 3,947,872 1,777,859 5,725,731

3310 Brise Soleil 221,272 153,248 68,024 221,272

3320 Cladding to Bridge Soffits 178,122 75,432 86,304 16,386 178,122

3400 Profiled Sheet Cladding 665,443 331,300 334,143 665,443

3500 Windows & External Doors 1,890,648 1,200 1,295,292 573,605 20,551 1,890,648

3510 Revolving & Sliding Doors 55,860 55,860 55,860

3520 Roller Shutters(Internal & External) 23,275 23,275 23,275

3600 Roof Coverings/Mansafe System 1,712,580 99,070 761,261 739,808 112,441 1,712,580

3620 Canopies 139,650 93,100 46,550 139,650

3630 Louvres 916,802 819,250 58,450 39,102 916,802

3700 Building Maintence Units 513,600 273,500 147,000 93,100 513,600

4100 Brickwork & Blockwork (Internal) 273,643 132,525 110,128 30,990 273,643

4200 Drylining & Partitions 6,515,165 7,850 4,855,717 1,651,598 6,515,165

4220 Screeding 1,400 1,400 1,400

4300 Ceilings 2,203,249 8,273 1,570,992 623,984 2,203,249

4400 Floor Finishings 3,776,648 14,469 2,644,966 1,111,933 5,280 3,776,648

4500 Stone & Ceramic Tiled Finishes 213,030 177,570 35,460 213,030

4600 Metalwork & Balustrading 731,195 278,700 452,495 731,195

4700 Carpentry & Joinery 89,642 49,803 39,839 89,642

4705 Doors & Ironmongery/Glased Screens 4,695,305 6,400 3,593,585 1,095,320 4,695,305

4710 Glazed Partitions 407,000 407,000 407,000

4800 Painting & Decorating 1,763,439 6,600 1,345,693 400,776 10,370 1,763,439

5100 Fit Out 3,655 3,655 3,655

5120 IPS Panels 347,400 217,750 129,650 347,400

5140 Folding Screens 219,545 199,195 20,350 219,545

5150 WC Cubicles 25,000 15,000 10,000 25,000

5160 Sound Absorption Panels 69,825 46,550 23,275 69,825

5400 Aseptic Suite Fit Out 24,900 24,900 24,900

5500 Audiology Booth 160,000 160,000 160,000

5700 FF&E Group 1 Equipment 6,612,331 4,861,239 1,738,607 12,485 6,612,331

5710 FF&E Group 2 Equipment incl'd above incl'd above

6800 Lift Installations 3,782,190 239,250 2,671,665 871,275 3,782,190

6975 BWIC with Engineering Services 2,264,718 1,348,033 437,569 826 478,290 2,264,718

7200 External Works 2,516,690 1,053,378 1,305,162 158,150 2,516,690

7500 Hard Landscaping 33,604 33,604 33,604

7600 Soft Landscaping 13,410 13,410 Labour 36� 12,103,055 13,410 12,103,055

7999 External Services 196,000 196,000 Plant 14� 4,706,744 196,000 4,706,744

9997 Refurbishment of Existing Boiler House 435,000 435,000 Materials - Concrete 17� 5,715,332 435,000 5,715,332

9998 Artwork 1,400,000 800,000 600,000 Materials - Reinforcement 10� 3,361,960 1,400,000 3,361,960

9999 Heritage 1,000,000 1,000,000 Materials- Other 8� 2,689,568 1,000,000 2,689,568

Expanded

ECC Option C- Target Cost Contracts

Brighton 3T's- Delivery Model & Market Testing Breakdown

Cost Plan- broken down into Packages

Procurement Route

9999 Heritage 1,000,000 1,000,000 Materials- Other 8� 2,689,568 1,000,000 2,689,568

1800 Local Authority (Section 106 Agreement) 500,000 250,000 250,000 Subcontractors 2� 672,392 500,000 672,392

Preliminaries 13� 4,370,548 4,370,548

SubTotal Packages 56,321,577 2,869,146 36,961,381 14,959,535 618,225 913,290 Nett 33,619,598

OH* P 3,361,960

LOR Companies Expanded Gross 36,981,558

2100 Bearing & Secant Piling 6,000,517 22,568 2,665,993 3,311,956 6,000,517

2200 Grounfworks, Substructure & below

ground Drainage 11,389,318 1,671 6,046,300 5,314,790 26,557 11,389,318

2300 Concrete Superstructure 25,088,240 22,772 15,178,535 9,005,489 881,444 25,088,240

2400 Precast Concrete Frame 504,000 378,000 126,000 504,000

3200 Precast Concrete Cladding 9,452,857 6,460,277 2,771,014 221,566 9,452,857

Sub Total- Expanded 52,434,932 47,011 30,729,105 20,529,249 1,129,567 0

CHt

Packages Market Tested

6000 AHU's 1,918,132 49,460 1,372,915 495,757 0 1,918,132

6001 BMS 3,748,360 31,475 2,468,242 932,044 316,599 3,748,360

6002 Bream 1,006,731 0 1,006,731 0 0 1,006,731

6003 CCTV 217,401 0 0 0 217,401 217,401

6004 CO plant 8,993 8,993 0 0 0 8,993

6005 CO2 Sensoring 31,953 0 10,688 21,265 0 31,953

6006 Commissioning 6,682 6,682 0 0 0 6,682

6007 Data & Comms 1,950,661 19,784 1,434,276 496,601 0 1,950,661

6008 Decant 177,608 0 0 0 177,608 177,608

6009 Dry Risers 155,158 0 106,223 48,935 0 155,158

6010 Ductwork 7,141,510 31,475 5,391,540 1,718,495 0 7,141,510

6011 Drainage 1,015,095 13,489 689,356 268,006 44,244 1,015,095

6012 External Lighting 131,815 0 0 0 131,815 131,815

6013 Fans 230,944 0 58,173 172,772 0 230,944

6014 Fire Alarm 1,548,594 7,644 1,096,642 444,308 0 1,548,594

6015 Fire Mains 83,183 83,183 0 0 0 83,183

6016 Fume Cupboard 24,287 0 0 24,287 0 24,287

6017 Gas fire fighting 99,736 0 74,754 24,981 0 99,736

6018 General Allowance 89,928 0 0 0 89,928 89,928

6019 HV Installation 881,010 0 0 0 881,010 881,010

6020 HV Housing 67,446 0 0 0 67,446 67,446

6021 Induction Loops 9,603 0 3,249 6,353 0 9,603

6022 Insulation 9,892 9,892 0 0 0 9,892

6023 IPS panels 312,410 0 195,818 116,592 0 312,410

6024 Irrigation Systen 61,801 0 61,801 0 0 61,801

6025 Jet Fans 59,790 0 59,790 0 0 59,790

6026 Lighting to upper levels 89,928 0 0 0 89,928 89,928

6027 Lightning Protection 82,667 6,745 54,221 21,701 0 82,667

6028 LV Pannels 1,992,218 0 1,552,772 405,723 33,723 1,992,218

6029 Medical Equipment 1,556,212 0 1,240,720 0 315,492 1,556,212

6030 Medical Gasses 2,000,252 0 1,499,241 501,011 0 2,000,252

6031 Nurse Call 1,172,851 0 1,130,031 42,820 0 1,172,851

6032 Oil Alteration 13,489 0 0 0 13,489 13,489

6033 PA System 130,903 0 98,115 32,788 0 130,903

6034 Package subs 873,336 0 599,303 274,033 0 873,336

6035 Pneumatic tube 300,173 0 300,056 117 0 300,1736035 Pneumatic tube 300,173 0 300,056 117 0 300,173

6036 Ramp Heating 23,269 0 15,823 7,446 0 23,269

6037 Sanitaryware 2,262,263 1,349 1,696,509 564,406 0 2,262,263

6038 Sanitaryware Shut Off 123,603 0 123,603 0 0 123,603

6039 Security 1,715,178 17,986 1,146,677 550,515 0 1,715,178

6040 Site wide diversions 574,535 0 0 0 574,535 574,535

6041 Spinklers 556,385 0 391,998 164,387 0 556,385

6042 Switch board 10,988 0 10,988 0 0 10,988

6043 Subcontracts 5,866,433 0 0 0 5,866,433 5,866,433

6044 Strip Out 44,514 0 0 0 44,514 44,514

6045 Tanks 50,809 50,809 0 0 0 50,809

6046 Temporary and diversions 149,354 0 0 0 149,354 149,354

6047 Test & Commission 1,315,623 0 957,932 321,855 35,836 1,315,623

6048 Travel Information 21,496 0 21,496 0 0 21,496

6049 TV System 100,133 0 74,754 25,379 0 100,133

6050 Ultra Clean Canopies 207,968 0 207,968 0 0 207,968

6051 UPS 676,899 4,496 531,884 140,519 0 676,899

6052 Utility Companies 336,014 0 0 0 336,014 336,014

6053 Water 159,597 0 0 0 159,597 159,597

6054 Water Consumption 197,942 0 197,942 0 0 197,942

6055 Water Metering 30,452 0 30,452 0 0 30,452 Market Tested Packages 43,809,614 43,809,614

6056 Water Recycling 185,404 0 185,404 0 0 185,404 43,809,614.21 Direct Materials 9,714,233 9,714,233

0 0 0 0 0 Direct Labour 14,571,350 14,571,350

Direct Delivery Packages 0 0 0 0 0 Preliminaries 9,548,725 9,548,725

6057 Electrical Services 9,927,973 185,612 6,774,002 2,750,374 217,986 9,927,973 Sub Total 77,643,922

6058 Mechanical services 13,965,078 320,641 8,209,637 2,788,093 2,646,708 13,965,078

6059 Miscellanous 392,532 7,639 195,912 152,485 36,496 392,532 24,285,583.26 Fee 11.2� 8,696,119

0 0 0 0 0

Preliminaries 9,548,725 125,433 5,891,280 1,979,413 1,552,599 9,548,725 9,548,724.92 Gross 86,340,042

0

Fee @ 11.2% 8,696,119 110,072 5,282,919 1,735,268 4,955 1,562,905 8,696,119 8,696,119.31

0

0

Sub Total - CHt 86,340,042 1,092,860 52,451,838 17,228,728 49,199 15,517,417 106,131,708 36,313,085 40,593,678

CS Cost Plan Total 195,096,551 4,009,017 120,142,324 52,717,512 1,796,991 16,430,707

Helipad Stage 1 Stage 2 Stage 3 Site Wide Energy

Cost Plan Adjustment -9,847,353 -5,356,919 -1,832,876 -2,048,936

Preliminaries Staff & Labour 15,334,600 4,674,479 10,660,121

Plant 5,372,163 5,372,163

Scaffolding 942,809 942,809

Offices etc 3,150,930 3,150,930

Services 1,299,507 781,859 517,649

Temporary Requirements 2,485,437 2,485,437

Miscellaneous 998,891 998,891

Other 918,544 918,544

Prelims 30,502,881 0 14,922,240 15,580,642

CHt

ECC Option C- Target Cost Contracts

Prelims 30,502,881 0 14,922,240 15,580,642

Design & Price Contingency Included within General Contingency 3.75% incl

Total Nett 215,752,079 100,774,789 49,402,449 54,125,384

Fee 7.5% 16,181,406 Insurance 2,373,273

Gross Total 231,933,485

Fees ( including Phase 2 & 3) Excluding Trust Fees (£10m) 31,680,647 31,680,647

Contract Total 263,614,132 100,774,789 83,456,369 54,125,384

Trust Fees 10,000,000

Decant 28,101,653

Equipment 29,700,000

Contingency 18,554,679

Optimism Bias 7,515,015

Inflation 17,376,336

VAT 64,134,411

Private Patients -18,882,413

Total 420,113,813


Appendix G – PACKAGE BY PACKAGE PROCUREMENT STRATEGY V3 FEBRUARY 2012


BSUH 3Ts Scheme

PACKAGE BY PACKAGE PROCUREMENT STRATEGY

January 2012 (Revision 3 February 2012)


INDEX OF CONTENTS

1. Introduction

2. Subcontract Packages

3. PSCM – Crown House Technologies Limited

4. In House Capability – Expanded Limited

Appendices:

A. Market Testing Package by Package Procurement Strategy Schedule

Revision By Purpose Date

- NJK Draft issued for comments 10 January 2012

1 NJK Revised following review meeting 12 January 2012

2 NJK Revised following T&T comments (30/01/12) and meeting with the Trust (13/01/12)

30 January 2012

3 NJK Revised following T&T comments (15 February 2012) 16 February 2012


1. INTRODUCTION

The purpose of this document is to describe the procurement strategy package by package which will

be adopted by Laing O’Rourke (LOR) to deliver the market testing of the Brighton 3Ts Hospital Scheme

for the Brighton and Sussex University Hospital NHS Trust.

In particular, it describes the process that will be undertaken during engagement with Crown House

Technologies and Expanded Limited to demonstrate an ‘open book’ manner to provide full visibility

using robust procedures and systems to deliver affordability and best value for money to the Client at

all times.

This report is to be read in conjunction with LOR’s Procurement Strategy Report OBC Refresh dated

October 2011 Revision 4 (February 2012).


2. SUBCONTRACT PACKAGES

In adherence to the processes described on the agreed Procurement Process Map V8 21.02.12(contained

within the Procurement Strategy Report OBC Refresh dated October 2011 Rev 4 - Appendix C) LOR will

undertake competitive market testing of each Subcontract package of works.

With the early incorporation of LOR’s Strategic Manufacturer Agreements (SMA’s) and Preferred

Supplier Agreements (PSA’s) LOR will demonstrate the costs associated with each supply component to

each package whilst gaining an understanding to the factors impacting on the condition of the supply

cost in that particular market.

With the implementation of LOR’s long term strategic and preferred agreements LOR will achieve a

commitment to the very best market value, dedicated design and technical resources, co-ordination

and interfacing awareness, manufacturer and cost planning representation with the exposure to future

developments, innovation and the commercial intelligence within the market place.

The Market Testing Package by Package Procurement Strategy Schedule contained within Appendix A

illustrates the market test regime together with the associated SMA/PSA for each package.


3. PSCM – CROWN HOUSE TECHNOLOGIES LIMITED

We intend using a ‘single point’ tender for the M@E package using our in house subsidiary Crown

House Technologies (CHt) who are a PSCM to LOR with in the P21 Framework and were included,

along with Expanded Structures Ltd, within our procurement strategy statement included in the Phase 3

Contract documentation. At this stage in the design process, market testing the M@ E Package would

result in an increase in the time and cost risks associated with the project, as the benefits gained by

having CHt involved in all aspects of the design and cost model development to date would be largely

lost.

During the Phase 3 contract period CHt have been an integral part of the Project Team closely involved

in the design development and have been able to gain valuable insight into the project. Their

engagement with the designers and contribution to the production of the engineering services design

has enabled a holistic design to be developed which maximizes modularisation and installation

methods (that have been developed by CHt) and utilizes preferred specialist equipment and systems.

The input and involvement to date by CHt has resulted in an engineering services design that:

• Reflects the CHt offsite modularisation methodologies.

• Adopts the most efficient production @ installation methods

• Adopts the recommendations of preferred specialist equipment and systems suppliers.

• Provides a scheme that lends itself to ease of commissioning

• Provides design deliverables in a format that can be readily used by CHt (BIM) without the need for re-working.

Notwithstanding the above, single sourcing this work will provide greater visibility and influence for the

Trust and their advisers, into the M@E supply chain, enabling total scrutiny of the sub packages and

input into the selection process. This effectively shortens the supply chain and reduces the risk to the

project, through total alignment of project objectives and behaviours. The Laing O’Rourke delivery

model ensures that there is a single team delivering the overall project and therefore decisions are

made for the benefit of the project and not individual business interests.

The contracting arrangements with CHt would be on an ECC Option C basis, giving the Trust the

opportunity to share in savings achieved.


Within the OBC cost plan the overall value of the M@E work is £86.3m, the delivery route with

approximate values is as follows;

Cost Head Market Test Regime Value (£)

Subcontract packages Competitively tendered £43.8 million

Major Plant Items Competitively tendered Included in above

LOR Supply Chain Partner Competitively tendered £9.7 million

Direct Delivery @ Direct Off site/

(cont.) Modularisation

Validation of costs @

competitively tendered

£14.6 million

Included in Direct Delivery

M@E prelims Validation of costs £2.5 million

P21 fee Tendered £8.7 million

Subcontract Packages (£43.8m):

The process for Market Testing will be as described in Sections 2 @ 4 of the Procurement Strategy

Report dated October 2011. These packages will be included in and managing using the same

processes as the other main contract packages included in the Package Procurement Strategy Schedule

included in Appendix D of the above report.

Major Plant Items (included in £43.8m):

The process would be identical to that described above for Subcontract Packages.

A list of preferred and alternative Subcontractors and Suppliers has been agreed with the Trust and its

advisors for inclusion in the market testing process.

LOR Supply Chain Partner (£9.7m):

The process for Market Testing will be as described in Sections 2 @ 4 of the Procurement Strategy

Report dated October 2011 using LOR Supply Chain Partners.

Direct Delivery and Direct off site Modularisation (£14.6m):

Aspects of the work will be self-delivered, bringing greater control, i.e. BMS, modular wiring, vertical

and horizontal service modules etc.

Major self delivered packages such as BMS will be competitively tested and validated in the market.

For those items self delivered, Labour rates will be developed from first principles and prices calculated

using labour norms used from CHt’s own data base, which can be validated against similar projects.

All aspects of these calculations will be visible to the Trust and its advisors.


Materials would be procured using CHt’s framework agreements, historically validateed at 7.5F below

market and e-commerce catalogues for commodity products, which are continually validateed and list

in excess of 100,000 products. These agreements include a contractual obligation on suppliers to

provide lowest market rates which are fully auditable via third parties.

M&E Preliminaries (£2.5m):

This would be priced in a similar method to the main project preliminaries, again with full visibility to

the Trust and its advisers. This will allow analysis of the full project preliminaries, ensuring no

duplication exists and demonstrating the effectiveness of the LOR single delivery team.

P21 Fee (£8.7m):

The fee percentage is as agreed in the P21 PSCM Framework Agreement and therefore by definition

has been competitively tendered.


4. IN HOUSE CAPABILITY – EXPANDED STRUCTURES LIMITED

We would propose using a ‘single point’ tender for this package using our in house subsidiary

‘Expanded Structures Ltd’. We would propose to appoint Expanded Structures Limited on an ECC

Option ‘C’ giving the Trust both visibility of cost and the opportunity to share in any savings. This will

be the first time that Expanded Structures Limited will be engaged on an Option ‘C’, previously all other

P21 schemes have been let on an Option ‘A’. This maintains greater control of project delivery and

reduces the risk during unstable market and economic conditions. This delivery model minimises team

interfaces, staff and ensures goals, processes and standards are consistent throughout the team. Most

of the labour force is directly employed and are trained to the same high standards of Health and

Safety as the rest of our employees. This procurement route also allows us to actively manage the

proportions of local labour to travelling labour.

The Department of Health Procure 21 Framework: Guidance Notice-‘The Benefits of Frameworks’

states:

“Single sourcing for major or critical elements of schemes is supported by OGC and the National Audit

Office, both of which have endorsed ProCure21 as a best practice procurement model. Single sourcing

allows a much higher level of input into design, value and risk management, resulting in a better solution

for the client and greater certainty of successful delivery to site. Single sourced Supply Chain Members

must be prepared to demonstrate market levels and Value for Money within their pricing.”

In order to provide clarity of the respective values of the various proportions of the frame price, we

have produced an analysis of a number of hospital contracts to provide a typical split of the cost

centres for a reinforced concrete frame. Using the values within the OBC refresh for the frame, the

values of the cost heads are:

Cost Head Value (%) Value (£)

Labour 36 F £12,103,055

Plant 14 F £4,706,744

Concrete 17 F £5,715,332

Reinforcement 10 F £3,361,960

Other materials 8 F £2,869,568

Subcontractors 2 F £672,392

Preliminaries 13 F £4,370,548

Total 100F £33,619,598

OH@P 10F £ 3,361,960


The pricing of the GMP for the above elements would be on a open book basis, providing total access

to the detailed rate build ups, materials and plant costs, labour outputs which predicate the pricing, to

the Trust’s cost advisers.

We would also share recent relevant analysis documentation produced for various NHS trusts, where

single action procurement of this package has been accepted and demonstrated to the satisfaction of

these Trust’s and their advisers that the price was value for money.

Whilst our normal contracting relationship with Expanded Structures Limited is using an ECC Option

‘A’, in order to provide the Trust with greater visibility and a share of any savings we would propose to

contract using Option ‘C’.

Considering each individual element of the frame package we would undertake the following processes

to demonstrate value for money and market levels in the current marketplace:

Labour (£12.1m):

Full details of the cost of employing labour, working hours and outputs would be provided. Operatives

are employed at rates and hours based on the respective working rule agreements for the industry and

are therefore common to all contractors capable of executing a package of this size. The cost

influencing factor is therefore outputs which can be considered at various levels, i.e average man hrs

per m3 for the frame, man hours for individual elements of the work. Much data is published to allow

comparison with ‘best practice’ industry delivery and value for money endorsements obtained from the

Trust’s Cost advisor or other independent cost advisors that the price represents value for money in the

marketplace.

This method will not necessarily produce a least cost solution but has advantages in maximizing the

service and commodity benefits from controlled expenditure and will allow scrutiny of the detailed build

ups to minimize risk of poor performance through inadequate pricing to the detriment of the project as

a whole.

Plant (£4.7m):

Our in-house plant company Select Plant Hire has an agreed P21 set of framework rates and these

would be utilized where appropriate. Where it is considered by the team that these are no longer

appropriate detail build ups would be provided and/or market comparator rates provided for

validation and the demonstration of value for money.

Concrete (£5.7m):

We have Group wide agreements for the provision of concrete. We will obtain at least three competitive

quotations for the supply of concrete from the following suppliers:

• Cemex

• Hanson

• Lafarge

• London Concrete

• Tarmac


Reinforcement (£3.4m):

The same principle would be used for the procurement of reinforcement, using Group wide agreements

from:

• Express Reinforcements

• Kierbeck

• Romtech

Other Materials (£2.9m):

As above, using Group wide agreements;

For Timber:

• L@G Forest Products

• Travis Perkins

• Jewson

For Building Materials:

• WT Burden

• Travis Perkins

• Jewson

Subcontractors (£0.7m):

These would be market tested in an open book manner as described in the Procurement Strategy

document.

Preliminaries (£4.4m):

From historic data we are able to further sub-divide our preliminaries to staff and other items as

Surveying equipment, scaffolding, edge protection, attendance labour, small tools, task lighting etc.

Plant related items would be procured as the Plant section above and staff would be based on P21

tendered rates.

Select Plant Limited

A schedule of rates for equipment are included within the P21 Framework and this will be used to price

plant with the preliminaries and self delivered elements.

Classification of equipment supplied by Select but not included in the framework rates for equipment

will be market tested.


Appendix A – Market Testing Package by Package Procurement Strategy Schedule

LAING O'ROURKE CONSTRUCTION SOUTH

BRIGHTON 3Ts - MARKET TESTING PACKAGE BY PACKAGE PROCUREMENT STRATEGY v2

(Costs extracted from the 23 Sept 2011 OBC Refresh)

Package No. Package Title Total Helipad Stage 1 Stage 2 Stage 3 Site Wide Energy NEC SubcontractMarket test regime Term Agreements (PSA/SMA/LRTA*) (Option A or C)

1200 Demolitions 1,078,781 196,740 488,775 288,266 105,000 Competitively tender to a minimum of 4 Subcontractors Expanded Demolition to form part of the tender list A2500 Structural Steelwork 2,676,934 1,677,519 725,337 214,448 59,630 Competitively tender to a minimum of 4 Subcontractors SMA - Corus A2600 Miscellaneous Sub Structure Frame 98,275 98,275

2900 Miscellaneous Sub Structure Frame 147,300 43,000 104,300

3100 Masonry 3,320 3,320 Competitively tender to a minimum of 4 Subcontractors PSA - EH Smith LOR Brickwork - Direct labour to form part of the tender list A3300 Metal 3 Glass Cladding 5,725,731 3,947,872 1,777,859 Competitively tender to a minimum of 4 Subcontractors LOR Facades - Direct labour/SMA - Kawneer to form part of the tender list A3310 Brise Soleil 221,272 153,248 68,024 To form part of package WP3400

3320 Cladding to Bridge Soffits 178,122 75,432 86,304 16,386 To form part of package WP3400

3400 Profiled Sheet Cladding 665,443 331,300 334,143 Competitively tender to a minimum of 4 Subcontractors A3500 Windows 3 External Doors 1,890,648 1,200 1,295,292 573,605 20,551 Competitively tender to a minimum of 4 Subcontractors LOR Facades - Direct labour/SMA - Kawneer to form part of the tender list A3510 Revolving 3 Sliding Doors 55,860 55,860 Competitively tender to a minimum of 4 Subcontractors A3520 Roller Shutters(Internal 3 External) 23,275 23,275 Competitively tender to a minimum of 4 Subcontractors A3600 Roof Coverings/Mansafe System 1,712,580 99,070 761,261 739,808 112,441 Competitively tender to a minimum of 4 Subcontractors SMA - Kalzip/Fatra UK A3620 Canopies 139,650 93,100 46,550 Competitively tender to a minimum of 4 Subcontractors A3630 Louvres 916,802 819,250 58,450 39,102 Competitively tender to a minimum of 4 Subcontractors A3700 Building Maintenance Units 513,600 273,500 147,000 93,100 Competitively tender to a minimum of 4 Subcontractors A4100 Brickwork 3 Blockwork (Internal) 273,643 132,525 110,128 30,990 Competitively tender to a minimum of 4 Subcontractors PSA - EH Smith LOR Brickwork - Direct labour to form part of the tender list A4200 Dry Linings 3 Partitions 6,515,165 7,850 4,855,717 1,651,598 Competitively tender to a minimum of 4 Subcontractors SMA - Knauf/Lafarge (SIG) A4220 Screeding 1,400 1,400 Competitively tender to a minimum of 4 Subcontractors A4300 Ceilings 2,203,249 8,273 1,570,992 623,984 Competitively tender to a minimum of 4 Subcontractors SMA - Rockfon/SAS A4400 Floor Finishings 3,776,648 14,469 2,644,966 1,111,933 5,280 Competitively tender to a minimum of 4 Subcontractors SMA - Gradus/Forbo Nairn/Polyflor A4500 Stone 3 Ceramic Tiled Finishes 213,030 177,570 35,460 To form part of package WP4400 SMA - Porcelanosa Group, Vetter to tender the ceramic tiled floor finishes only

4600 Metalwork 3 Balustrading 731,195 278,700 452,495 Competitively tender to a minimum of 4 Subcontractors A4700 Carpentry 3 Joinery 89,642 49,803 39,839 Competitively tender to a minimum of 4 Subcontractors SMA - TDSL/Laidlaw A4705 Doors 3 Ironmongery/Glazed Screens 4,695,305 6,400 3,593,585 1,095,320 Competitively tender to a minimum of 3 Manufacturers SMA - TDSL/Laidlaw A4710 Glazed Partitions 407,000 407,000 Competitively tender to a minimum of 4 Subcontractors A4800 Painting 3 Decorations 1,763,439 6,600 1,345,693 400,776 10,370 Competitively tender to a minimum of 4 Subcontractors SMA - ICI/PPG Architectural Coatings A5100 Fit Out 3,655 3,655 Competitively tender to a minimum of 4 Subcontractors A5120 IPS Panels 347,400 217,750 129,650 Competitively tender to a minimum of 4 Subcontractors by CHt SMA - SIG A5140 Folding Screens 219,545 199,195 20,350 Competitively tender to a minimum of 4 Subcontractors A5150 WC Cubicles 25,000 15,000 10,000 Competitively tender to a minimum of 4 Subcontractors SMA - SIG A5160 Sound Absorption Panels 69,825 46,550 23,275 Competitively tender to a minimum of 4 Specialist Subcontractors A5400 Aseptic Suite Fit Out 24,900 24,900 Competitively tender to a minimum of 4 Specialist Subcontractors A5500 Audiology Booth 160,000 160,000 Competitively tender to a minimum of 4 Specialist Subcontractors A5700 FF3E Group 1 Equipment 6,612,331 4,861,239 1,738,607 12,485 Competitively tender to a minimum of 4 Subcontractors SMA - JTC, Deanstor, Quadraco A5710 FF3E Group 2 Equipment incl'd above To form part of package WP5700 SMA - JTC, Deanstor, Quadraco

6800 Lift Installations 3,782,190 239,250 2,671,665 871,275 Competitively tender to a minimum of 4 Subcontractors SMA - KONE, Schindler, Thyseen, Otis A6975 BWIC with Engineering Services 2,264,718 1,348,033 437,569 826 478,290.00 Competitively tender to a minimum of 4 Subcontractors LTA - Fire Protection/Diamond Drilling/Mastic Pointing A7200 External Works 2,516,690 1,053,378 1,305,162 158,150 Competitively tender to a minimum of 4 Subcontractors A7500 Hard Landscaping 33,604 33,604 Competitively tender to a minimum of 4 Subcontractors SMA - Charcon/Marshalls A7600 Soft Landscaping 13,410 13,410 Competitively tender to a minimum of 4 Subcontractors A7999 External Services 196,000 196,000 Competitively tender to a minimum of 4 Subcontractors A9997 Refurbishment of Existing Boiler House 435,000 435,000.00 Competitively tender to a minimum of 4 Subcontractors A9998 Artwork 1,400,000 800,000 600,000 Engagement with appointed Artists C9999 Heritage 1,000,000 1,000,000 Competitively tender to a minimum of 3 Specialist Subcontractors A1800 Local Authority (Section 106 Agreement) 500,000 250,000 250,000 Competitively tender to a minimum of 3 Licensed Subcontractors A

Sub-total - Subcontract Packages 56,321,577 2,869,146 36,961,381 14,959,535 618,225 913,290.00


2100 Bearing 3 Secant Piling 6,000,517 22,568 2,665,993 3,311,956 Competitively tender to a minimum of 4 SubcontractorsSMA - CPM/Hepworth/Aco/Saint Gobin/Grace Expanded Piling to form part of the

tender listC

2200 Groundworks, Substructure 3 below ground Drainage 11,389,318 1,671 6,046,300 5,314,790 26,557 Direct DeliverySMA - CPM/Hepworth/Aco/Saint Gobin/Grace Expanded Piling to form part of the

tender listC

2300 Concrete Superstructure 25,088,240 22,772 15,178,535 9,005,489 881,444 Direct Delivery SMA - Cemex/Hanson/SIG/Express Reinforcements C

2400 Precast Concrete Frame 504,000 378,000 126,000 Direct Delivery SMA - Cemex/Hanson/SIG/Express Reinforcements C3200 Precast Concrete Cladding 9,452,857 6,460,277 2,771,014 221,566 Direct Delivery SMA - Cemex/Hanson/SIG/Express Reinforcements C

Sub-total - Expanded 52,434,932 47,011 30,729,105 20,529,249 1,129,567 -


6000 AHU's 1,918,132 49,460 1,372,915 495,757 Competitively tender to a minimum of 4 Subcontractors C

6001 BMS 3,748,360 31,475 2,468,242 932,044 316,598.92 Competitively tender to a minimum of 4 Subcontractors C

6002 Bream 1,006,731 1,006,731 Competitively tender to a minimum of 4 Subcontractors C

6003 CCTV 217,401 217,401.08 Competitively tender to a minimum of 4 Subcontractors C

6004 CO plant 8,993 8,993 Competitively tender to a minimum of 4 Subcontractors C

6005 CO2 Sensoring 31,953 10,688 21,265 Competitively tender to a minimum of 4 Subcontractors C

6006 Commissioning 6,682 6,682 Competitively tender to a minimum of 4 Subcontractors C

6007 Data 3 Comms 1,950,661 19,784 1,434,276 496,601 Competitively tender to a minimum of 4 Subcontractors C

6008 Decant 177,608 177,607.91 Competitively tender to a minimum of 4 Subcontractors C

6009 Dry Risers 155,158 106,223 48,935 Competitively tender to a minimum of 4 Subcontractors C

Package Tender Strategy



SUBCONTRACT PACKAGES

EXPANDED

LAING O'ROURKE COMPANIES

CROWN HOUSE TECHNOLOGIES

1 of 2



6010 Ductwork 7,141,510 31,475 5,391,540 1,718,495 Competitively tender to a minimum of 4 Subcontractors C

6011 Drainage 1,015,095 13,489 689,356 268,006 44,244 Competitively tender to a minimum of 4 Subcontractors C

6012 External Lighting 131,815 131,814.75 Competitively tender to a minimum of 4 Subcontractors C

6013 Fans 230,944 58,173 172,772 Competitively tender to a minimum of 4 Subcontractors C

6014 Fire Alarm 1,548,594 7,644 1,096,642 444,308 Competitively tender to a minimum of 4 Subcontractors C

6015 Fire Mains 83,183 83,183 Competitively tender to a minimum of 4 Subcontractors C

6016 Fume Cupboard 24,287 24,287 Competitively tender to a minimum of 4 Subcontractors C

6017 Gas fire fighting 99,736 74,754 24,981 Competitively tender to a minimum of 4 Subcontractors C

6018 General Allowance 89,928 89,928.06 Competitively tender to a minimum of 4 Subcontractors C

6019 HV Installation 881,010 881,009.89 Competitively tender to a minimum of 4 Subcontractors C

6020 HV Housing 67,446 67,446.04 Competitively tender to a minimum of 4 Subcontractors C

6021 Induction Loops 9,603 3,249 6,353 Competitively tender to a minimum of 4 Subcontractors C

6022 Insulation 9,892 9,892 Competitively tender to a minimum of 4 Subcontractors C

6023 IPS panels 312,410 195,818 116,592 Competitively tender to a minimum of 4 Subcontractors C

6024 Irrigation Systen 61,801 61,801 Competitively tender to a minimum of 4 Subcontractors C

6025 Jet Fans 59,790 59,790 Competitively tender to a minimum of 4 Subcontractors C

6026 Lighting to upper levels 89,928 89,928.06 Competitively tender to a minimum of 4 Subcontractors C

6027 Lightning Protection 82,667 6,745 54,221 21,701 Competitively tender to a minimum of 4 Subcontractors C

6028 LV Pannels 1,992,218 1,552,772 405,723 33,723.02 Competitively tender to a minimum of 4 Subcontractors C

6029 Medical Equipment 1,556,212 1,240,720 315,491.91 Competitively tender to a minimum of 4 Subcontractors C

6030 Medical Gasses 2,000,252 1,499,241 501,011 Competitively tender to a minimum of 4 Subcontractors C

6031 Nurse Call 1,172,851 1,130,031 42,820 Competitively tender to a minimum of 4 Subcontractors C

6032 Oil Alteration 13,489 13,489.21 Competitively tender to a minimum of 4 Subcontractors C

6033 PA System 130,903 98,115 32,788 Competitively tender to a minimum of 4 Subcontractors C

6034 Package subs 873,336 599,303 274,033 Competitively tender to a minimum of 4 Subcontractors C

6035 Pneumatic tube 300,173 300,056 117 Competitively tender to a minimum of 4 Subcontractors C

6036 Ramp Heating 23,269 15,823 7,446 Competitively tender to a minimum of 4 Subcontractors C

6037 Sanitaryware 2,262,263 1,349 1,696,509 564,406 Competitively tender to a minimum of 4 Subcontractors C

6038 Sanitaryware Shut Off 123,603 123,603 Competitively tender to a minimum of 4 Subcontractors C

6039 Security 1,715,178 17,986 1,146,677 550,515 Competitively tender to a minimum of 4 Subcontractors C

6040 Site wide diversions 574,535 574,535.07 Competitively tender to a minimum of 4 Subcontractors C

6041 Spinklers 556,385 391,998 164,387 Competitively tender to a minimum of 4 Subcontractors C

6042 Switch board 10,988 10,988 Competitively tender to a minimum of 4 Subcontractors C

6043 Subcontracts 5,866,433 5,866,432.55 Competitively tender to a minimum of 4 Subcontractors C

6044 Strip Out 44,514 44,514.39 Competitively tender to a minimum of 4 Subcontractors C

6045 Tanks 50,809 50,809 Competitively tender to a minimum of 4 Subcontractors C

6046 Temporary and diversions 149,354 149,354.32 Competitively tender to a minimum of 4 Subcontractors C

6047 Test 3 Commission 1,315,623 957,932 321,855 35,836.33 Competitively tender to a minimum of 4 Subcontractors C

6048 Travel Information 21,496 21,496 Competitively tender to a minimum of 4 Subcontractors C

6049 TV System 100,133 74,754 25,379 Competitively tender to a minimum of 4 Subcontractors C

6050 Ultra Clean Canopies 207,968 207,968 Competitively tender to a minimum of 4 Subcontractors C

6051 UPS 676,899 4,496 531,884 140,519 Competitively tender to a minimum of 4 Subcontractors C

6052 Utility Companies 336,014 336,014.39 Competitively tender to a minimum of 4 Subcontractors C

6053 Water 159,597 159,597.12 Competitively tender to a minimum of 4 Subcontractors C

6054 Water Consumption 197,942 197,942 Competitively tender to a minimum of 4 Subcontractors C

6055 Water Metering 30,452 30,452 Competitively tender to a minimum of 4 Subcontractors C

6056 Water Recycling 185,404 185,404 Competitively tender to a minimum of 4 Subcontractors C

Market Tested Packages Total 43,809,614 343,462 26,098,089 7,823,096 44,244 9,500,723

6057 Electrical Services 9,927,973 185,612 6,774,002 2,750,374 217,985.61 Direct Delivery C

6058 Mechanical services 13,965,078 320,641 8,209,637 2,788,093 2,646,707.73 Direct Delivery C

6059 Miscellanous 392,532 7,639 195,912 152,485 36,496.00 Direct Delivery C

Preliminaries 9,548,725 125,433 5,891,280 1,979,413 1,552,599.02

Fee @ 11.2E 8,696,119 110,072 5,282,919 1,735,268 4,955 1,562,905.28

Sub-total - Crown House Technologies 86,340,042 1,092,860 52,451,838 17,228,728 49,199 15,517,417


Staff 3 Labour 15,334,600

Plant 5,372,163 Select Plant Hire Limited P21 Term Agreement Rates C

8050 Scaffolding (Access Equipment) 942,809 Competitively tender to a minimum of 4 Subcontractors LTA - Stanford Scaffolding, Swift, PHD Access, Brogan Scaffolding A

Offices etc 3,150,930 Select Plant Hire Limited P21 Term Agreement Rates C

Services 1,299,507 A

Temporary Requirements 2,485,437 A

Miscellaneous 998,891 AOther 918,544 A

Preliminaries 30,502,881

Definitions

* PSA - Preferred Supplier Agreement

* SMA - Strategic Manufacturer Agreement

* LTA - Low Trade Agreement


PRELIMINARIES

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Appendix H – EXAMPLE: SUBCONTRACT TENDER ANALYSIS

PROJECT: XXXXXXXXX

PACKAGE: WP4400 FLOOR FINISHES & WP4210 SCREEDS

TENDER ANALYSIS - (DATE)

ITEM DESCRIPTION QTY UNIT RATE AMOUNT DESCRIPTION QTY UNIT RATE AMOUNT DESCRIPTION QTY UNIT RATE AMOUNT

Floor Coverings Floor Coverings Floor Coverings

POLYFLOR VINYL

1 SF-01 - Polyflor SD 2mm anti static vinyl 1,251 m2

£ 18.20 £ 22,768.20

SF01 - Anti Static Theatres

1,229.00 m2 16.97£ 20,856.13£

SF01 - Anti Static Theatres

1,204.00 m2 17.49£ 21,057.96£

2 SF-02 - Polyflor Polysafe Hydro Wet areas vinyl 2,554 m2

£ 16.23 £ 41,451.42 SF02 - Vinyl - Wet Areas2,870.00 m2 18.76£ 53,841.20£

SF02 - Vinyl - Wet Areas2,656.00 m2 18.83£ 50,012.48£

3

SF-03 - Polyflor Polysafe Corona 2mm Slip

resistant vinyl 2,283 m2

£ 16.80 £ 38,354.40 SF03 - Vinyl - Slip Resistant 2,352.00 m2 17.16£ 40,360.32£ SF03 - Vinyl - Slip Resistant 2,248.00 m2 16.13£ 36,260.24£

4

SF-04 - Polysafe SD anti static vinyl factory

bonded to kingspan 600x600 raised access floors

to 200mm. 252 m2

£ 108.34 £ 27,301.68

SF04 - Raised Access Floor

339.00 m2 90.74£ 30,760.86£

SF04 - Raised Access Floor

356.00 m2 66.66£ 23,730.96£

5

Setting out steps to raised acces floors

proviosional sum 1 item £ 1,875.00 £ 1,875.00 £ - £ -

6 SF-05 - Polyflor Gallery FX cushion vinyl 61 m2

£ 25.63 £ 1,563.43 SF05 - Rubber Sports Floor63.00 m2 26.72£ 1,683.36£

SF05 - Rubber Sports Floor Polyflor Sport 6763.00 m2 27.83£ 1,753.29£

7

SF-06 - Polyflor Classic Mystique or New Mystique

2mm Smooth vinyl 39,874 m2

£ 13.06 £ 520,754.44

SF06 - Sheet Flooring (Vinyl)

39,706.00 m2 13.24£ 525,707.44£

SF06 - Sheet Flooring (Lino / Vinyl)

39,803.00 m2 13.29£ 528,981.87£

SF07 - Terrazzo flooring Alternative - Vinyl tile SF07 - Terrazzo Flooring

SUBCONTRACTOR A SUBCONTRACTOR B SUBCONTRACTOR C

8

SF-07 - Pilkingtons Terrazzo 300x300 Tiles

ground and polished 659 m2

£ 90.75 £ 59,804.25

SF07 - Terrazzo flooring Alternative - Vinyl tile

in terrazzo style693.00 m2 22.92£ 15,883.56£

SF07 - Terrazzo Flooring

685.00 m2 80.39£ 55,067.15£

9 SF-09 - Gradus Square Mile Carpet tiles 4,166 m2

£ 23.08 £ 96,151.28 SF09 - Carpet Tiles - Offices Previous4,255.00 m2 24.61£ 104,715.55£

SF09 - Carpet Tiles - Offices Previous4,324.00 m2 20.77£ 89,809.48£

10 SF-10 - Altro Stronghold 30 Vinyl to kitchens 486 m2

£ 23.35 £ 11,348.10 SF-10 - Altro Stronghold 30 Vinyl to kitchens 537 m2

£ 23.83 12,796.71£ SF-10 - Polyflor Ultima Stronghold Vinyl to kitchens 481 m2

£ 22.50 10,822.50£

11 SF-11 - Gradus Delta Impervious Sheet Carpet 196 m2

£ 25.67 £ 5,031.32 SF11 - Carpet Sheet Impervious - Patient Areas132.00 m2 24.83£ 3,277.56£

SF11 - Carpet Sheet Impervious - Patient Areas144.00 m2 23.15£ 3,333.60£

12 SF-12 - Epoxy Paint 5,947 m2

£ 3.50 £ 20,814.50

SF-12 - Epoxy Paint - Blastrack. 1ct Hydraseal,

1ct SF41 with silica sand broadcast into wet

layer, 2nd ct of SF41. 5,997 m2

£ 10.11 £ 60,629.67

SF12 3 coat resin paint

5,418.00 m2 7.92£ 42,910.56£

13 SF-15 - Concrete Sealer 740 m2

£ 4.13 £ 3,056.20 SF-15 - Concrete Sealer 740 m2

£ 4.13 £ 3,056.20 SF15 Concrete sealer294.00 m2 0.94£ 276.36£

14 SF-16 - Polyflor Forest FX Timber effect vinyl 88 m2

£ 18.25 £ 1,606.00

SF16 - Timber Flooring

89.00 m2 18.08£ 1,609.12£

SF16 - Timber Effect Vinyl Flooring - Plyflor Forest

FX90.00 m2 18.00£ 1,620.00£

15 SF-18 - Altro Stronghold 30 3mm to Mortuary 253 m2

£ 23.35 £ 5,907.55 SF18 Mortuary finish 253 m2 £ 21.35 £ 5,401.55 SF18 Polyflor Polysafe 2mm as flooring to

Mortuary 258.00 m2 16.13£ 4,161.54£

Floor Coverings Total £ 857,787.77 £ 880,579.23 £ 869,797.99

Skirtings Skirtings Skirtings

1 of 10



16

SK-01 - 100mm Set in Skirting 100mm coved

skirting to SF-02 Polyflor Polysafe 34,879 Lm £ 8.08 £ 281,822.32

SK01 - 100mm set in skirting

48,891.00 m2 6.98£ 341,259.18£

SK01 - 100mm Set in Skirting Vinyl - for lino / vinyl

sheet floor.45,583.00 lm 5.80£ 264,381.40£

17 SK-02 - 100mm Flat Skirting to carpet 3,101 Lm £ 4.88 £ 15,132.88 SK02 - 150mm Flat Skirting for Carpet 3,237.00 m2 5.27£ 17,058.99£ SK02 - 100mm Flat Skirting for Carpet 3,093.00 lm 3.17£ 9,804.81£

18 SK-03 - 100mm High Terrazzo skirting 350 Lm £ 40.00 £ 14,000.00 SK03 - 100mm terrazo effect vinyl skirting - no

cove former or capping strip but silicone at 350 Lm £ 8.72 £ 3,052.00 SK03 - 100mm Terrazzo Skirting

359.00 lm 31.83£ 11,426.97£

19

100mm coved skirting to SF-10 Altro Stronghold

to kitchen areas 394 Lm £ 9.33 £ 3,676.02 100mm self coved skirting including cove

former C Capping to kitchen areas 362 lm £ 9.98 £ 3,612.76 100mm coved skirting to Kitchen areas

462.00 lm 9.47£ 4,375.14£

20 £ - FS100 Skirting Lm £ 6.98 £ - 100mm coved skirting for Ensuite 3,928.00 lm 8.72£ 34,252.16£

21 £ - High sit in skirting Lm £ 3.93 £ - Capping to Ensuite 3,928.00 lm 0.78£ 3,063.84£

22

100mm coved skirting to SF-02 Polyflor Polysafe

Hydro 4,164 Lm £ 9.80 £ 40,807.20 £ -

Omit Set in skirting to Ensuite

3,928.00 lm 5.80-£ 22,782.40-£

23

100mm coved skirting SF-03 Polyflor Polysafe

Corona 2,479 lm £ 8.72 £ 21,616.88 £ - £ -

24 100mm Coved skirting to SF-18 A ltro Stronghold 133 Lm £ 9.33 £ 1,240.89 £ - £ -

Skirtings Total £ 378,296.19 £ 364,982.93 £ 304,521.92

Staircases Staircases Staircases

25 Polyflor Classic to risers ne 165mm 1,090 Lm £ 5.33 £ 5,809.70 Polyflor Mystique to stair landings 204.00 m2 14.40£ 2,937.60£ SF06 Risers 1,163.00 lm 4.48£ 5,210.24£

26 Polyflor Classic to treads ne 280mm 955 Lm £ 6.00 £ 5,730.00 Ditto to treads C risers 2,219.00 lm 4.49£ 9,963.31£ SF06 Treads 1,018.00 lm 4.86£ 4,947.48£

27 Gradus AS11 Aluminium Nosing 1,090 Lm £ 11.90 £ 12,971.00 AS11 Nosings 1,111.00 lm 10.63£ 11,809.93£ Gradus nosings (AK52/ AS2) 1,163.00 lm 15.23£ 17,712.49£

28 Gradus FS303 PVC stringer 262 No. £ 15.50 £ 4,061.00 FS303 to closed stair stringer 368.00 lm 11.00£ 4,048.00£ FS303 to closed stair stringer 368.00 lm 11.00£ 4,048.00£ 28 Gradus FS303 PVC stringer 262 No. £ 15.50 £ 4,061.00 FS303 to closed stair stringer 368.00 lm 11.00£ 4,048.00£ FS303 to closed stair stringer 368.00 lm 11.00£ 4,048.00£

29 Gradus TA5b Landing Trim 74 Lm £ 18.75 £ 1,387.50 SO 100P to landings 229.00 lm 3.93£ 899.97£ Gradus TA5C landing trim 88.00 lm 16.12£ 1,418.56£

30 Gradus TA5b Stair Edge 664 No. £ 12.20 £ 8,100.80 Ta5 External Angles 816.00 nr 13.96£ 11,391.36£ Gradus TA5B side angle 707.00 no 16.33£ 11,545.31£

31 £ - Ditto straight lengths 296.00 lm 12.64£ 3,741.44£ £ -

32

Pilkington Quiligotti 400x400x28mm ceramic Tile

precast tread ne300mm 32 Lm £ 23.58 £ 754.56

Pilkington Quiligotti 400x400x28mm ceramic

Tile precast tread ne300mm 32 Lm £ 23.58 £ 754.56

Pilkington Quiligotti 400x400x28mm ceramic Tile

precast tread ne300mm 32 Lm £ 23.58 £ 754.56

33 Stair nosing 36 Lm £ 21.25 £ 765.00 SF06 Landing 1,552.00 m2 15.24£ 23,652.48£

34

Application of a levelling / smoothing Screed and

smoothing Screed laid to falls where necessary Included

Application of a levelling / smoothing Screed

and smoothing Screed laid to falls where 2,870.00 m2 4.07£ 11,680.90£ £ -

35

Preparing Structural Sub-Floors inc half landings

and to stair trends and risers Included

Preparing Structural Sub-Floors inc half

landings and to stair trends and risers £ -

36

Staircase Landings

Included

Staircase Landings

204.00 m2 4.41£ 899.64£

Application of a levelling / smoothing Screed and

smoothing Screed laid to falls where necessary Included

37

Staircase Treads

Included

Staircase Treads

1,110.00 lm 3.46£ 3,840.60£

Preparing Structural Sub-Floors inc half landings

and to stair trends and risers Included

Staircases Total £ 39,579.56 £ 61,967.31 £ 69,289.12

Repair Damage to Subfloor Repair Damage to Subfloor Repair Damage to Subfloor

2 of 10



38 Repair Damage to Subfloor Included Repair Damage to Subfloor 1.00 Item 10,000.00£ 10,000.00£ Repair Damage to Subfloor Included

Repair Damage to Subfloor Total Included £ 10,000.00 Included

Multi Storey Car Park Multi Storey Car Park Multi Storey Car Park

Multi Storey Car Park - concrete sealer to

floors (SF15) in staircases & nosings

Multi Storey Car Park - concrete sealer

to floors (SF15) in staircases & nosings

Multi Storey Car Park - concrete sealer to

floors (SF15) in staircases & nosings

Core 1 - Level P2 to P1 Core 1 - Level P2 to P1 Core 1 - Level P2 to P1

39 Landings 83.00 m2 1.54 127.82£ Landings 83.00 m2 1.54 127.82£ Landings 83.00 m2 1.54 127.82£

40 Treads 40.00 lm 0.94 37.60£ Treads 40.00 lm 0.94 37.60£ Treads 40.00 lm 0.94 37.60£

41 Risers 46.00 lm 0.94 43.24£ Risers 46.00 lm 0.94 43.24£ Risers 46.00 lm 0.94 43.24£

42 Nosings - AK50A ramp back 46.00 lm 15.23 700.58£ Nosings - AK50A ramp back 46.00 lm 15.23 700.58£ Nosings - AK50A ramp back 46.00 lm 15.23 700.58£


43 Landings 60.00 m2 1.54 92.40£ Landings 60.00 m2 1.54 92.40£ Landings 60.00 m2 1.54 92.40£



46 Nosings - AK50A ramp back 43.00 lm 15.23 654.89£ Nosings - AK50A ramp back 43.00 lm 15.23 654.89£ Nosings - AK50A ramp back 43.00 lm 15.23 654.89£


47 Landings - No clear lobby areas so excluded Landings - No clear lobby areas so excluded Landings - No clear lobby areas so excluded



50 Nosings - AK50A ramp back 81.00 lm 15.23 1,233.63£ Nosings - AK50A ramp back 81.00 lm 15.23 1,233.63£ Nosings - AK50A ramp back 81.00 lm 15.23 1,233.63£ 50 Nosings - AK50A ramp back 81.00 lm 15.23 1,233.63£ Nosings - AK50A ramp back 81.00 lm 15.23 1,233.63£ Nosings - AK50A ramp back 81.00 lm 15.23 1,233.63£

51

Allowances to make good any of stairs prior to

sealing. Included


sealing. Included


sealing. Included

Multi Storey Car Park Total £ 3,110.12 Multi Storey Car Park Total £ 3,110.12 Multi Storey Car Park Total £ 3,110.12

3 of 10



Thresholds and Sundries Thresholds and Sundries Thresholds and Sundries

52 Gradus T600 carpet to vinyl diminishing strip 258 Lm £ 6.00 £ 1,548.00

All trims as required by the finishes schedule

and also incude as a minimum for trims

between differing floor finishes and stair

nosings and edgings where required to finish

vinyl to open stair sides 896.00 Lm 13.06£ 11,701.76£

Carpet/ vinyl

205.00 lm 7.00£ 1,435.00£

53

Gradus T200 vinyl to paint/sealer diminishing

strip 266 Lm £ 5.00 £ 1,330.00 £ - Carpet/ paint 224.00 lm 7.00£ 1,568.00£

54

Gradus AR260 heavy duty aluminium ramp

between ceramics/wood and vinyl or floor paint 28 Lm £ 16.00 £ 448.00 £ -

Wood/ vinyl

4.00 lm 16.59£ 66.36£

55

Gradus CG1042 aluminium Nap trip between

ceramics and carpet 6 Lm £ 10.00 £ 60.00 £ -

Ceramic trim

21.00 lm 12.12£ 254.52£

56 £ - £ - Lift Car thresholds 196.00 lm 15.03£ 2,945.88£

Thresholds and Sundries Total £ 3,386.00 £ 11,701.76 £ 6,269.76

Entrance Matting and Frames Entrance Matting and Frames Entrance Matting and Frames

57

SF-17 - Gradus Esplanade Plus 6000 12mm

closed construction 4880mm diameter circular

matting. 1 No. £ 4,375.00 £ 4,375.00

Barrier / Entrance matting including all division

strips and coverings including for bedding un

as required including necessary floor screed

and protection after the installation of the

matwell frame. 92.00 m2 347.63£ 31,981.96£ Mat Type A 1.00 Item 4,957.89£ 4,957.89£

58

SF-17 - Gradus Espalande Plus 6000 12mm

closed construction 92 m2

£ 246.34 £ 22,663.28 Mat Type B 1.00 Item 1,508.01£ 1,508.01£

59 Entrance matting frame to Gradus Topguard 109 Lm £ 15.00 £ 1,635.00 Mat Type C 1.00 Item 6,247.47£ 6,247.47£

60 Mat Type D 1.00 Item 1,077.15£ 1,077.15£ 60 Mat Type D 1.00 Item 1,077.15£ 1,077.15£

61 Mat Type E 1.00 Item 1,508.01£ 1,508.01£

62 Mat Type F 1.00 Item 1,508.01£ 1,508.01£

63 Mat Type G 1.00 Item 861.72£ 861.72£

64 Mat Type H 1.00 Item 646.29£ 646.29£

65 Mat Type J 1.00 Item 430.86£ 430.86£

Entrance Matting and Frames £ 28,673.28 £ 31,981.96 £ 18,745.41

Movement Joints

66 Movement joint protection 500 Lm £ 8.08 £ 4,040.00 Movement joint protection 500 Lm £ 8.08 £ 4,040.00 Movement Joint Protection - Plywood during 505.00 lm £ 8.00 £ 4,040.00

67 Supply and install movement joint 500 Lm £ 235.00 £ 117,500.00 Supply and install movement joint 500 Lm £ 235.00 £ 117,500.00 Movement Joints 505.00 lm 200.00£ 101,000.00£

Movement Joint Total £ 121,540.00 121,540.00£ 105,040.00£

Trunking to Specialist Rooms Trunking to Specialist Rooms Trunking to Specialist Rooms

4 of 10



Supply and install Howe Green Visedge Series

Aluminium access covers and frames, each

cover to be fitted with 4no. Lifting blocks and

stainless steel securing screws. This is based

on continuous accesss cover.

Supply and install Howe Green Visedge

Series Aluminium access covers and

frames, each cover to be fitted with 4no.

Lifting blocks and stainless steel securing

screws. This is based on continuous accesss

cover.

Supply and install Howe Green Visedge Series

Aluminium access covers and frames, each

cover to be fitted with 4no. Lifting blocks and

stainless steel securing screws. This is based on

continuous accesss cover.

68 Z2.LO.IMA.019 - 100 x 50mm 6.00 lm 438.72£ 2,632.32£ Z2.LO.IMA.019 - 100 x 50mm 6.00 lm 438.72£ 2,632.32£ Z2.LO.IMA.019 - 100 x 50mm 6.00 lm 438.72£ 2,632.32£



71 Z2.LO.IMA.169 - 150x 50mm 3.00 lm 530.09£ 1,590.27£ Z2.LO.IMA.169 - 150x 50mm 3.00 lm 530.09£ 1,590.27£ Z2.LO.IMA.169 - 150x 50mm 3.00 lm 530.09£ 1,590.27£

72 Z2.LO.IMA.119 - Only wall trunking requird Z2.LO.IMA.119 - Only wall trunking requird Z2.LO.IMA.119 - Only wall trunking requird





Trunking to Specialist Rooms Total £ 28,144.82 28,144.82£ 28,144.82£

Cutting in Floor Patterns & Borders Cutting in Floor Patterns & Borders Cutting in Floor Patterns & Borders

77

Vinyl Sheet cutting in Floor designs to incl. water

jet cut design work (see assumptions for details) 1 No. £ 8,105.00 £ 8,105.00

Vinyl Sheet cutting in Floor designs to incl.

water jet cut design work (see assumptions for

details) 1 No. £ 8,105.00 £ 8,105.00

Interior design expression / patterning C

wayfinding inc all colours, cut outs and welds1.00 item 8,500.00£ 8,500.00£ 77 jet cut design work (see assumptions for details) 1 No. £ 8,105.00 £ 8,105.00 details) 1 No. £ 8,105.00 £ 8,105.00 wayfinding inc all colours, cut outs and welds1.00 item 8,500.00£ 8,500.00£

78

Pattern work to Terrazzo floor in main entrance

corridor (see assumptions for details) 1 No. £ 6,875.00 £ 6,875.00

Pattern work to Terrazzo floor in main entrance

corridor (see assumptions for details) 1 No. £ 6,875.00 £ 6,875.00 Provision for all colours and cut outs 1.00 item 4,000.00£ 4,000.00£

Cutting in Floor Patterns & Borders Total £ 14,980.00 £ 14,980.00 £ 12,500.00

Wall Vinyl Wall Vinyl Wall Vinyl

79

Wall Vinyl to 410no. ensuites Polyflor Polyclad

Plus 2mm allow 4lm x 2400 high to each room

door architrave to IPS, welded to Polysafe Hydro

Floor 3,936 m2

£ 26.60 £ -

Polyclad wall vinyl - Assumes floor to ceiling

height of 2.50m 11,525.00 m2 24.35£ £ -

Wall Vinyl to 410no. ensuites Polyflor Polyclad Plus

2mm allow 4lm x 2400 high to each room door

architrave to IPS, welded to Polysafe Hydro Floor 3,936 m2

£ 24.35 £ -

80

CF20 cove to internal shower corners - allow 2nr

x 2400 long to each room. 1,968 Lm £ 3.30 £ -

CF20 cove to internal shower corners - allow

2nr x 2400 long to each room. 1,968 Lm £ 3.30 £ -

CF20 cove to internal shower corners - allow 2nr x

2400 long to each room. 1,968 Lm £ 3.30 £ -

Wall Vinyl £ - £ - £ -

Protection Protection Protection

81 T-Bord / Correx to corridors 17,131 m2

£ 2.30 £ 39,401.30

bond to corridors C staircases areas C fire

rated polymesh to rooms, firmly taped down.

Allow for maintance during subcontract work

and removal. 51,239.00 m2 1.33£ 68,147.87£

Protection to all floors - allow for Correx / t-bond

to corridors C staircase areas C fire rated

polymesh to rooms, firmly taped down. Allow for

maintenance during subcontract works and 13,345.00 m2 1.15£ 15,346.75£

5 of 10



82 T-Bord / Correx to treads and risers 1,090 Lm £ 2.00 £ 2,180.00 Correx Protection to treads 1,110.00 lm 0.84£ 932.40£

83

Polymesh sheet to rooms (to complt with LPS

1207 (not incl. painted finish, specialist or raised

access panel-factory bonded vinyl rooms) 34,992 m2

£ 1.25 £ 43,740.00 £ -

Protection to all floors - allow for fire rated

polymesh to rooms, firmly taped down. Allow for

maintenance during subcontract works and

removal at completion - Polymesh

40,035.00 m2 0.80£ 32,028.00£

84 18mm Plywood protection to ceramic tiles 659 m2 £ 18.00 £ 11,862.00 £ - £ -

85 Maintenance of protection 1 Item £ 9,962.50 £ 9,962.50 £ - £ -

86 18mm ply protection (if required to hoist run offs) 120 m2

£ 18.00 £ 2,160.00

18mm ply protection (if required to hoist run

offs) 120 m2

£ 18.00 £ 2,160.00 18mm ply protection (if required to hoist run offs) 120 m2

£ 18.00 £ 2,160.00

87

Remove builders stair protection and make good

prior to finishing floorcoverings 1,090 Lm £ 2.00 £ 2,180.00 £ - Polymesh protection to Kitchen 481 m2 £ 0.87 £ 418.47

Protection Total £ 111,485.80 £ 71,240.27 £ 49,953.22

Screeds - Sub Floor preparation Screeds - Sub Floor preparation Screeds - Sub Floor preparation

88

Clean floors and prepare for DPM's including

edge grind / hand grid to rooms as required and

hoover. (not incl Plant Rooms) 55,454 m2

£ 1.30 £ 72,090.20 Blastrack subfloor - 1 pass only 56,665.00 m2 1.13£ 64,031.45£

6mm Isocrete including Blast-tracking, 2 Coats

DPM 60,315.00 m2 12.90£ 778,063.50£

89

Epoxy Damp Proof Membrane (Tremco 2 coat

DPM) (not Incl. Plant Rooms) 55,454 m2

£ 5.50 £ 304,997.00 2 coats of R755 DPM - 2nd ct sand blinded 56,665.00 m2 5.72£ 324,123.80£ £ -

90 Primer to DPM/Sand (not incl. Plant Rooms) 55,454 m2

£ 0.90 £ 49,908.60 £ - £ -

6mm Pumped Smoothing Compound (Tremco 2

91 Unismooth) (not incl. Plant Rooms) 55,454 m2

£ 5.75 £ 318,860.50 6mm Henkel XXL screed 56,665.00 m2 6.11£ 346,223.15£ £ -

92 70mm Screed to Imaging rooms 432 m2

£ 24.00 £ 10,368.00 70mm thick to imaging Rooms 438.00 m2 46.15£ 20,213.70£ 70mm K Screed 489.00 m2 26.87£ 13,139.43£

93 25mm raised threshold screed to fire fighter lifts 23 m2

£ 13.75 £ 316.25 25mm thick Firearms to lift 27.00 m2 30.83£ 832.41£ Ramped build up to fire fighting lift lobbies 29.00 m2 38.83£ 1,126.07£

94 35mm screed to revolving door 9 m2

£ 14.82 £ 133.38 35mm thick to Revolving doors 8.00 m2 33.41£ 267.28£ K Screed 35mm 8.00 m2 42.15£ 337.20£

95 40mm screed to Kitchen 171 m2

£ 16.75 £ 2,864.25 £ - £ -

96

40mm screed to external area of shower

pods/kitchen 1,427 m2

£ 40.33 £ 57,550.91



£ 40.33 £ 57,550.91



inc inc

97

40-15mm screed laid to falls in ensuites (Isocrete

K Screed) 1,771 m2

£ 35.05 £ 62,073.55

Hand Applied screed laid to falls in areas such

as EN-suite/WC Showers and Mortuary etc

40mm thick laid to falls 3,090.00 m2 30.95£ 95,635.50£ K screed in shower areas 25-40mm 2,798.00 m2 28.15£ 78,763.70£

98 Staircase Metal Pan Insert 14 m2

£ 16.75 £ 234.50 35mm thick to staircase tread pans 17.00 m2 33.41£ 567.97£ K Screed to Metal stair 18.00 m2 43.95£ 791.10£

99 Foam off Perimeters and recesses 5,180.00 m2 0.64£ 3,315.20£

100 Extra Over for SR1 Tolerance 1,498.00 m2 8.24£ 12,343.52£

Extra Over for installation to SRI (based on

theartres etc shown on original floor finishes

drawings) 1,498.00 m2 INC INC

6 of 10



101 Install only manhole Cover and Frame 0.00 m2 216.58£ -£ Install Manhole Cover 3.00 no INC INC

102 100mm thick laid to falls in Mortuary 69.00 m2 59.47£ 4,103.43£ K Screed 25-100mm laid to falls 59.00 m2 83.49£ 4,925.91£

Screeds - Sub Floor preparation Total £ 879,397.14 £ 929,208.32 £ 877,146.91

Preliminaries - Floor Finishes Preliminaries - Floor Finishes Preliminaries - Floor Finishes

Staff Staff Staff

103 Contracts Manager Included Contracts Manager 40.00 Week 1,525.00£ 61,000.00£ Contracts Manager 40.00 Week 1,179.50£ 47,180.00£

104 Site Manger Included Site Manger (2 no. 40 weeks each) 80.00 Week 1,125.00£ 90,000.00£ Site Manger 40.00 Week 948.68£ 37,947.20£

105 Safety C Environmental Consultant (1 per month) Included Safety C Environmental Consultant 10.00 Week 200.00£ 2,000.00£ Safety C Environmental Consultant (1 per month) 40.00 Week 102.56£ 4,102.40£

106 Quantity Surveyor (Part Time 1.5 days per week) Included Quantity Surveyor Included Quantity Surveyor (Part Time 1.5 days per week) 40.00 Week 1,230.72£ 49,228.80£

107 Planner Included Planner Included Planner N/A

108 Design Included Design 13,415.90£ Design N/A

109 Engineer Included Engineer Included Engineer N/A

110 Admin Included Admin Included Admin N/A

111 Non Working Supervisor Included Non Working Supervisor Included Non Working Supervisor N/A

112 Labourer Included Labourer (3no.) 120.00 Week 400.00£ 48,000.00£ Labourer Included

Site Accommodation Site Accommodation Site Accommodation

113 Site/Offices store Included Site/Offices store Included Site/Offices store Included

114 Telephones Included Telephones (mobilisation cost included) 44.00 Week 50.00£ 2,200.00£ Telephones Included

115 Photocopying Included Photocopying Included Photocopying Included

116 I.T. Included I.T. 40.00 Week 50.00£ 2,000.00£ I.T. Included

117 Consumables Included Consumables Included Consumables Included

118 Drawing Copying Included Drawing Copying Included Drawing Copying Included

119 Storage Containers Included Storage Containers (2 no.) 80.00 Week 25.00£ 2,000.00£ Storage Containers Included

120 Two way Radio Included Two way Radio 5.00 no 185.00£ 925.00£ Two way Radio Included

121 Stainoary / Admin Included Stainoary / Admin 40.00 Week 10.00£ 400.00£ Stainoary / Admin Included

Plant & Equipment Plant & Equipment Plant & Equipment

122 Access equipment Included Access equipment Included Access equipment Included

123 Plant, Small Tools C Consumables, Included Plant, Small Tools C Consumables, Included Plant, Small Tools C Consumables, Included

124 PPE Included PPE Included PPE Included

125 Fencing Included Fencing Included Fencing Included

126 Forklift C Driver 76.00 £ 1,200.00 £ 91,200.00 Forklift C Driver 40.00 Week 820.00£ 32,800.00£ Forklift C Driver 40.00 Week 461.52£ 18,460.80£

127 Offloading and Distribution Included Offloading and Distribution Included Offloading and Distribution 40.00 Week 820.48£ 32,819.20£

Temporary Works Temporary Works Temporary Works

128 Protection (including maintenance and removal) Included Protection (including maintenance and Included Protection (including maintenance and removal) Included

129 Rubbish Disposal Included Rubbish Disposal Included Rubbish Disposal 40.00 Week 410.00£ 16,400.00£

130 Container for materials 2.00 no £ 1,750.00 £ 3,500.00 Container for materials Included Container for materials Included

Documentation & Drawing Documentation & Drawing Documentation & Drawing

131 Design Documentation Included Design Documentation Included Design Documentation Included

132 As-Built Drawings Included As-Built Drawings Included As-Built Drawings Included

133 Operating Manuals Included Operating Manuals Included Operating Manuals Included

134 OCM Manuals Included OCM Manuals 1.00 Week 1,500.00£ 1,500.00£ OCM Manuals Included

135 Building Manual CD-Rom Included Building Manual CD-Rom Included Building Manual CD-Rom Included

136 Health C Safety File Included Health C Safety File Included Health C Safety File Included

137 Quality Assurance Included Quality Assurance Included Quality Assurance Included

Included

Miscellaneous Miscellaneous Miscellaneous

138 CDM Included CDM Included CDM Included

139 Bond 1.00 no £ 20,000.00 £ 20,000.00 Bond N/A Bond 1.00 Nr 18,460.00£ -£

140 Warranties N/A Warranties N/A Warranties N/A

141 Parent Company Guarantee Parent Company Guarantee Included Parent Company Guarantee N/A

142 Testing and Commissioning Included Testing and Commissioning Included Testing and Commissioning Included

143 Sample and Mock-Ups Included Sample and Mock-Ups Included Sample and Mock-Ups Included

144 Prelim Build up Included Prelim Build up Included Prelim Build up Included

145 Gully Protection 410.00 no £ 8.00 £ 3,280.00 Gully Protection Included Gully Protection Included

146 Gully Protection Disposal 410.00 no £ 2.00 £ 820.00 Gully Protection Disposal Included Gully Protection Disposal Included

147 Pallet Truck Included Pallet Truck 1.00 Week 4,500.00£ 4,500.00£ Pallet Truck Included

148 Equipment Included Equipment 40.00 Week 100.00£ 4,000.00£ Equipment Included

149 Car Parking Included Parking (10 no.) 400.00 week 4.00£ 1,600.00£ Car Parking Included

Preliminaries - Floor Finishes & Screeds Total £ 118,800.00 Preliminaries - Floor Finishes Total 266,340.90£ Preliminaries - Floor Finishes Total 206,138.40£

7 of 10



Preliminaries - Screeds Preliminaries - Screeds Preliminaries - Screeds

Staff Staff Staff

150 Contracts Manager Included Contracts Manager Contracts Manager Included

151 Site Manger Included Site Manger 36.00 week 1,525.00£ 54,900.00£ Site Manger 36.00 wks 948.68£ 34,152.48£

152 Safety C Environmental Consultant Included Safety C Environmental Consultant 9.00 week 200.00£ 1,800.00£ Safety C Environmental Consultant 36.00 wks 102.56£ 3,692.16£

153 Quantity Surveyor Included Quantity Surveyor Included Quantity Surveyor Included

154 Planner Included Planner Included Planner Included

155 Design Included Design Included Design Included

156 Engineer Included Engineer Included Engineer Included

157 Admin Included Admin 360.00£ Admin Included

158 Other Included Other Other Included

Site Accommodation Site Accommodation Site Accommodation

159 Site/Offices store Included Site/Offices store Included Site/Offices store Included

160 Telephones Included Telephones 1,900.00£ Telephones Included

161 Photocopying Included Photocopying Included Photocopying Included

162 I.T. Included I.T. 1,190.00£ I.T. Included

163 Consumables Included Consumables 360.00£ Consumables Included

164 Drawing Copying Included Drawing Copying Included Drawing Copying Included

165 Storage Containers Included Storage Containers 1,200.00£ Storage Containers Included

166 Two way Radio Included Two way Radio 740.00£ Two way Radio Included

Plant & Equipment Plant & Equipment Plant & Equipment

167 Access equipment (pallet truck) Included Access equipment (pallet truck) 4,000.00£ Access equipment Included

168 Plant, Small Tools C Consumables, Included Plant, Small Tools C Consumables, Included Plant, Small Tools C Consumables, Included

169 PPE Included PPE 3,600.00£ PPE Included

170 Fencing Included Fencing 1,000.00£ Fencing Included

171 Forklift C Driver Included Forklift C Driver 36.00 week 725.00£ 26,100.00£ Forklift C Driver 36.00 wks 461.52£ 16,614.72£

Temporary Works Temporary Works Temporary Works

172 Protection (including maintenance and removal) Included Protection (including maintenance and Included Protection (including maintenance and removal) Included

173 Rubbish Disposal Included Rubbish Disposal Included Rubbish Disposal Included

Documentation & Drawing Documentation & Drawing Documentation & Drawing

174 Design Documentation Included Design Documentation Included Design Documentation Included

175 As-Built Drawings Included As-Built Drawings Included As-Built Drawings 10.00 no 100.00£ 1,000.00£

176 Operating Manuals Included Operating Manuals 1,000.00£ Operating Manuals 10.00 no 250.00£ 2,500.00£

177 Building manual Paper copy Included Building manual Paper copy Included Building manual Paper copy Included

178 Building Manual CD-Rom Included Building Manual CD-Rom Included Building Manual CD-Rom Included178 Building Manual CD-Rom Included Building Manual CD-Rom Included Building Manual CD-Rom Included

179 Health C Safety File Included Health C Safety File Included Health C Safety File Included

180 Quality Assurance Included Quality Assurance Included Quality Assurance Included

Miscellaneous Miscellaneous Miscellaneous

181 CDM Included CDM CDM

182 Bond N/A Bond -£ Bond 0.00 item 5,800.00£ -£

183 Warranties N/A Warranties N/A Warranties

184 Parent Company Guarantee N/A Parent Company Guarantee N/A Parent Company Guarantee

185 Testing and Commissioning Included Testing and Commissioning Included Testing and Commissioning Included

186 Sample and Mock-Ups Included Sample and Mock-Ups Included Sample and Mock-Ups Included

187 Gully Protection Included Gully Protection Included Gully Protection 383.00 no 15.00£ 5,745.00£

188 Gully Protection Disposal Included Gully Protection Disposal Included Gully Protection Disposal Included

189 Car Parking Included Car Parking 4,032.00£ Car Parking Included

Preliminaries - Screeds Total Included 102,182.00£ 63,704.36£

Preliminaries

190 Floor Finishes £ 118,800.00 £ 266,340.90 £ 206,138.40

191 Screeds Included £ 102,182.00 £ 63,704.36

Preliminaries Total £ 118,800.00 £ 368,522.90 £ 269,842.76

Temporary Heating

192

Andrew Sykes heating during screeding phase

allowing for 18 weeks, 1 x heater (incl. fuel)

based on programme rev.k. 1 item £ 75,600.00 £ 75,600.00





allowing for 18 weeks, 1 x heater (incl. fuel) based

on programme rev.k. 1 item N/A N/A

8 of 10



193

Andrew Sykes heating during floorcovering phase

allowing for 1 heater from 10th Dec - 15th March

2010. 2nd heater required from 4th Feb 2010 to

8th Mar 2010 and 3rd 1 item £ 125,442.00 £ 125,442.00

Andrew Sykes heating during floorcovering

phase allowing for 1 heater from 10th Dec -

15th March 2010. 2nd heater required from

4th Feb 2010 to 8th Mar 2010 and 3rd 1 item £ 125,442.00 £ 125,442.00

Andrew Sykes heating during floorcovering phase -

Screed at the risk of the Subcontractor 1 item £ 50,000.00 £ 50,000.00

Temporary Heating Total £ 201,042.00 201,042.00£ 50,000.00£

Summary Summary Summary

194 Floor Coverings £ 857,787.77 Floor Coverings £ 880,579.23 Floor Coverings £ 869,797.99

195 Skirtings £ 378,296.19 Skirtings £ 364,982.93 Skirtings £ 304,521.92

196 Staircases £ 39,579.56 Staircases £ 61,967.31 Staircases £ 69,289.12

197 Multi Storey Car Park £ 3,110.12 Multi Storey Car Park £ 3,110.12 Multi Storey Car Park £ 3,110.12

198 Repair Damage to Subfloor Included Repair Damage to Subfloor £ 10,000.00 Repair Damage to Subfloor Included

199 Threshold C Sundries £ 3,386.00 Threshold C Sundries £ 11,701.76 Threshold C Sundries £ 6,269.76

200 Entrance Matting C Frames £ 28,673.28 Entrance Matting C Frames £ 31,981.96 Entrance Matting C Frames £ 18,745.41

201 Movement Joints £ 121,540.00 Movement Joints £ 121,540.00 Movement Joints £ 105,040.00

202 Trunking to Specialist Rooms £ 28,144.82 Trunking to Specialist Rooms £ 28,144.82 Trunking to Specialist Rooms £ 28,144.82

203 Cutting in Floor Patterns C Borders £ 14,980.00 Cutting in Floor Patterns C Borders £ 14,980.00 Cutting in Floor Patterns C Borders £ 12,500.00

204 Wall Vinyl £ - Wall Vinyl £ - Wall Vinyl £ -

205 Protection £ 111,485.80 Protection £ 71,240.27 Protection £ 49,953.22

206 Screeds £ 879,397.14 Screeds £ 929,208.32 Screeds £ 877,146.91

207 Preliminaries £ 118,800.00 Preliminaries £ 368,522.90 Preliminaries £ 269,842.76

208 Temporary Heating £ 201,042.00 Temporary Heating £ 201,042.00 Temporary Heating £ 50,000.00

Sub-total £ 2,786,222.68 Sub-total £ 3,099,001.62 Sub-total £ 2,664,362.03

Less Commercial Discount £ 30,000.00 Less 5I Discount £ 154,950.08 Less 5I Discount £ 133,218.10 Less One Off Commercial Discount £ 31,143.93

Total £ 2,756,222.68 Total £ 2,944,051.54 Total £ 2,500,000.00

Optional Extras Optional Extras Optional Extras

Heating Options




Allow for special threshold detail at entrance to

en-suite shower rooms to prevent water from

running into corridor areas 464.00 Lm 11.80£ 5,475.20£

Andrew Sykes heating during floorcovering phase

allowing for 1 heater from 10th Dec - 15th March allowing for 1 heater from 10th Dec - 15th March

2010. 2nd heater required from 4th Feb 2010 to

8th Mar 2010 and 3rd 1 item £ 125,442.00 £ 125,442.00

Polyflor SD self-coved skirting incl cove

former 1 lm 7.33£ -£

Protection in correx all over

Polysafe Hydro self-coved skirting incl cove

former 1 lm 10.61£ -£

e/o item MM Correx to all areas less the

maintenance cost 34,554 m2

£ 0.31 £ 10,711.74

Astra / Corona self-coved skirting incl cove


Rates

Forest FX self-coved skirting incl cove


Sub Floor preparation

Mystique self-coved skirting incl cove


6mm Screed C DPM to Plant Room 6 1,229 m2

£ 13.02 £ 16,001.58 E/O cost for Capping strip 1 lm 0.74£ -£

6mm Screed C DPM to Plant Room 5 278 m2

£ 13.02 £ 3,619.56

Gradus Topguard Barrier Matting as per

spec - colour Grey 1 m2 347.63£ -£

6mm Screed C DPM to Energy Centre 1,480 m2

£ 13.02 £ 19,269.60

Heating - 1nr 3-Phase Electric Heater (

weekly hire rate ) 1 nr 84.50£ -£

Manhole cover installation 1 ea. £ 235.00 £ 235.00

Movement Joint Protection Lm £ 8.08 -£

Supply and Install movement joint Lm £ 235.00 -£

e/0 item SS for to achieve SR1 finish to the same

thickness m2 £ 2.00 -£

9 of 10



Cost Saving options

SF-03 - Polyflor Polysafe Standard 2mm Slip

resistant vinyl 2,301 m2

£ 16.33 £ 37,575.33

SF-06 - Polyflor 2000PUR 2mm Smooth vinyl 40,103 m2

£ 12.52 £ 502,089.56

SF-07 - H R Johnson Prefinished Terrazzo

appearance ceramic tiles 300x300, finished with

a lithofin impregnator to seal 693 m2

£ 59.75 £ 41,406.75

SK-03 - 100mm High HR Johnson Prefinished

Terrazzo Appearance skirting Lm £ 37.29 -£

HR Johnson Prefinished Terrazzo appearance

ceramic tiles precast tread ne300mm Lm £ 21.80 -£

SF-16 - Polyflor Forest FX Timber Effect vinyl 88 m2

£ 18.25 £ 1,606.00

SF-17 - Miliken Obex Forma 4000mm diameter

circular matting 1 No. £ 2,712.50 £ 2,712.50

SF-17 - Miliken Obex Forma Entrance matting 14 m2

£ 190.00 £ 2,660.00

SF-09 - Gradus Square Mile Carpet tiles 4,166 m2

£ 16.72 £ 69,655.52

e/0 Item no. 15 Altro A19 2 part polyurethane

adhesive m2 £ 1.85 -£

10 of 10


Appendix I – EXAMPLE: PACKAGE CONTROL SHEET

Brighton and Sussex University Hospitals

Brighton 3Ts

Package:

Last Update:

Package Budget

Stage D Addendum Package Budget

Cost Plan: £54,565 Tender Return Value £62,639

£1,800

Inflationary Allowance inc £1,611

Sub Total £54,565 Out-Turn Forecast Cost £66,050

Changes Impacting on Project

CR 0-10 CR 11-20 CR 21-30 CR 31-40 CR 41-50 CR 51-60 PT ref Value

£0 £0 £0 £0 £0 £0 No:1

£0 £0 £0 £0 £0 £0 No:2

£0 £0 £0 £0 £0 £0 No:3

£0 £0 £0 £0 £0 £0 No:4

£0 £0 £0 £0 £0 £0 No:5

£0 £0 £0 £0 £0 £0 No:6

£0 £0 £0 £0 £0 £0 No:7

£0 £0 £0 £0 £0 £0 No:8

£0 £0 £0 £0 £0 £0 No:9

£0 £0 £0 £0 £0 £0 No:10

£0 PT total £0

Revised Package Budget Pre-Tender Estimate

Package Scope

Description of Package Works

Preliminary Items Included in Package Scope Provided by LO'R

Provided by sub

contractor

Site accomodation Yes

Waste removal Yes

Plant Yes

Transportation Yes

Craneage N/A

Storeage Yes

Wefare Yes

Protection Yes

PACKAGE CONTROL SHEET (EXAMPLE)

Soft Flooring

February 1, 2011

Scope Gaps

LOR OH&P

Change Requests Package Transfers

Total CR value

Carpet and underlay, Marmoleum floor including entrance matwell and RAF.

1 of 5


Brighton 3Ts

Scope Overlap With Other Packages

Plant room floor finish - by Painting and Decorating contractor.

Key Interfaces With other Packages Owner

Package Tender Process

Procurement Strategy:

Number of Tenders Invited: 4

Number of Tenders Received 4

Comments

Initial Tender Returns

Description

A B C D

6,064.00 9,094.00 6,428.00 60,920.00

11,600.00 17,398.00 12,297.00 inc

4,690.00 5,525.00 7,164.00 inc

9,129.00 10,754.00 13,945.00 inc

998.00 1,172.00 1,580.00 998.00

998.00 985.00 1,031.00 998.00

1,437.00 1,437.00 1,437.00 1,437.00

240.00 240.00 240.00 240.00

3,538.00 3,377.00 3,537.00 inc

3,384.00 2,615.00 inc inc

1,513.00 1,405.00 943.00 inc

3,933.00 4,326.00 6,144.00 3,933.00

exc exc exc exc

exc exc exc exc

- inc inc inc

1,150.00 1,150.00 1,150.00 1,150.00

1,650.00 1,650.00 1,650.00 1,650.00

Others/misc 1,280.00 1,280.00 1,280.00 1,280.00

DPM beneath Marmoleum 4,230.00 3,261.00 4,230.00 45,600.00

Primer 1,423.00 615.00 1,423.00 inc

Latex inc inc inc inc

Shot blasting

STR 1,730.00 1,269.00 1,730.00 1,730.00

Hoover inc inc inc inc

Distribution inc 1,888.00 inc inc

1,692.00

1,960.00

£62,639.00 £69,441.00 £66,209.00 £119,936.00 £0.00

net net net net net

1,566 1,736 1,655 2,998 -

£64,205 £71,177 £67,864 £122,934 £0

Soft Flooring

Bathroom pods. LOR

Screed.

Concrete finish.

Carpet and underlay to block 2

Marmoleum to block 1

Marmoleum to block 2

Entrance matting to block 1

Entrance matting to block 2

RAF to block 1

Single Stage

Company

Carpet and underlay to block 1

Firm price

Just in time deliveries

Off site storeage

Unlimited visits

Clean of Marmoleum see e-mail 25 05 10

seal raw edges see e-mail 25 05 10

RAF to block 2

Sub floor preperation to carpetted area

Sub floor preperation to lino area

Thresholds,Expansion/Movement joints,framing and diminishing stps

Protection

Fixed price

Tender Submission

Contractor's discount

LOR OH&P

Package Total

2 of 5


Brighton 3Ts

Revised Tenders Returned following Interviews

Comments

Description

Soft Flooring

Company

Tender Submission

Contractor's discount*

LOR OH&P

Package Total

3 of 5


Brighton 3Ts

Adjustments to tender

Scope gap items to be included in tender package.

Description AGREED

A

inc

inc

1,800

0

exc

inc

e/w

£1,800 £0 £0 £0 £0 £0

Provisional Sum Items

Description Client Risk Contractor Risk

£0 £0

Package Value Engineering/Buildability Improvements

Pre-Tender Contractor Input/Buildability

Post-Tender Contractor Input/Buildability

VE Opportunities

Re-Strech broadloom carpet

Sealing to raw edges. LOR allowance. AC to price.

Mastic sealant to resiliant floor areas.

Soft Flooring

Company

Vertical distribution

Clean to marmoleum. (By LOR)

Lockable storage area

Trim between pod and bedroom

Impact on Tender Price

Impact on Tender Price

4 of 5


Brighton 3Ts

Outstanding Actions

A Subcontractor price the following by 24 May 2010

Clean down marmoleum.

Seal raw edges.

Reconciliation With Budget

Forecast Package Cost:

Updated Package Budget:

Deviation From Package Budget:

Commercial Team Recommendations

Sign-Off

The above recommendation has been agreed and approved by the undersigned:

Director Date Director Date

Soft Flooring

£54,565

£54,565

-£9,538

5 of 5

procurement strategy report

Documents