Attendees: Peter Moore, Andrew Bland, Ken Frazer, Peter Hopfmueller, Ray Sputore, Glen

Attendees: Peter Moore, Andrew Bland, Ken Frazer, Peter Hopfmueller, Ray Sputore, Glen

Attendees: Peter Moore, Andrew Bland, Ken Frazer, Peter Hopfmueller, Ray Sputore, Glen Donaldson, Jennifer Cabassi, Phil Cave

Date: 12 Jan 2018

Metronet Survey

Potential role(s) your company could adopt in delivering METRONET rail projects (no more than 200 words)

What is your organisation's experience in WA's Civil Construction sector (no more than 200 words)? Type N/A if not applicable.

What is your organisation's experience in Australia's Civil Construction sector (no more than 200 words)? Type N/A if not applicable.

What is your organisation's experience outside Australia's Civil Construction sector (no more than 200 words)? Type N/A if not applicable.

What is your organisation's experience in WA's Rail sector (no more than 200 words)? Type N/A if not applicable.

What is your organisation's experience in Australia's Rail sector (no more than 200 words)? Type N/A if not applicable.

What is your organisation's experience in WA's Structure and Building sector (no more than 200 words)? Type N/A if not applicable.

What is your organisation's experience in the Structure and Building outside Australia (no more than 200 words)? Type N/A if not applicable.

Our critical success factors

In your personal experience what are the top 3 critical success factors in delivering transport infrastructure projects?

  1. Clearly defined scope of works and basis of design inclusive of Collaboration between client, designers and contractors
  2. Appropriate procurement and delivery model for the projects (commercial and risk allocation)
  3. Availability of experienced people and resources to deliver each stage of process in a timely manner

Ranking required below

What factors would influence your organisations decision to participate in the procurement of METRONET projects within the program?

Appropriate procurement and delivery model for the projects (commercial and risk allocation) which includes fair consideration of costs to bid and the number proponents short listed

The PTA is keen to understand relevant lessons from projects in other jurisdictions. In general terms, please share your organisation's lessons learnt, opportunities for improvement and how they may apply to METRONET projects?

  • Certainty of work (i.e. commitment of funding, elections risks)
  • Early communication and interaction with industry about procurement model to be able to plan and build partnerships to provide sufficient capability and resources to deliver scope of work
  • Equable risk allocation for all parties to attract contractors away from resource sector work
  • The provision of sufficient Rely Upon information (e.g. geotech, utility services, third party requirements) will provide timely delivery and certainty of cost, and minimise contingent risk allocation
  • Having timely approvals in place and understanding of commitments (e.g. federal, state and local government approval)
  • Rejection of unusually low priced bids will reduce number of claims during project delivery

In the delivery of transport infrastructure projects, what commercial arrangements (payment mechanisms) do you suggest create the best outcome for the PTA and public transport users?

  • Contract terms to be cash flow neutral which will attract value to the downstream supply chain (e.g. remove financing charges and maximise sub-contractor pricing
  • Cap limit of liability
  • No consequential losses
  • Sensible bonding (e.g. less than 10%, risk based assessment post PC (not just straight to 50% reduction), Bank Guarantees or Insurance bonds be acceptable).

In the delivery of transport infrastructure projects, what performance metrics do you suggest to drive a cost-efficient outcome for the PTA and public transport users?

  • Delivery on time
  • Participation rate of WA Contractors vs national / international contractors
  • Community and Public transport user acceptance
  • Training programs producing skilled outcomes rather than training hours provided (i.e. support the Jobs Bill)
  • Aboriginal participation rate for employment and businesses appropriate to project location

In the delivery of transport infrastructure projects, what do you believe are the advantages/disadvantages of linking performance metrics to payment modification?

Advantages

Incentive for contractor to achieve KRA and financial benefits

Alignment of all parties

Alignment of risk allocation

Encourage constructive collaboration

Disadvantages

Selection of wrong KRA

Inability to correctly link the KRA / financial rewards to the desired client outcomes

How do you suggest tendering costs be minimised?

  • Client provide clarity on willingness to except alternatives so as to reduce contractor wasted cost of time and effort, e.g. hold interactive sessions during the tender period
  • Reasonable payment of tender cost to unsuccessful components
  • Client completing the Rely Upon information and design on behalf of all tenderers
  • Provide a detailed feature survey
  • Appropriate procurement model for the respective projects, taking into consideration size and risk
  • Reduce deliverables during tender e.g. provider the minimum information to allow the client to assess tenders
  • Robust EOI process to shortlist proponents
  • Appropriate durations for EOI, tender preparation and evaluation.
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