Main report. 3.1 The Drinking Water Inspectorate for Northern Ireland (DWI) have reviewed and updated the current service level agreement. This agreement outlines the arrangement between the Drinking Water Inspectorate for Northern Ireland (DWI) and the City and Neighbourhood Service Department of Belfast City Council (CNS), appointed as a competent person, for the purposes of undertaking on behalf of the DWI risk assessments and sampling of private water supplies under The Private Water Supplies Regulations (Northern Ireland) 2009 (as amended).
Main report. 1.1. Part 1 – Jerico Design
Main report. 2.1 The Council’s Commercial Procurement Unit, in conjunction with Services for Communities undertook a full OJEU tender exercise by placing an OJEU Contract Notice on the Public Contracts Scotland Portal on 10 May 2013 under Part A, Category 16 - Sewage and refuse disposal services; sanitation and similar services. Organisations noting interest were able to download the tender documentation attached to the contract notice.
2.2 Tenderers were invited to bid to be appointed to the Framework Agreement to service one or both of the following two Lots:
Main report. 2.1 The Council’s Commercial and Procurement Unit, in conjunction with Waste Services, undertook a full OJEU tender exercise by placing an OJEU Contract Notice on the Public Contracts Scotland Portal on 2 A ugust 2013 under Part A, Category 16 - Sewage and r efuse disposal services; sanitation and s imilar services. Organisations noting interest were able to download the tender documentation attached to the contract notice.
2.2 Tenderers were invited to bid to service one or more of the three Lots.
2.3 Fourteen expressions of interest were noted across all three Lots which resulted in four tenders being received for Lot 1 & Lot 2 and three tenders being received for Lot 3 by the tender closing date of 16 September 2013.
2.4 Tenders were evaluated by a pa nel consisting of three officers from the Council’s Waste Services, overseen by an of ficer from the Commercial and Procurement Unit. The evaluation panel used the following published evaluation methodology which placed an emphasis on quality as well as price with the aim of selecting the Tenders which represent the best overall value for money.
2.5 STAGE 1 (Selection Criteria) - The aim of the stage one evaluation was to allow the Council to identify suitably qualified and experienced tenderers in terms of compliance with Regulation 23 of the Public Contracts (Scotland) Regulations 2012 and compliance with mandatory criteria.
2.6 To successfully pass Stage 1 and be considered at Stage 2 Tenderers were required to pass all of the specified Selection Criteria.
2.7 STAGE 2 (Award criteria) - The aim of the stage two evaluation was to select the tender which represented the best overall value for money for each Lot. This evaluation included an emphasis on quality as well as cost with the application of a cost quality ratio of 70% cost and 30% quality.
2.8 The stage 2 quality analysis was based on the answers provided in response to the weighted Award Criteria questions which were scored using the published scoring matrix. The highest scoring bid for each Lot was allocated the 30% quality weighting. All other bids were scored on a prorated basis against the highest scoring bid.
2.9 Following completion of the stage 2 quality analysis, tenders were subject to a cost analysis which established the estimated cost of tenders by applying the prices quoted to the historical tonnage and uplift volumes as detailed in the specification. The lowest cost bid for each Lot was allocated the 70% cost weighting. All other bi...
Main report. 3.1 Key Issues The desired outcomes of this proposed new resourcing model are to: Provide confidence and assurance for Councils and their Chief Executives that multi- agency plans are in place which complement arrangements existing within councils; Have sufficient resilience to provide adequate cover, particularly during response to emergencies; Embed adequate governance arrangements to ensure consistency and performance management across all EPG areas; Align as best as possible with other organisations planning and response structures to allow for effective planning and response 3.2
Main report. 3.1 The DfC has written to the council requesting that a revised version of the SLA be endorsed by the council.
3.2 The SLA includes the changes made to the Affordable Warmth Scheme (AWS) for 2016-2017 previously brought to members including: Reduction in funding for the councils
3.3 The funding has been reduced from £153,000 in 2015/16 to a new annual figure of £92,000. Quarter 1 of 2016/17 will be at the same rate as quarter 1 of 2015/16 (i.e. £38,250) to allow transition and subsequently £23,000 per quarter for the remainder of the year. Council’s will receive a total of £107,250 for 2016/17. Reduction in the targets 3.4 The target for completed surveys has also been reduced from 1000 per year to 552 (46 per month). Confirming ratio of targeted referrals and self-referrals.
Main report. 3.1 To facilitate the delivery of BEMS upgrades to schools during the 2017 school summer holidays, this report seeks delegated authority to appoint suppliers to a framework agreement. This will allow the Council to progress the tender process in advance of the next Finance and Resources Committee cycle.
3.2 In consultation with Commercial and Procurement Services, it is intended that a contract notice will be placed for the BEMS Framework Agreement on the Public Contracts Scotland Portal during March 2017.
3.3 A cost/quality ratio of 60/40 will be applied in the evaluation. This is in recognition of the need to deliver both value for money and a quality service. Key quality factors for consideration will include the ability of tenderers to effectively project manage works and deliver BEMS installations to a high standard and in line with the Council’s BEMS specification.
3.4 Organisations noting interest in tendering will be able to download the tender documentation which will be attached to the notice.
3.5 Tenders will be evaluated individually by an evaluation panel consisting of a minimum of three members. On completion of the individual qualitative evaluation, a moderation meeting will be held by the Commercial and Procurement Services Lead, and attended by the members of the evaluation panel. Individual scores will be reviewed and debated and a consensus score will be reached for each Tender. The consensus score and justification for the decision will be recorded.
3.6 The Council will apply a two stage evaluation process to all tenders received:
3.6.1 Stage 1 (Selection Criteria & Exclusion grounds) - The aim of the stage 1 evaluation is to allow the Council to identify suitable Tenderers in terms of compliance with the procurement regulations and the minimum contract specific standards set.
3.7 Only Tenderers who demonstrate suitability in those terms will be taken forward and evaluated in accordance with stage 2.
3.7.1 Stage 2 (Award Criteria) - The aim of the stage 2 evaluation is to select the tenders which represent the best overall value for money. This evaluation will include an emphasis on quality as well as price.
3.8 The quality analysis will be based on the answers provided in response to the weighted Award Criteria Questions and will be scored as per the published scoring matrix. The 40% quality ratio will be applied to the weighted quality score.
3.9 Following completion of the quality analysis, Tenders will be subject to a cost analysis....
Main report. 4.1 A new aligned single supplier framework agreement for estate management services was designed to deliver efficiencies in cost and contract management, increase productivity and response times and to maintain and improve the standard and safety of the local environment for residents.
4.2 The framework agreement has been designed to cover the need for a single point of contact for empty homes estates clearance and security measures on Council homes across the whole of the city. Potential efficiencies and improved contract management are expected to be achieved using this framework agreement. The single aligned contract will ensure Council homes are protected from vandalism, flood and fire or incidents of anti-social behaviour and Council homes can be let efficiently.
4.3 Market engagement was carried out with a prior information notice being issued on 9 September 2019 to engage the market on the intention to have a single agreement to cover the needs of the Council. Six suppliers engaged and returned completed questionnaires. All six suppliers unanimously indicated that a single contract for all aspects of the service was achievable. Following this exercise an updated specification, pricing schedules and key performance indicators (KPIs) were developed to ensure the contract will provide the coverage required.
4.4 On 18 October 2019, the Council published a contract notice under an open procedure, as set out in Public Contracts (Scotland) Regulations 2015, with a tender submission deadline of 26 November 2019. The procurement procedure allowed the Council to identify suitable tenders in terms of compliance with the procurement regulations and the service specific criteria.
4.5 To identify tenderers offering best value the evaluation included an emphasis on quality as well as price and submissions were assessed on the basis of most economically advantageous tender. A cost to quality ratio of 60/40% was applied.
4.6 A total of 19 organisations registered interest in the Contract Notice and six tenders were received. A summary of tendering and the tender evaluation process is attached at Appendix 1 and recommended for award is attached at Appendix 2.
4.7 Further due diligence was conducted with the supplier offering the most economically advantageous tender. This due diligence was to ensure that the identified supplier idverde Ltd fully understood the requirements of the service. A meeting was conducted with representatives from idverde Ltd, Corporate Procu...
Main report. 4.1 Definition
Main report. 4.1 Each of the NOLB AA Hubs has continued to support young people during the Coronavirus (Covid-19) pandemic, with services pivoting to become more focussed on wellbeing and ongoing support to try to mitigate the effects of the pandemic on the young people’s mental health. As restrictions have eased, many of the providers have been able to reinstate face to face support for the most vulnerable young people.
4.2 However, towards the end of 2020, the service delivered in North West and North East Edinburgh was showing signs of failing to deliver suitable support. Initially these issues were dealt with informally by the Council’s internal NOLB team, and Capital City Partnership (CCP), who act as contract manager for the grants on behalf of the Council. From March, a series of monthly performance meetings were held to try to resolve these issues.
4.5 At a meeting with CCP on 9 June 2021, Community Renewal intimated their intention to withdraw from delivering the Hub activity in North West and North East Edinburgh (excluding the wider Leith area which is covered by The Citadel) at the end of Quarter 1, 30 June 2021. A written notification to this effect was received on 11 June 2021.
4.6 As AA provision was still required in North East and North West Edinburgh, Council officers and CCP staff commenced a small grants programme with a two-week application window through the Joined up for Jobs network. This used the same specification as the original process but the delivery period was amended to cover the 21 months remaining of the funding term.
4.7 Two bids were received for the opportunity and the bids were scored, against a number of set criteria, by senior officers from Skills Development Scotland, the Council and CCP.
4.8 Following scoring, the bid submitted by Barnardos scored highest and was subsequently approved by the Executive Director of Place, under the Scheme of Delegation urgency provision, to ensure continuation of service.
4.9 Council officers and officers from CCP worked with Community Renewal staff to ensure the smooth transition of the small number of remaining clients to alternative provision and worked with other partners to ensure that interim service was in place for any new referrals that may come forward.
