FACILITIES MAINTENANCE CONTRACT

Transcription

1 FACILITIES MAINTENANCE CONTRACT for TRANSITION AND CONTRACT MOBILISATION Prepared by: Barry Russell Facilities Manager Asset Management Services I am satisfied that the arrangements detailed in this document meet the University of Tasmania requirements and I approve the methodology proposed, resource membership of the transition teams and their responsibilities. APPROVED / NOT APPROVED Matt Smith Director, Asset Management Services Date: October 2007

2 EXECUTIVE SUMMARY Background Request for tenders for the provision of maintenance services was called in 2001 and a 3+3 contract awarded to Resolve FM from 1 January The contract was to be re-tendered during 2007 to enable UTAS to ensure it is receiving value for money for the delivery of maintenance services. On 4 June 2007, UTAS once again sought invitations from companies to register interest in undertaking maintenance and minor works services for the period (with options to extend the term) in the areas of General Building and Facilities Maintenance (GB&FM) and Fixed Plant and Equipment Maintenance (FP&EM). A Tender Evaluation Plan (TEP) was documented and approved by Mr Bernard Lillis, Executive Director Finance and Administration. The TEP detailed a two-stage selection process to pre-qualify suitably experienced organisations to tender for the Facilities Maintenance Contract (FMC). It also contained a process for qualitative tender assessments with a separate value for money assessment of the tendered prices and also to recommend a preferred tenderer. The FMC is documented for a statewide undertaking (including Australian Maritime College at Newnham) and is for a threeyear period with an option for a further two-year and one-year extension [3+2+1]. Three out of four invited company s submitted tenders. The recommendation of the Tender Evaluation Board (TEB) noted that UTAS should enter into contract negotiations with Spotless P&F. On 17th October 2007, Mr Lillis approved the minutes and recommendation of the Maintenance Contract TEB and approved Asset Management Services to commence contract negotiations and signoff with Spotless P&F Pty Ltd. This Implementation Management Plan (IMP) details tender closure processes, UTAS involvement and responsibilities for demobilisation of the existing Resolve FM contract and the implementation and mobilisation on the new contract with Spotless. Transition and contract program The contract implementation period is scheduled to start 1st November The documented maintenance activity start date for the new Facilities Maintenance Contract is 1 st January 2008 but as UTAS is not back from the Christmas break until Wednesday 2 nd January, the contract activity/task effective date on the ground will be 2 nd January The objectives of this IMP are: OBJECTIVES OF THE IMP (i) (ii) (iii) to ensure successful closure of the tender process; to successfully negotiate a contract with the preferred tenderer matched to the requirements of the specification, agreed contract conditions and contract timelines; to actively participate in the contract mobilisation and ensure a collaborative approach between the new and the incumbent service provider during the transition period; - 2 -

3 (iv) (v) to ensure that UTAS information loss from current works is negligible during transition; and to ensure that contract transition is seamless to UTAS core business activities. IMPLEMENTATION ACTION STRATEGIES Objective 1 Closure of Tender phase (a) File all original copies of tender documentation, submissions and correspondence. Scan as necessary for electronic filing of agreed documents in accordance with UTAS policies. (b) Provide notification to tenderers advising of status and outcomes of tender assessments. (c) Undertake tender debriefing sessions for unsuccessful tenderers. (d) Undertake a review of the FMC tendering process with key AMS stakeholders to identify process effectiveness or deficiencies. Document procedures and flowchart processes for future reference. Objective 2 Finalise Contract details and arrange Contract signing (e) Review Preferred Tenderer (PT) submission for compliance and acceptance (note requests for changes to contract clauses) with UTAS legal and insurance officers and provide response to tenderer. (f) Undertake due diligence reviews of proposed contract Quality Management Plan and Operation Manual to ensure alignment with the requirements of the contract and specification. Bring forward all findings of possible misunderstanding of requirement or non-compliance issues to transition team meetings for review, agreement and documentation updating. (g) Review Spotless system proposals and agree on broad concept for usage. (h) Compile and bind contract documentation in preparation for signing. Arrange for legal office and EDFA sign off prior to sending to PT. Objective 3 Contract implementation and mobilisation (i) In conjunction with both outgoing and incoming contractors, review proposed transition plans, attend workshops, develop milestones, timelines and transition management team membership. (j) Develop a register of issues to effectively manage transition between service providers. (k) Provide adequate access, familiarisation and training of University systems to the contractor. (l) Undertake due diligence reviews of existing UTAS system data to allow effective development of the contractors maintenance plan

4 (m) Review and agree on draft maintenance plan provided by contractor. (n) Collaboratively document agreed procedures and flowchart processes to assist in contract management. Objective 4 Manage information loss during transition (o) Identify possible risks to UTAS during demobilisation of the incumbent contractor. Develop risk management plans to mitigate any possible loss. Objective 5 Minimise effect on core business during transition (p) Provide adequate resource for UTAS transition team membership to effectively cover all activities required during the contract transition and implementation period. New system process will be required to be developed to manage the specified requirements of the contract. Resources aligned to familiarisation of systems (q) Develop effective communication plan/s to all stakeholders of the UTAS Facilities Maintenance Contract. (r) Effectively participate in transition team meetings to ensure agreed milestones and targets are met during the transition period. ACTION PLAN DEVELOPMENT & MANAGEMENT Action plans are required for all the above strategy points and will be developed in detail as the implementation program proceeds. AMS transition management team Transition team participation for this Facilities Maintenance Contract is two fold. Firstly UTAS is required to participate in and assist in managing the transition in of the new contractor. Secondly UTAS is required to effectively manage the transition out of the incumbent contractor. The membership of the AMS transition team is as follows: 1. Barry Russell, UTAS Team Leader (Co-Chair with each Contractor); Responsible for the development of communication strategies; tender debriefing sessions; initial action plans, contract and specification interpretation and understanding; managing initial systems supply, facilities and asset data; managing the development of training programs and the program coordination of the outgoing service provider. 2. Annabel Szramka, Policy and Admin Coordinator; Responsible for stakeholder communication development, management of policy and procedures development as well as ensuring statewide consistency of task processing matched to specifications and contract conditions for the Spotless transition in period

5 3. John Crosswell, Northern and Cradle Coast Regions site Coordinator; Responsible for liaison with the Contractors staff for site-specific facilities and asset familiarisation, security access to facilities, providing the most up to date data on regional assets, managing the effective handover of regional based critical spares and equipment and assisting the transition out of the outgoing service provider. 4. Troy Finearty, Southern Region site Coordinator; Responsible for liaison with the Contractors staff for site-specific facilities and asset familiarisation, security access to facilities, providing the most up to date data on regional assets, managing the effective handover of regional based critical spares and equipment and assisting the transition out of the outgoing service provider. 5. Michael Bird, AMC site Coordinator; Responsible for liaison with the Contractors staff for site-specific facilities and asset familiarisation, security access to facilities, providing the most up to date data on assets, managing the effective handover of site specific based critical spares and equipment for the Spotless transition in period. 6. Sally Docherty, Secretarial; Responsible for minute taking at each Resolve FM meeting (Spotless responsible for minutes at their meetings), updating UTAS registers (Issues and Risk) and providing electronic copies of formalised minutes and reports to each member of the team within the agreed time. The above team will meet regularly (perhaps weekly) with Spotless P&F. Times and locations will vary and it will be valuable to alternate meetings if possible to each region of UTAS to assist the team members in gaining a solid familiarisation of issues at each site. The meetings with Resolve FM will be initially set at weekly. The actual times and locations will be matched to align with Spotless and UTAS transition requirements. It may not be necessary for all the above AMS team members to attend each meeting. In addition to the above team the following staff may be required to attend meetings where specific items need to be addressed. Other AMS staff will be seconded as required to ensure an effective Contract implementation. 7. Ian Caletti, IT and Systems Coordination; Responsible for liaison with the Contractors IT staff and UTAS IT staff for implementing systems, providing advice on UTAS system capability and connectivity, arranging for Contractors staff log on privileges to systems, providing long term system lease coordination. 8. Pam Crawford, Communications and Process Development; Responsible for assisting with formal stakeholder communication and assistance with documentation of process and procedures. Systems Training A small working party will be required to deliver systems and process training to Spotless during the transitional period. The key area of training that will be required is with Pinnacle and - 5 -

6 should be developed and delivered by those that currently work within the existing system and hold appropriate knowledge. The following AMS staff will develop and deliver initial transitional training: 1. Barry Russell Responsible for broad training in system capabilities matched to contractual requirements, key AMS processes identification and the development of systems usage; 2. Ian Caletti Responsible for training in system security, system capability, existing interfaces with other corporate programs and reviewing development options; and 3. Lisa Brazendale Responsible for training in help desk activities and job request and work order management from a day-to-day user perspective. Additionally Spotless P&F staff will require operational training on Systems other than Pinnacle as the contract develops. Those systems include: Archibus SisFM MIRU Pokana KEY ACTIONS & ACTIVITIES The following key activities/tasks are identified as being critical to moving forward with the Spotless contract implementation and the Resolve FM demobilisation to meet scheduled targets. In most cases they are items that are already underway or are in the process of being developed prior to Contract signing. Detailed information on these tasks will be identified in the IMP Action Plan. 1. Tenderer debriefing Unsuccessful tenders have been advised of tender outcomes and have been offered a debrief session at a mutually convenient time early November This could also include those companies unsuccessful during the Invitation to Register stage. AMS will develop a register of appropriate debrief information in advance of the debriefs. Debrief sessions will be attended by the Chair of the TEB and at least one other board member. Records of all debrief sessions and discussions will be held on file. 2. Review of Preferred Tenderer submission for compliance The Preferred Tenderer submission must be reviewed for compliance and acceptance (i.e. requests for changes to contract clauses) with UTAS legal and insurance officers. Once negotiations and agreement is reached contract documents can be drawn together and bound in preparation for signing

7 3. Issues and risk registers AMS must identify transitional issues and possible risks that could occur during demobilisation of the incumbent contractor and the implementation/mobilisation of the new contractor. Issues and Risk registers are to be developed and managed to aid the mitigation of possible conflict or loss. 4. Due diligence review of proposed Quality Management Plan (QMP) The UTAS transition team must undertake a due diligence review of the proposed Spotless QMP. The Spotless QMP is a simple english version /interpretation of the contract conditions and specification requirements and details operational plans to meet the contract requirements. The due diligence review should identify oversights, misunderstandings and document mistakes. 5. Due diligence review of existing Pinnacle asset data The UTAS transition team must undertake a due diligence review of the existing Pinnacle asset data for accuracy and completeness. For Spotless P&F to develop an accurate and effective maintenance plan the data supplied by UTAS must be reviewed and quality checked. The impact and process of reviewing the asset hierarchy for consistency of Asset Type and Descriptions must be complete prior to developing new maintenance plans. AMS Facilities Maintenance Officers will be involved in this activity. 6. Site accommodation and system access It is recognised that during the transition period the Spotless transition team will require desk space and access to the UTAS Pinnacle system. Accommodation and computers currently used by Resolve FM will not become available until after the demobilisation of the RFM contract. A site telephone/fax may be useful during this period. 7. Systems Training Spotless will require systems training in the early part of the transitional period. The key area of training that will be required is with Pinnacle. The training will start with a simple overview of the system capabilities (similar to that undertaken by AMC property officers). More detailed training will then need to be tailored and delivered to suit the contractually agreed system usage. This depth of training will become apparent from transition and mobilisation discussions. 8. Inductions of contract and subcontractor staff Spotless staff will all require induction training into UTAS. This should be a simple process that can be undertaken as per normal contractor inductions and should be undertaken just prior to the contract taking effect (suggest mid December). Spotless will incorporate the UTAS induction requirements into their staff and subcontractor induction programs. The Spotless subcontractor induction program is undertaken online, therefore a review of the system will be required to ensure compliance with UTAS requirements. Special site and building inductions must also be considered and included. 9. Communication plan A communication plan will be developed to advise all UTAS stakeholders of the outcome of the tendering process. The communiqué should occur as soon as a contract is signed. The content should contain information on key transition actions and have feedback mechanisms for those - 7 -

8 stakeholders that wish to offer comment or concern on various issues. All key stakeholders will be asked to review the impact of the new contract in their area of responsibility. 10. UTAS system sustainability The Spotless submission includes updating of Pinnacle to version 4, the introduction of Web Express, the use of Pinnacle Walkabout hand held scanners for maintenance tasking and the development of an interface program between Pinnacle and the Spotless DES system. All this is at nil cost to UTAS. The ongoing sustainability of Pinnacle must be reviewed and it is imperative that a UTAS decision is made on the continuing use of Pinnacle prior to Spotless investing money into the system

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