CROSS LONDON RAIL LINKS
PROJECT DELIVERY PARTNER
OJEU Notice 2008/S 65-088136 Lot 2
(Contract No. C2072 Lot 2)
Invitation to Tender Part 2
Appendix 1 - Scope
This document contains proprietary information. No part of this document
may be reproduced without prior written consent from the Executive
Chairman of Cross London Rail Links Ltd.
Appendix 1 - Scope
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Contents
1.0
Introduction ................................................................................................... 4
2.0
Engineering.................................................................................................... 5
2.1 Assurance ....................................................................................................... 5
2.2 Design
Management ....................................................................................... 5
2.3 Utilities............................................................................................................. 7
2.4
Planning, Environment and Traffic & Highways Consents .............................. 8
2.5
Undertakings and Assurances and third party agreements ............................ 9
3.0
Project Controls ............................................................................................ 9
3.1 Project
Controls............................................................................................... 9
3.2 Planning ........................................................................................................ 10
3.3
Cost, Schedule and Estimating ..................................................................... 10
3.4 Change
Control ............................................................................................. 11
3.5 Risk
Management ......................................................................................... 12
3.6 Project
Reporting........................................................................................... 12
3.7
Information and Document Management ...................................................... 12
4.0
Project Implementation............................................................................... 13
4.1 Delivery ......................................................................................................... 13
4.2 Stakeholder
Management ............................................................................. 13
4.3 Procurement.................................................................................................. 14
4.4 Construction
Management ............................................................................ 15
4.5 Testing
and
Commissioning .......................................................................... 16
4.6 Property......................................................................................................... 16
5.0
Logistics....................................................................................................... 17
5.1 Logistics ........................................................................................................ 17
5.2 Supply
Chain ................................................................................................. 17
5.3 Security ......................................................................................................... 18
6.0
Health, Safety, Quality and Environment .................................................. 18
6.1
HSQE Policy and Management Systems...................................................... 18
6.2
Health and Safety.......................................................................................... 18
6.3 Quality
Management ..................................................................................... 23
6.4 Environmental
Management ......................................................................... 23
7.0
Corporate Affairs......................................................................................... 24
7.1 Communications
Strategy ............................................................................. 24
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7.2 Media
Relations............................................................................................. 24
7.3 Public
Relations............................................................................................. 24
7.4 Community
Relations .................................................................................... 25
8.0
Technology .................................................................................................. 25
8.1
Computer Systems / Software Assurance..................................................... 25
8.2
Computer Systems Integration...................................................................... 25
8.3
Interface Test Facility .................................................................................... 25
8.4 Information
Security ...................................................................................... 26
9.0
Human Resources....................................................................................... 26
9.1 Human
Resources......................................................................................... 26
10.0
Operations ................................................................................................... 27
11.0
General Obligations .................................................................................... 28
11.1
Compliance with the
Employer’s Procedures................................................ 28
11.2 Contract
Reporting ........................................................................................ 28
11.3 Meetings........................................................................................................ 29
11.4
Project Delivery Partner’s Employees ........................................................... 29
11.5
Communications and Correspondence ......................................................... 30
11.6 Resource
Schedule ....................................................................................... 30
11.7
Contract Close Out........................................................................................ 30
12.0
Service Delivery Plans ................................................................................ 31
12.1 General.......................................................................................................... 31
12.2
First Service Delivery Plan ............................................................................ 31
12.3 Advance
plans............................................................................................... 31
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1.0 Introduction
1.1.1 This document sets out the scope of services for the
Project Delivery Partner
in managing the delivery of the design and construction of the Project to the
functional, technical, time, cost, safety, quality and environmental
requirements as set out in the Project Development Agreement (PDA) and
the Crossrail Act 2008. Terms in capitals in this document have the same
meaning as used in the PDA unless defined otherwise in the contract.
1.1.2 The overarching responsibility of the
Project Delivery Partner is to ensure the
successful delivery of the central section Project, including Delivery Contracts
and Signalling Contracts as defined in the PDA. This will include
responsibilities for the procurement and management of all necessary
contracts and the management of interfaces between them and between the
project and all stakeholders including consent granting bodies.
1.1.3 The
Employer is also procuring the services of a Programme Partner who will
work with the
Employer to form an integrated Programme delivery team. This
document needs to be read in conjunction with the scope of services for the
Programme Partner to ensure that the split of responsibilities is understood
and that the interface between the two Partners is managed effectively and
efficiently without duplication. The
Project Delivery Partner will be required to
work in a supportive and collaborative manner with the Programme Partner,
as it will with the
Employer.
1.1.4 The
Project Delivery Partner shall provide the services, staff, knowledge,
systems and leadership resource, together with the necessary corporate
support, to deliver the required outcomes.
1.1.5 In developing Crossrail to the current position the
Employer has established
some organisational arrangements, strategies, systems, and processes to
support the ongoing delivery of the Project and Programme. The
Employer has also established effective working arrangements with a wide range of
stakeholders and interested parties. Where the existing arrangements and
relationships will be continuing, the
Project Delivery Partner will be required
to provide a fully supportive and committed approach in taking them forward.
The
Project Delivery Partner will also be required to identify any gaps in the
current arrangements and systems and to set out proposals for ensuring the
successful delivery of the Project.
1.1.6 The
Employer is procuring Design Framework Consultants to provide the
resource needed to develop the detailed design of the Project as necessary
for the procurement of the works (the designers). It may be in the overall
interests of the Project for critical design packages to be procured before the
Project Delivery Partner is appointed. The
Project Delivery Partner will be
required to work with the
Employer and any appointed designers to ensure
that the design requirements are successfully delivered to schedule.
1.1.7 The resource requirements of the Project will vary over the Programme
duration. The
Project Delivery Partner will need to be flexible in its
management of resources to ensure that the appropriate resources will be
available at the right time.
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2.0 Engineering
The Project Delivery Partner shall:
2.1 Assurance
2.1.1 Develop requirements from the PDA to define scope and allocate to specific
Project contracts;
2.1.2 Implement and manage progressive assurance throughout the planning,
management and implementation of the Project, in accordance with the
Employer’s systems assurance strategy and the provision of interfaces
between the Compliance and Assurance Group (CAG), designers and
contractors;
2.1.3 Manage designers and contractors to provide progressive assurance,
including the preparation of technical cases providing assurance that the
preliminary and detailed designs produced for the Project are consistent with
the requirements of the Crossrail Project Functional Requirements (CPFR),
as defined in the PDA, and that Crossrail is capable of being operated and
maintained safely;
2.1.4 Project manage the process of achieving construction to standards, including
acceptance, hand back and other approvals;
2.1.5 Develop and manage the obtaining of HMRI and similar acceptances and
approvals for Project works;
2.1.6 Assist the Operators in obtaining all necessary Railways Act and ROGs
consents for the Project and where applicable, the preparation and
establishment of a Safety Management System and a Safety Verification
Scheme for the Project, in accordance with the requirements of the PDA;
2.1.7 Ensure that the Conventional Interoperability Regulations, where applicable,
are applied in the delivery of the Project.
2.2 Design
Management
2.2.1 Determine the requirement for and the scope of design Package Orders to be
let under the Design Framework Consultants’ agreements; advising the
Employer of such a requirement and providing a proposal to that effect,
sufficiently in advance of the requirement arising in order to allow the
Employer to properly consider and assess the proposal; providing such
information as is required to enable the
Employer to properly consider the
proposal;
2.2.2 Certify that the design complies with the CPFR and any other
Employer’s
requirements and is suitable for construction;
2.2.3 Secure all necessary approvals for designs whether required by Legislation
or not;
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2.2.4 Develop and manage the requirements for and production of asset condition
surveys, registers and systems;
2.2.5 Where
the
Employer agrees with a proposal to let a design Package Order,
produce all necessary documentation and manage the procurement process
leading to award of such Package Order in accordance with the Design
Framework Consultants’ agreements
2.2.6 Following award of a design Package Order, to the extent and within the
limits of authority agreed with the
Employer, carry out the duties and
responsibilities of the
Employer’s Agent under design Package Orders, to
include such duties and responsibilities required for the day to day
management of the Package Orders;
2.2.7 Manage design to schedule, cost, safety, quality and environmental
standards and regulatory requirements;
2.2.8 Ensure that the design, construction and delivery of the infrastructure,
components and systems comprised in the Project is undertaken on a basis
that complies with the Sponsors’ Requirements and the CPFR;
2.2.9 Monitor the progress of design activities and submissions across all elements
of the Project, and arrange design reviews as necessary as part of this
process;
2.2.10 Carry out performance modelling of the designed and specified requirements
and outputs;
2.2.11 Adopt the
Employer’s approach to the integration of infrastructure,
components and systems across the Project including all rolling
stock/infrastructure interface issues, to ensure that the completed railway
operates efficiently as a single working railway system;
2.2.12 Develop design and implement the Project works to ensure that the Project
delivers the defined performance and maintenance strategy and
requirements. Perform validation as required, including performance;
2.2.13 Manage the process for approving construction method statements, including
buildability and access for the Project;
2.2.14 Manage value engineering systems to promote optimum value within the
constraints and requirements of the Programme and the Project
2.2.15 Adopt and implement the
Employer’s systems engineering management
approach to control and reduce the integration risk between different
elements of the Project and the Programme;
2.2.16 Provide cooperation and assistance to the Project Representative, appointed
in accordance with the PDA, and ensure that those undertaking works at a
contract level do likewise;
2.2.17 Ensure that the various designers and contractors apply this systems
engineering management approach to control the integration risk between
various elements of the Project;
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2.2.18 Assist the
Employer in developing design guides, standards, assurance plans
in so far as they impact on the implementation of the Project;
2.2.19 Develop and manage Project level processes for developing the Project
design through to construction, manufacture and installation and for ensuring
that it complies with the CPFR;
2.2.20 Support the
Employer in making decisions with regards to the balance of
cost, schedule, quality, value for money, phasing and sustainability;
2.2.21 Provide constructability input into the requirements process;
2.2.22 Develop and manage the Project level processes for ensuring design is
continually checked against technical standards, the CPFR and the PDA;
2.2.23 Ensure that the Programme-wide requirements address all necessary
interfaces and interdependencies from the Project;
2.2.24 Adopt and implement the Programme-wide management framework for
documenting the strategic operational engineering requirements and
standards for the Project;
2.3 Utilities
2.3.1 Manage Project and contract interfaces with all statutory undertakers, acting
as the single point of contact for the Project;
2.3.2 Ensure that the Project works comply with Legislation, the undertakings and
assurances, consents and property registers;
2.3.3 Comply with the
Employer’s processes and procedures for delivery of utility
diversions and processes;
2.3.4 Comply with the
Employer’s operations manual for engagement with the
utility companies;
2.3.5 Manage the utilities design such that it takes due account of statutory
undertakers’ requirements and ensure that the utility companies are part of
the decision making process;
2.3.6 Obtain consents and approvals to the design/protection works from the utility
companies;
2.3.7 Manage any designs undertaken by the utility companies, including cost of
producing these designs;
2.3.8 Procure the detailed design of utility diversions where those designs are the
responsibility of CLRL;
2.3.9 Produce a co-ordinated utility diversion scheme/design for all utility diversions
whether design or constructed by the relevant utility company or through the
Employer;
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2.3.10 Produce and manage a utility programme; managing and reporting costs
incurred by the statutory undertakers and other third parties; managing all
risks (design and construction) associated with utility works;
2.3.11 Produce the combined diversion sequence and programme for the Project,
including traffic management;
2.3.12 Ensure the objectives of the Project utilities function are met;
2.3.13 Be the day-to-day utility specialist interface with the statutory undertakers for
water, sewage, gas, electric and telecoms;
2.3.14 Set technical standards and ensuring technical consistency across the
Project;
2.3.15 Provide specialist technical support across the Project;
2.3.16 Input into Project schedules and managing schedule conflicts across the
Project;
2.3.17 Manage all contracts, orders and notices with the statutory undertakers;
2.3.18 Perform site management of utility diversions, through the Enabling Works
Managing Agent, as part of the
Employer’s enabling works contract(s);
2.4
Planning, Environment and Traffic & Highways Consents
2.4.1 Ensure that the Project design complies with the Environmental Management
System (EMS) requirements;
2.4.2 Ensure that the designers and contractors identify PET Consents required
and update the PET Consents registers;
2.4.3 Comply with the procedure for consultation with Consent granting bodies;
2.4.4 Ensure that designers and contractors prepare PET Consents materials;
2.4.5 Ensure that designers and contractors package PET Consents correctly and
submit them to the
Employer or directly to consent granting bodies as
specified in the PET Consents strategies and/or design and construction
contracts;
2.4.6 Procure all necessary Consents;
2.4.7 Ensure that designers identify PET Consents to be obtained by contractors;
2.4.8 Ensure that PET Consents requirements are included in contractor
contract/tender documents;
2.4.9 Ensure that designers provide any other PET Consent-related deliverables;
2.4.10 Comply with training on PET Consents;
2.4.11 Manage highways/traffic interfaces across the Project;
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2.4.12 Ensure designers and contractors discharge any PET Consent conditions
and that they comply with all Consents requirements;
2.4.13
Ensure Framework Design Consultants and contractors undertake
environmental surveys as required before the commencement of works on
site;
2.5 Undertakings and Assurances and third party agreements
2.5.1 Ensure compliance with the Crossrail Act and ensure performance of all
undertakings and assurances concerning the Project in accordance with the
requirements of the PDA;
2.5.2 Build appropriate undertakings and assurances activities into the Project
schedule;
2.5.3 Ensure that designers and contractors comply with the undertakings and
assurances;
2.5.4 Assist
the
Employer with the fulfilment of its duties and obligations under any
third party agreements;
2.5.5 Provide liaison and interface management with Network Rail, Rail for London,
London Underground, the passenger services operator, the Depot
Contractor, the Rolling Stock Contractor and other third party stakeholders
such as the Canary Wharf Group and Berkeley Homes, in so far as their
works impact on the Project or vice versa.
3.0 Project
Controls
The Project Delivery Partner shall:
3.1 Project
Controls
3.1.1 Implement and manage project control systems and procedures on the
Project, in complete compliance with the Programme Controls systems and
procedures for the Programme developed and managed by the
Employer;
3.1.2 Implement all necessary supporting physical management systems; the
Employer shall provide the IT systems;
3.1.3 Ensure that the
Employer retains ownership of these electronic and physical
management systems and the stored data within them;
3.1.4 Integrate any physical management system into that of the
Employer and
others as required for the purposes of managing the project controls function
within the Project. The
Employer shall provide the IT systems and this shall
include internally and externally accessible systems;
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3.1.5 Produce a number of key project management documents and reports to
satisfy the objectives of the
Employer requirements, including the Project and
contract execution plans;
3.1.6 Specify requirements and manage the administration of payments and
purchasing systems;
3.2 Planning
3.2.1 Develop and document the Project execution plan, incorporating all Delivery
Contracts, Signalling Contracts, and all third party activities that interface with
the Project and this shall be submitted for approval and become binding on
the
Project Delivery Partner for implementation;
3.2.2 The Project execution plan shall include, but not be limited to, the following:
a.
Scope of work
b.
Project management plan
c. Sustainable
development
plan
d.
CDM health and safety management plan
e.
Quality management system
f.
Project administration plan
g. Utility
plan
h.
Planning consents plan
i.
Environmental management plan
j. Engineering
plan
k. Contracting
plan
l. Procurement
plan
m. Construction
plan
n.
Systems integration, testing and commissioning plan
o.
Project controls plan
p.
Risk management plan
q.
Completion and handover plan
3.2.3 Validate the sequencing of design, procurement and construction of the
Delivery Contracts and the Signalling Contracts including interfaces with
other projects in the Programme;
3.3
Cost, Schedule and Estimating
Project Cost Management
3.3.1 Carry out all aspects of cost planning, budgeting, estimating, forecasting,
reporting, managing and controlling of all the costs, assets and liabilities
associated with and arising from the planning, design, procurement,
construction and commissioning process of the Project;
3.3.2 Be responsible for cost management of the Project including checking
estimates, produced by the designers, of the cost of the works and any actual
or prospective change. Estimates to include whole life impacts where
appropriate;
3.3.3 Manage the Project design and contract costs to ensure that they do not
exceed the authorised individual contract control total;
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3.3.4 Verify and validate resource plans for the Project;
3.3.5 Provide timely and accurate information to the
Employer on cost, based on
sound cost management and control, including the management of any
contingency provision agreed by the
Employer;
3.3.6 Provide regular forecasts and re-forecasts of cost as required by the
Employer;
3.3.7 Provide monthly update reports for the
Employer’s cost management
reviews, providing detailed analysis of expenditure to date and the latest cost
forecasts;
Project Schedule
3.3.8 Input into the Sponsors’ Crossrail Project Delivery Schedule, in accordance
with the requirements of the PDA and as required by the
Employer;
3.3.9 Develop and maintain an integrated schedule for the Project, as part of the
Employer’s integrated master schedule, including reports on schedule
variances and corrective action as required;
3.3.10 Perform schedule analysis, planning and monitoring;
3.3.11 Develop and manage the establishment, maintenance and updating of time
schedules for design, procurement, construction, manufacture, installation,
testing and commissioning, including all necessary approvals and access
requirements, railway possessions etc;
3.3.12 Develop and manage the establishment, maintenance and updating of a key
milestone schedule for the Project and for each contract;
3.3.13 Adopt and manage the implementation of the
Employer’s work breakdown
down structure throughout the Project;
Project Estimating
3.3.14 Implement Programme wide estimating methodology on the Project, including
pre and parallel tender estimates, trend and value engineering estimates;
3.3.15 Prepare and manage Project level estimates where required;
3.4 Change
Control
3.4.1 Adopt and manage the change control procedures developed by the
Employer, and their further development as required, for scope change and
emerging issues throughout design and implementation of the Project;
3.4.2 Develop and manage a Project wide trend process and for producing periodic
reports for
Employer review as required;
3.4.3 Submit to the
Employer for approval all documents necessary to support
proposed changes to the following:
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a. Budgets for unawarded contracts;
b. The authorised individual contract control total (post-award);
c. Extensions of time for any works contract;
3.5 Risk
Management
3.5.1 Implement a programme of continuous risk management including
assessment of risks, analysis of risk budgets, mitigation planning and
monitoring, draw down of contingency and residuals consistent with the
Employer’s risk management framework
3.5.2 Provide support to the
Employer’s insurance brokers;
3.5.3 Write, obtain the
Employer’s approval, issue and implement mitigation,
management and control procedures;
3.6 Project
Reporting
3.6.1 Support
the
Employer and provide timely and accurate information to enable
the
Employer to comply with the reporting requirements set out in the PDA;
3.6.2 Submit Project progress reports at four-weekly intervals that report on
progress of the design, procurement and construction of the Project. The
format and content of this report is to be agreed with the
Employer;
3.6.3 Provide accurate and timely safety, technical, status, progress and options
appraisal reports in accordance with good industry practice for all functions
within the Project;
3.6.4 Produce progress, commercial and other reports on the status of the Project
at regular intervals to fully inform the
Employer of the progress of the Project,
resolution of design and construction issues and commercial agreements and
settlements;
3.6.5 Provide forecasts of future progress, costs and cashflow;
3.6.6 Collect all necessary data for the compilation of these reports and for
developing and managing the associated project level reporting protocols;
3.6.7 Provide reports at intervals defined by the
Employer;
3.6.8 Contribute, as required, to reports to be produced by the
Employer and
Others;
3.7 Information and Document Management
3.7.1 Comply with the document control procedures, standards and systems
established by the
Employer for issue and recording of correspondence,
drawings, contract documents, change control documents;
3.7.2 Manage all programme documentation on the Project including plans,
drawings, change control documents, specifications, calculations,
subcontracts, and supplier documents;
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3.7.3 Implement the
Employer’s procedures to meet the requirements of the
Project, functional guidance and contractual pre-requisites, and developing
additional procedures for use on the Project as required;
3.7.4 Guided by the Employer and its policies and procedures, co-ordinate and
staff the document control team for the Project and site locations as
necessary;
3.7.5 Guided by the Employer and its policies and procedures, develop
arrangements for archival and retrieval.
4.0 Project
Implementation
The
Project Delivery Partner shall:
4.1 Delivery
4.1.1 Project and contract manage all aspects of the Project, through design,
procurement, construction, implementation and manufacture through to hand
over, including, but not limited to, enabling works, main works infrastructure
and industry partner interface works;
4.1.2 Define organisation and communication lines for the Project and for each
contract within the Project, including the development of RACI charts and
other documents as required to fully define roles, responsibilities and
management interfaces;
4.1.3 Comply with and manage all necessary rail related project notices and
change notices, possessions, access and similar requirements;
4.1.4 Support
the
Employer’s programme for test running and trial operations;
4.1.5 Project manage and assess of completion for all contract works and services
within the Project;
4.1.6 Adopt and implement the Programme wide framework for managing,
monitoring and reporting on designer, contractor and supplier performance,
and for addressing any non performance or under achievement by the supply
chain on the Project, including the application of incentives at a contract level;
4.1.7 Establish and implement testing and commissioning procedures, in
conjunction with the
Employer to confirm that the requirements of the CPFR
and operational requirements have been satisfied for the Project, in
accordance of the requirements of the PDA;
4.2 Stakeholder
Management
4.2.1 Manage stakeholder and interface management issues flowing down to the
Project from the Industry Partner and third party agreements;
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4.2.2 Support
the
Employer, as required, with the planning and provision of the
rolling stock;
4.2.3 Support
the
Employer, as required, with the planning and provision for the
train operating company with Rail for London;
4.2.4 Plan and liaise on prospective service and other disruptions to existing
services arising from the construction of the Project;
4.2.5 Incorporate and mitigate the impact of dependencies from related bodies and
projects including planning and consents, conditions from stakeholders and
other third party agreements;
4.2.6 Support, as required, the
Employer with the management of public media and
community relations interfaces, including procedures for communication and
escalation issues;
4.2.7 Liaise with third party developers on associated projects;
4.2.8 Co-operate with the Sponsor’s Project Representative (as described in the
PDA) with respect to the Project and as directed by the Employer;
4.3 Procurement
Strategic Supplier Management
4.3.1 Maintain detailed supplier performance records, working closely with the
Employer to avoid duplication of data;
4.3.2 Administer periodic supplier performance reviews;
4.3.3 Support
the
Employer in its role of liaising with Others and responding to
requests for information on procurement;
Responsible Procurement
4.3.4 Ensure that the Employer’s responsible procurement policies and processes
are fully implemented to comply with the GLA Group Responsible
Procurement Policy.
Procurement Operations
4.3.5 Perform all Project procurement activities. This work will be supported by
and authorised (in accordance with a framework of delegations) by the
Employer. Key responsibilities include:
a. Liaison with the
Employer’s procurement team to plan procurement
resource needs including the management of contractual interfaces;
b. Development of work package procurement strategies in line with
the Delivery Strategy in accordance with the PDA;
c. Establishing appropriate procedures for low-value purchases;
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d. Development of opportunities to work collaboratively at Project
interfaces with industry partners;
e. Preparing and submitting documents for authorisation by the
Employer including the following:
• Work package procurement strategy;
• OJEU
Notice;
• Tender
list;
• Invitation to Tender;
• Award
Recommendations;
• Award
Letters;
• Contract
Documents;
4.3.6 Lead the evaluation of expressions of interest, including vendor appraisals,
and the assessment of tenders;
4.3.7 Provide feedback to the
Employer on the effectiveness of the Crossrail
procurement strategy, policy and processes and work with the
Employer to
continually improve Crossrail procurement operations;
4.4 Construction
Management
4.4.1 Carry out the duties and responsibilities of the NEC3 Engineering and
Construction Project Manager and Supervisor (or equivalent under other
forms of contract) for all Project works and/or supply contracts (excluding
enabling works save as set out below) including all necessary testing and
commissioning. The duties and responsibilities to include any additional
requirements of the
Employer including certifying the contractor’s compliance
with contract requirements and reviewing and signing off as-built records and
other deliverables;
4.4.2 Manage all contractual interfaces and the co-ordination of handover
procedures between contractors;
4.4.3 Develop and manage the hand back strategy at a Project level including
spares, training and maintenance and operational data provision;
4.4.4 Following expiry or earlier termination of the Agreement relating to
Procurement of Professional Services for the Design and Delivery of Enabling
Works (Agreement No.1169), carry out the duties and responsibilities of the
NEC3 Engineering and Construction Contract Project Manager and the
Supervisor (or equivalent under other forms of contract) for all Project
enabling works contracts;
4.4.5 Carry out the duties and responsibilities of the Development Manager under
(and as defined in) the Agreement relating to Procurement and Professional
Services for the Design and Delivery of Enabling Works (Agreement
No.1169);
4.4.6 Provide sufficient resources to ensure that quality is controlled. Review and
sign-off of as-built records and other deliverables;
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4.5 Testing
and
Commissioning
4.5.1 Develop a detailed testing and commissioning strategy and plan based on the
principles set out in the testing and commissioning process described in the
PDA and the Delivery Strategy. This testing and commissioning strategy
shall:
i)
include the testing and commissioning of all interfaces between the
Project and other parts of the Programme;
ii)
be consistent with the CLRL Verification and Validation Plan and ensure
that all necessary tests are carried out to demonstrate compliance with
the CPFR and its subsidiary documents;
iii) be agreed with the
Employer before commencement of any testing
activities;
4.5.2 Be responsible for the management and delivery of the testing and
commissioning of the Project and its interfaces through to the end of Trial
Operations and the achievement of Substantial Completion. This shall
include, without limitation, obtaining all the necessary approvals and
consents;
4.5.3 The
Project Delivery Partner shall provide support as required to the
Employer, the Infrastructure Managers and the Train Operator during Trial
Operations and manage the closing out of snags through to Final Completion;
4.6 Property
4.6.1 Assist the Employer with the identification of the property rights required for
Project delivery and provide the information and plans needed to exercise the
powers provided in the Crossrail Act;
4.6.2 Develop a site release programme and assist the Employer in identifying land
surplus to the operation of the railway and preparing it for disposal in
accordance with the Department for Transport land disposal policy;
4.6.3 Assist the Employer in making provisions for Over Site Development
following completion of the railway works and will detail how the over site
developer occupies the site;
4.6.4 Ensure that contractors understand and comply with the land and property
rights relating to the land they occupy;
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5.0 Logistics
The
Project Delivery Partner shall:
5.1 Logistics
5.1.1 Manage Project logistics and Project wide site planning and coordination of
transport, labour movements, material disposal, material requirements,
storage and all related matters;
5.1.2 Develop strategies for procuring and managing any common user services
between contracts and work packages;
5.1.3 In conjunction with the
Employer, develop strategies for procuring and
managing any common user services between Programme projects and
Project contracts;
5.1.4 Provide a detailed logistic plan for the construction stage of the Project, to
implement the
Employer’s developing logistics strategy;
5.1.5 Develop detailed transport plans to cover excavated material being removed
from the Project and all inward material, plant and labour requirements. This
will cover road, rail and water transport;
5.1.6 Plan and monitor railway and highway access, service diversions and rail and
road plant movements;
5.1.7 Provide a ‘control tower’ function to manage all transport arrangements
across the various Project contracts. This will include delivery and transport
arrangements in contracts not directly placed by the
Employer;
5.1.8 Assist
the
Employer with the planning, set-up and operation of all off-site
logistic facilities. This may include pre-casting facilities for concrete tunnel
lining rings and support facilities located at Old Oak Common;
5.1.9 Provide material supply chain management using a consolidation centre
approach;
5.1.10 Manage the implementation of the
Employer’s developing materials efficiency
and waste management strategy;
5.1.11 Promote off-site manufacturing and assembly philosophies through the
design and construction process;
5.2 Supply
Chain
5.2.1 Investigate the economic feasibility of purchasing materials in advance or in
bulk;
5.2.2 Develop strategies for avoiding or overcoming shortages of materials,
equipment and staff resources for delivering the Project;
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5.2.3 Forecast and monitor workforce requirements necessary to meet the Project
master schedule and the key milestone dates within it and for making
proposals for addressing any identified shortfalls;
5.2.4 Advise
the
Employer in the decision making process leading up to supplier
selection and sources of supply, including the tracking of material availability
and pricing trends;
5.3 Security
5.3.1 Develop and implement the Project wide security function, in accordance with
the
Employer’s Programme level strategy, processes and procedures. This
will include consideration of physical security systems;
5.3.2 Liaise with the
Employer and the police service, together with other
emergency services as agreed with the
Employer;
5.3.3 Develop, manage and implement the Project security strategy.
6.0 Health, Safety, Quality and Environment
The
Project Delivery Partner shall:
6.1
HSQE Policy and Management Systems
6.1.1 Assist
the
Employer in developing and implementing HSQE management
system processes and procedures to support the effective, efficient and safe
delivery of the Project;
6.1.2 Ensure that the HSQE management system for Project delivery aligns with
the
Employer’s corporate arrangements for managing the business and is
designed to continually improve performance;
6.1.3 Establish, own, authorise and maintain HSQE management system
documentation that relates to its areas of responsibility. All such
documentation shall be approved by the
Employer for suitability and
adequacy, prior to issue and implementation;
6.1.4 Provide training on HSQE requirements to its own employees and the
employees of the
Employer and of Others as required;
6.1.5 Provide assurance on HSQE matters to the
Employer and shall co-operate
with the Programme Partner in establishing and maintaining assurance
reporting arrangements.
6.2
Health and Safety
6.2.1 Be responsible for the following in relation to health and safety policy,
procedures and forms:
i) Implementing
the
Employer's health and safety policy and strategies for
the Project and developing safety management system procedures and
18
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arrangements that achieve effective coordination of health and safety,
and management of health and safety compliance throughout the
Project;
ii) Developing and implementing a safety programme to proactively
manage health and safety in design, construction and commissioning,
and to ensure compliance with the
Employer’s safety management
strategies and procedures and their management at Project and
contract level;
iii) Ensuring the requirements laid down within the
Employer’s policies,
procedures and forms are followed and that all organisations under their
management or control, or processes they approve, also meet the
requirements of these policies, procedures and forms;
iv) Ensuring, through the
Project Delivery Partner’s own processes and
compliance verifications, that:
a. The observance of health and safety legislation by itself and its
employees involved in providing the services is assured at all times;
b. Employees comply with all applicable rules, regulations and
requirements of statutory or regulatory authorities;
v)
All health, safety and environmental accidents and incidents to the
Project Delivery Partner’s employees or agents, which ordinarily require
the reporting in accordance with the Health and Safety at Work Act
1974, shall also be reported as soon as reasonably practicable in
accordance with the
Employer’s accident incident and reporting
procedures;
vi) Obtaining approval from the
Employer before any change is made to
any aspect of the
Employer’s procedures or processes or before
additional processes are created;
6.2.2 Assist
the
Employer in providing effective safety leadership and in promoting
a positive health and safety culture across the Project. This assistance shall
include developing a construction health and safety strategy for the Project
jointly with the
Employer. The
Employer will have a directing role in providing
safety leadership and the construction health and safety strategy and will
provide health and safety resources in particular areas. The
Project Delivery
Partner will be responsible for implementation generally and for provision of
resources for all areas other than provided by the
Employer. In relation to
health and safety obligations, the interfaces between the
Employer and
Project Delivery Partner are expected to operate as follows:
i)
CDM and duties of the CDM Co-ordinator. The
Employer will
undertake the statutory role of CDM Coordinator with its own
dedicated team, and will provide the CDM Co-ordinator personnel
resource directly to ensure independence in health and safety review
of designs;
ii)
Property management. A strategy has been produced for the control
of property and estates, which places the initial controls of purchasing
property with TfL. The responsibility for the management and access
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of properties, including health and safety, rests with the
Employer,
with the
Employer also providing the personnel resource required;
iii)
Health and safety in the procurement and control of contractors. The
Employer will discharge the health and safety duties of the Client in
procurement and control of Contractors, and will determine policy and
strategy for the procurement process. The
Project Delivery Partner will provide the resource for implementation;
iv)
Site security. The
Employer will develop a common strategy for site
security across the Project. The
Project Delivery Partner will provide
the resource for implementation;
v)
Accident and incident reporting and investigation. The
Employer is in
the process of developing a central incident management system that
all companies working or representing the
Employer will have to
utilise. The
Employer will determine policy and strategy for the
incident management process. The
Project Delivery Partner will
provide the resource for implementation;
vi)
Emergency management. The
Employer will develop a common
strategy for emergency management across the Programme and
Project that ensures central controls are implemented in the event of a
major incident. The
Project Delivery Partner will provide the resource
for implementation;
vii)
Occupational health. The
Employer will produce the occupational
health strategy for the project, and will consider the most effective
option for delivery. The
Project Delivery Partner will assist
implementation but the occupational health resource will be provided
either through a central
Employer team or through construction
contractors;
viii)
Auditing and monitoring. Auditing and monitoring will be carried out
on an integrated basis, using resources from the
Employer and its
consultants and contractors;
6.2.3 Be responsible for the following in relation to Health and Safety
communication:
i) Ensuring that their H&S communication procedures meet the
Employer’s requirements and that of the safety management system;
ii)
Ensuring staff have full access and utilise the
Employer’s central system
for H&S information management;
iii) Implementing this system through a partnership with the
Employer’s
leadership team;
iv)
Utilising their expertise and systems to create an integrated approach to
health and safety communication with the
Employer;
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6.2.4 Be responsible for the following in relation to competence, awareness and
training:
i)
Ensuring that all
Project Delivery Partner employees undertake the
Employer’s induction course;
ii)
Ensuring that all inductions under their control are of the
Employer’s
format and content and measures are taken to ensure all employees
understand the inductions fully; with regard to content the leadership
team will define a common induction for staff within all organisations at
CLRL;
iii)
Ensuring sufficient resource and commitment is put forward to meet all
of the
Employer’s training requirements, including the
Employer’s
behavioural management of safety training process;
6.2.5 Ensure that designers and contractors comply with the Construction (Design
and Management) Regulations 1997 and assist the
Employer to fulfil its
duties as Client and CMD Co-ordinator;
6.2.6 Be responsible for working in partnership with the
Employer and with the
specialist property contractor the
Employer will appoint to manage properties
acquired as part of Crossrail, until handover to the relevant works contractor.
6.2.7 Be responsible for the following in relation to the safety management system
audit programme:
i) Allowing
the
Employer to examine and take copies of all such
documents as they may reasonably require for the purposes of
examining and certifying the
Employer’s accounts and/or any statutory
provision with which the
Employer must comply, and/or the
Employer’s
quality management requirements, which are owned, held or otherwise,
in the control of the
Project Delivery Partner and to produce such oral or
written explanation as the
Employer reasonably considers necessary;
ii)
Nominating sufficient resource to take part in the
Employer’s audit
programme and respective audits on the organisation and safety
management system as part of the integrated audit team;
iii)
The integrated audits will also include assessing the effectiveness of the
arrangements of the
Project Delivery Partner in auditing site activities;
iv) Implementing an audit programme that monitors the effectiveness of
site safety through inspection and management tours;
6.2.8 Be responsible for the following in relation to non-conformance management:
i) Ensuring
the
Employer’s processes for the control of Non
Conformances, including the use of the
Employer’s central incident
management system are fully implemented;
6.2.9 Be responsible for utilising the
Employer’s incident management system, as
their performance monitoring, trend analysis and reporting system;
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6.2.10
Be responsible for following and implementing all procedures and
requirements of the
Employer’s construction security procedures;
6.2.11 Be responsible for implementing the
Employer’s behavioural management of
safety strategy by taking an active role within the
Employer’s behavioural
safety programme; including ensuring support and resource is made
available by the
Project Delivery Partner and all other organisations under
their control to drive this initiative;
6.2.12 Be responsible for the following in relation to accident and incident reporting
and investigation:
i) Utilising
the
Employer’s central incident management system for
logging, reporting and managing all the accidents and incidents within
the
Employer’s programme;
ii) Undertaking regular analysis of the incident management system
specified by the
Employer as part of their management tools in
promoting best practice and as part of the antecedents utilised by the
behavioural management of safety programme;
iii) In the event of an incident, accident or complaint, the providing full
access to the
Employer to
Project Delivery Partner employees,
documentation and any site under the control of the
Project Delivery
Partner;
iv)
Allowing unrestricted access to all sites and documentation at any time
to any member of the
Employer or consultants or agents acting on their
behalf to allow the
Employer to verify compliance with health and safety
procedures and/or law during the investigation of any incident, accident
or complaint;
v)
Arranging appropriate inductions and escorts to allow for any access to
those parties mentioned above to be done in a safe and secure manner;
vi) Allowing appropriate access to any member of the
Project Delivery
Partner’s team or any third party under the
Project Delivery Partner’s
control to the
Employer or party mentioned below;
vii) Allowing unrestricted access to any member of the Health and Safety
Executive, Rail Accident Investigation Branch, member of the Police
(both civil and Transport) or any other official representative of Her
Majesty’s Government in possession of a warrant card;
6.2.13 Be responsible for developing and implementing safe system of work
processes and procedures across the Project, and undertaking verification
ensure that all parties under its control utilise these core processes and
templates
6.2.14 Be responsible for ensuring that any systems utilised by the
Project Delivery
Partner meet the
Employer’s requirements for emergency management
6.2.15 Be responsible for ensuring that training and competence analysis is
undertaken (and providing evidence to the
Employer thereof) and that all
health and safety posts are approved by the
Employer;
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Appendix 1 - Scope
__________________________________________________________
6.2.16
Be responsible for developing and implementing standards and
arrangements for plant and equipment across the Project and undertaking
verification ensure that all parties under its control utilise these core
processes and templates;
6.3 Quality
Management
Quality Management System
6.3.1 Operate an approved Quality Management System (QMS) based on the
‘best-practice’ model BS EN ISO 9001, or equivalent, which is certified by a
UKAS accredited certification body;
6.3.2 The QMS shall align with the
Employer’s management systems and shall
include all elements necessary to enable the delivery of quality including
development of quality initiatives, performance indicators, acceptance criteria,
etc;
6.3.3 Ensure that the designers and contractors operate in accordance with their
contractual quality requirements and that they establish an approved QMS,
which meets the requirements of ISO 9001, ‘Quality management systems –
Requirements’;
Management System Audits
6.3.4 Establish an audit schedule for its activities, including the monitoring of
supply chain organisations. The schedule shall be planned to ensure that all
key activities are audited at a time and frequency appropriate to the
significance of the activity under review. The schedule shall be approved by
the
Employer and integrated into the
Employer’s internal audit programme
once deemed acceptable by the
Employer;
6.3.5 Ensure that the designers, contractors and suppliers record and manage the
timely close out of any audit non-conformities;
6.3.6 Analyse audit findings and communicating the results to interested parties to
enable system and process improvements and where appropriate
management actions;
6.3.7 Ensure that audits are carried out by appropriately trained and qualified staff,
in accordance with the requirements of BS EN ISO 19011;
Inspection, Testing & Certification
6.3.8 Ensure that items of work are carried out and controlled in accordance with
inspection and tests plans agreed with the
Employer to achieve compliance
with contract requirements
;
6.4 Environmental
Management
6.4.1 Develop and comply with the Environmental Management System (EMS);
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6.4.2 Develop and comply with the integrated auditing programme for the Project;
6.4.3 Carry out environmental audits of the Design Framework Consultants and the
contractors as required by the integrated auditing programme;
6.4.4 Provide training on environmental requirements to its own employees and to
Framework Design Consultants and contractors as necessary;
6.4.5 Gather information on environmental performance of the Design Framework
Consultants and contractors;
6.4.6 Ensure compliance with the environmental requirements and provide
information on environmental performance of the Design Framework
Consultants and contractors and submit to the
Employer;
6.4.7 Deliver compliance with all the Environmental Minimum Requirements.
7.0 Corporate
Affairs
The
Project Delivery Partner shall:
7.1 Communications
Strategy
7.1.1 Work closely with the
Employer to co-ordinate the communications needs
and resources across the various stages of the procurement and construction
phases, in order to ensure that there is conformity in the messages that are
communicated to staff, stakeholders and the wider public audience;
7.2 Media
Relations
7.2.1 Attend briefings as required by the
Employer on detailed ‘PR Lines to Take’ in
preparation for responses to media enquiries;
7.2.2 Provide spokespersons as required by the
Employer and make them
available for training where necessary;
7.3 Public
Relations
7.3.1 Attend regular briefings with existing external groups and individual
stakeholders, professional institutions, railway industry, engineering
consultants and contractors, and over-site developers, as required by the
Employer;
7.3.2 Support the
Employer with identifying and establishing new stakeholder
groups across the route, including local authorities, and residents
associations;
7.3.3 Support
the
Employer with the establishment of a programme of regular
public and other meetings in cooperation with contractors as appropriate with
the aim of cascading up to date and positive messages about the
Programme;
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Appendix 1 - Scope
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7.3.4 Support
the
Employer with the maintenance of close working relationships
with equivalent staff of DfT, TfL, NR, LUL, GLA, and the Mayor’s office,
through the medium of the Crossrail Communications Group;
7.4 Community
Relations
7.4.1 Attend regular fora and other public meetings with local liaison groups and
residents associations and community groups, as required by the
Employer;
7.4.2 Attend regular briefings with key influencers and community leaders, as
required by the
Employer;
7.4.3 Work closely with the
Employer to ensure the collation and speedy delivery,
of fully informed responses through the
Employer’s public helpdesk;
7.4.4 Support
the
Employer with the review and strengthening of existing incident
response procedures to reflect the requirements of the construction phase;
8.0 Technology
The
Project Delivery Partner shall:
8.1
Computer Systems / Software Assurance
8.1.1 Comply with the requirements, procedures and methods to be applied during
procurement, development and testing of the operational railway systems,
through the planning, design, procurement and construction phases of the
Project;
8.1.2 Deploy an Independent Safety Assessor to re-assess the safety criticality of
each system at discrete points in the development of the Project to ensure
satisfaction: after a contract is let, after system acceptance and at handover;
8.2
Computer Systems Integration
8.2.1 Be responsible for submission of computer-based systems for the testing and
integration into a system of systems, including the early involvement of
system engineering and technology to ensure that the systems under
development in the Project will integrate with the parts of the railway system
they are to interface with;
8.3 Interface
Test
Facility
8.3.1 Establish an interface test facility for off-site testing and training, to undertake
the testing of computer based systems, their interfaces and their integration,
in order to enable the testing and subsequent rework of these systems prior
to arrival on site;
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Appendix 1 - Scope
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8.4 Information
Security
8.4.1 Comply with the
Employer’s information security policy and supporting
documents, strategy and application across the business and the Project,
including the
Project Delivery Partner, in accordance with good practice and
regulations;
9.0 Human
Resources
The
Project Delivery Partner shall:
9.1 Human
Resources
9.1.1 Comply with the
Employer’s HR strategy where this may have an effect on
their employees working on the Programme and develop and implement
policies and procedures that support that strategy including:
a. Policies that cover the employment of individual members of staff;
b. The terms and conditions that apply to those staff;
c. The development of the organisation to ensure that it meets the
changing needs of the Programme;
d. The integration of third parties into the overall Programme.
e. In particular, the
Project Delivery Partner must have policies that
apply to their staff that are no less stringent than those of the
Employer in the areas of health and safety, training and
development, business ethics, code of conduct, drug and illegal
substances, equal opportunities, harassment and bullying, conduct
of staff in the run up to elections/local elections, gifts and hospitality,
and alcohol and drugs;
9.1.2 Deliver a training programme that will ensure that their employees have the
skills and capabilities to deliver the Project in an effective and professional
way;
9.1.3 Have their staff trained in the
Employer’s bespoke systems and processes on
the formal training courses that the
Employer offers for their own staff;
9.1.4 Nominating their own staff for whatever training they require and for
monitoring their own staff’s compliance with any standards, processes and
procedures that the
Employer requires members of the Project to hold.
9.1.5 Assist
the
Employer in the establishment of a series of skills related initiatives
that will equip communities along the line of Crossrail with the skills required
to deliver the Crossrail infrastructure, including:
a.
Providing secondment opportunities, experiential learning
placements and opportunities for community representatives to
attend the
Employer’s skills academies;
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Appendix 1 - Scope
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b. Attending schools and colleges along the route to publicise the
Employer’s programme and to encourage young people in a career
in engineering or construction;
9.1.6 Attend career fairs and universities to explain the Project and the benefits of a
career in construction;
9.1.7 Implement of the
Employer’s Programme wide industrial relations strategy
and policy on the Project to ensure a consistent approach across all
contracts;
9.1.8 Ensure that those employed have access to a programme of occupational
health and welfare;
9.1.9 Ensure that all diversity and fairness of opportunity legal requirements are
implemented for all staff during employment and in all stages of recruitment;
9.1.10 Cooperate fully with the
Employer in office accommodation and facilities
arrangements and ensure compliance with all relevant health, safety and
place of work legal requirements and the
Employer’s company standards;
9.1.11 Where the
Project Delivery Partner is identified as being responsible for
providing their own project related accommodation, arrange any office moves
and changes to facilities that are required through the lifetime of the Project;
9.1.12 Where the
Project Delivery Partner is responsible for providing their own
project related accommodation, make its own arrangements for the
movement of all employees working on the Project and documents and
facilities belonging to the
Project Delivery Partner, after consultation and
planning with the
Employer.
10.0 Operations
The
Project Delivery Partner shall:
10.1.1 Contribute as required to the specification steering group and respective
operational working groups, representing the required timeliness and
granularity of the emerging
operational functional requirements and
associated specifications, providing a feedback loop regarding cost and other
impacts on the Project;
10.1.2 Assist the
Employer, when required, to ensure that any changes to
functionality and specification processed through the change control process
have been adequately assessed with respect to schedule and cost
implications;
10.1.3 Ensure that any agreed changes to operational documentation, requirements
and specification are passed through to the designers;
10.1.4 Ensure, through continual liaison with the
Employer that adequate timescales
are provided for the review of emergent designs emanating from the Project;
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Appendix 1 - Scope
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10.1.5 Work closely with the
Employer and Others to ensure the timely, managed
handover of assets and associated information for testing and trial running
and other associated activities, ensuring that a proactive culture of openness
exists regarding any risk to the Project;
11.0 General Obligations
The
Project Delivery Partner shall:
11.1 Compliance
with
the
Employer’s Procedures
11.1.1 Comply with all relevant and appropriate
Employer’s policies, processes and
procedures for the delivery of the Programme including the maintenance of
thorough records to provide a comprehensive audit trail;
11.1.2 Ensure that staff are registered with the Construction Skills Certification
Scheme (CSCS) as required by the
Employer’s CSCS policy.
11.1.3 Liaise and co-operate with the
Employer’s procurement expert panel;
11.1.4 Produce a Project record comprising a directory of all records, certificates,
drawings, reports and manuals required to operate and maintain the railway;
11.2 Contract
Reporting
11.2.1 Submit contract reports covering its contract activities, at intervals to be
agreed with the
Employer, that include but are not limited to the following:
i)
Progress review of the
Project Delivery Partner’s activities detailing
achievements during the reporting period including progress against the
Programme and Interim KPIs up to the date of submission;
ii)
Measurement of the
Project Delivery Partner’s performance against the
Programme and Interim KPIs including a summary of delays and any
proposals for recovery that may be required by the
Employer;
iii)
Project Delivery Partner’s programme update showing the critical path
activities and any variances that exist;
iv)
Variations to this contract, both existing and proposed, that may impact
on the progress of
Project Delivery Partner’s services;
v)
Price for services provided to date by the
Project Delivery Partner and
forecasts of the price to completion of the
Project Delivery Partner’s services;
vi)
Project Delivery Partner’s cost summary including variation costs both
agreed and proposed;
vii)
Project Delivery Partner staff matters including any changes to staff that
are proposed and a summary of staff records;
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Appendix 1 - Scope
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viii) Any other commercial issues;
ix) Demographic information on staffing, training provided, and other
human resources information as required by the
Employer to fulfil the
Employer’s reporting requirements; and
x)
Any other progress or management issues.
11.2.3 Number copies of the Project progress reports and contract reports in
accordance with the
Employer’s document management procedures and
deliver the same to the
Employer no later than the fifth day of the period
following the period of the last report or as otherwise agreed by the
Employer;
11.3 Meetings
Progress Meetings
11.3.1 Attend progress meetings at four-weekly intervals, which shall be convened
and chaired by the
Employer. The meetings will include a review of the
Project progress report and the contract report for the previous period. The
Project Delivery Partner shall be responsible for writing the minutes of the
meetings, which shall be submitted to the
Employer for approval;
Quarterly Review Meetings
11.3.2 Attend quarterly meetings convened by the
Employer to be held in London at
approximately three monthly intervals. The
Employer shall notify the
Project
Delivery Partner of the date of such meetings not less than 28 days before
they are to be held;
11.3.3 Quarterly meetings shall be held over a period of up to 3 days in order to
review the overall progress of the Project in the context of the Programme as
a whole, and to address and resolve any issues relevant to the execution and
progress of the Project. Such meetings shall be chaired by either the Chief
Executive Officer or Implementation Director of the
Employer, and the
Project
Delivery Partner shall have in attendance one senior representative of
director level from each of the companies comprising the
Project Delivery
Partner, together with the managing director of the company acting as leader
or sponsor of the
Project Delivery Partner if it is a joint venture, consortium or
partnership.
11.4 Project Delivery Partner’s Employees
11.4.1 Maintain a register of its employees from commencement until completion of
the Programme. The register shall contain details of the
Project Delivery
Partner’s employees assigned to the Project and shall be updated daily or as
necessary;
11.4.2 The register shall contain the following minimum information – name;
Employer; position and grade; any local/site specific safety/competency
certification; track safety certificate; qualifications or licences held; medical
certificate of fitness; principal duties under this contract;
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11.4.3 The register is subject to initial acceptance by the
Employer and subsequent
acceptance of changes thereto. An up to date copy of the register shall be
maintained in the Programme office which shall be available for inspection at
any time by the
Employer;
11.5 Communications and Correspondence
11.5.1 The
Project Delivery Partner’s communications, correspondence and any
associated submissions in connection with the services shall be in conformity
with the
Employer’s document control system;
11.5.2 The
Project Delivery Partner shall comply with the
Employer’s quality control
procedures in the production of all documents provided by the
Project
Delivery Partner to the
Employer.
11.6 Resource
Schedule
11.6.1 The
Project Delivery Partner shall provide a Resource Schedule to accord
with each Service Delivery Plan for the
services that he provides in the format
required by the
Employer. They shall also provide a three-year look ahead to
support the advance plans required as part of the Service Delivery Plans.
11.6.2 The Resource Schedule shall be a detailed schedule of the resource analysis
of the
Project Delivery Partner’s activities detailing all of the staff resources
required to complete each activity. The
Project Delivery Partner’s activities
shall represent all the activities required to carry out and complete the
services for the relevant period.
The
Employer may require proposed changes to the services to be supported
by detailed resource projections in the manner described above. The
Project
Delivery Partner shall submit such projections to, and in the form and at the
times required by the
Employer.
11.7 Contract
Close
Out
11.7.1 Fifteen months prior to the scheduled date for handover of the Project, the
Project Delivery Partner shall review with the
Employer the administrative
procedures to be adopted for close out and handover.
11.7.2 The following will form the basis of discussions to enable a close out plan
with supporting procedures to be agreed no later than 9 months before
handover of the Project:
i)
Submission of proposals by the
Project Delivery Partner, including
options if applicable, for the run down, demobilisation and close out of
the
Project Delivery Partner contract. This will take account of advice
provided by the
Employer as to the transition of the
Employer staff
structure from Project delivery to operational state, post handover of the
Project;
ii)
Handover and archiving of all Project record documentation, not only of
hard copy records, but specifically taking account of the transfer of
electronic records in formats compatible with the
Employer’s ongoing
operations.
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Appendix 1 - Scope
__________________________________________________________
11.7.3 During the 9 months prior to handover of the Project, meetings will be held
monthly to review and adjust the close out plan as appropriate:
i)
Clear definition of work outstanding, how and when it will be completed
and by whom;
ii)
Clear understanding of financial position: commitment, expenditure to
date, expenditure to complete; reconciliation between the
Employer and
the
Project Delivery Partner of paid values for all contracts and
purchase orders including identification of outstanding invoices and
claims;
iii)
Clear definition of warranties, guarantees etc for all work, material and
equipment, their commencement dates and durations.
12.0 Service Delivery Plans
12.1 General
12.1.1 The
Project Delivery Partner performs the
services set out in this Scope.
Further definition of the
services and of deliverables for a period is set out in
the Service Delivery Plan for that period. Service Delivery Plans are agreed
between the
Employer and the
Project Delivery Partner at intervals required
by the
Employer.
12.1.2 Service Delivery Plans shall include the following information:
i)
Further definition of services;
ii) Deliverables;
iii) Programme
for
services;
iv) Resource
Schedule;
v)
Key Dates and conditions;
vi)
Key persons and other employees, identifying responsibilities;
vii) Incentive schedule (Interim Incentive Schedule); and
viii) Any further information required by the
Employer or proposed by the
Project Delivery Partner and agreed by the
Employer.
12.2 First Service Delivery Plan
12.2.1 The First Service Delivery Plan has been agreed between the Parties during
the tender process for this contract and is at Appendix 5 to this contract. The
First Service Delivery Plan is the Service Delivery Plan under the contract
until it is replaced with a new agreed plan.
12.3 Advance
plans
12.3.1 The Service Delivery Plan under the contract shall be the plan for the relevant
year as agreed from time to time between the Parties. In addition, the
Project
Delivery Partner shall prepare and agree with the
Employer draft plans for the
two years following the expiry of the year covered by the current Service
Delivery Plan so that plans are being considered between the Parties on a
rolling 3 year basis.
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Appendix 1 - Scope
__________________________________________________________
12.3.2 These draft plans do not constitute the Service Delivery Plan for the purpose
of this contract, until such time as they are agreed as such.
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