Main report Sample Clauses
The 'Main report' clause establishes the requirement for the preparation and delivery of a comprehensive primary document summarizing key findings, progress, or outcomes related to a project or agreement. Typically, this clause outlines the format, content, and deadlines for submission, and may specify who is responsible for compiling and reviewing the report. Its core practical function is to ensure that all parties receive a clear, consolidated account of essential information, promoting transparency and informed decision-making throughout the course of the engagement.
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. 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. 4.1 The framework agreement encompasses the provision of Plant vehicles with operators utilised to assist ERS with completing their statutory duties where additional vehicles and operators are required. The framework also includes for on- call gritters in cases of extreme weather.
4.2 The framework contains 7 lots: Lot 1 - Road Planers Lot 2 - Road Sweepers Lot 3 - Road Lorries Lot 4 - ▇▇▇▇▇▇▇ Vehicles Lot 5 - Hi-Ab Cranes Lot 6 - Lowloaders Lot 7 - Road Finishers
4.3 The Lotting structure was agreed to align with the service redesign with regard to ongoing and future works and ensuring continuity of supply, therefore Lot 1 and Lot 3 are awarded to 3 suppliers, and is awarded per item. Lot 2, Lot 5, Lot 6 and Lot 7 are awarded to 5 suppliers and Lot 4 a single supplier due to the nature of on-call payments.
4.4 Each Lot contains comprehensive information on how suppliers will deal with breakdowns, repairs and replacements along with robust KPIs to reduce impacts upon ongoing Council operations.
4.5 Commercial and Procurement Services (CPS), in conjunction with ERS undertook a full OJEU tender exercise. On 17 January 2019, the Council published a Contract Notice under an Open Procedure, as set out in the Public Contracts (Scotland) Regulations 2015, with a deadline of 19 February 2019.
4.6 The procurement procedure allowed the Council to identify suitable tenders in terms of compliance with the procurement regulations and the service specific criteria. To identify suppliers offering Best Value the tender evaluation included an emphasis on quality as well as price, and submissions were assessed on the most economically advantageous tender. The cost: quality ratio was set to reflect the need for a quality service at the most economical price. All lots were weighted 40% quality and 60% price. An overall minimum quality threshold of 30% (12 out of 40) was applied. The scores and ranking of recommended suppliers are detailed at appendix two.
4.7 A total of 30 suppliers registered interest in the Contract Notice, with tenders received from 15 suppliers.
4.8 Lot 1 received 7 submissions, Lot 2 received 7, Lot 3 received 6, Lot 4 received 3, Lot 5 received 4, Lot 6 received 8 and Lot 7 received 4 submissions. One supplier tendering for Lot 1, Lot 2, Lot 3, Lot 6 and Lot 7 went in to liquidation, whilst a further supplier on Lot 3 was deemed as non-compliant, another supplier failed the quality on Lot 1, Lot 2, Lot 3 and Lot 4. Therefore, based upon the quality: cos...
Main report. 4.1 The specifications for both Frameworks are similar, so a decision has been taken to combine them, taking the opportunity to mitigate the same risks and to improve other aspects of the tender (including Key Performance Indicators (KPIs) and Community Benefits), whilst ensuring the tender remains accessible to micro- enterprises. This means that the approach to assessing and evaluating quality has been reviewed.
4.2 The current Frameworks are managed by the Travel Hub and naturally align in terms of customers, Council priorities, legislative requirements and risk, and the wider supply market.
4.3 The approach to create a single Framework is also intended to support the need for the new Framework to be in place by the end of summer 2024, to align with the new school session and to ensure that the statutory provision is allocated.
4.4 The scope of the new Passenger Transport Framework will allow greater market engagement and should increase available capacity, resulting in efficiency savings and the potential to minimise cost increases by both increasing competition and managing demand for these services, such as by promotion of and support to uptake the free bus pass scheme.
4.5 The new Passenger Transport Framework also takes into consideration changes in usage levels due to the COVID-19 pandemic and Ukraine conflict, the potential to challenge demand and deliver savings via promotion of the free bus pass scheme, and also places appropriate emphasis on environmental factors (such as the introduction of the Low Emission Zone (LEZ) and the Edinburgh 2030 Climate Strategy as well as carbon measures) detailed in the specifications.
4.6 However, incorporating the current Frameworks into one strategic approach and procurement resource issues has resulted in unavoidable delays to the procurement timeline.
4.7 Commercial and Procurement Services (CPS) published a Contract Notice on 26 March 2024 with returns due on 29 April 2024. This seeks tenders for the following Lots:
4.7.1 Lot 1 - Vehicle and Driver – Unescorted;
4.7.2 Lot 2 - Vehicle, Regular Driver and Regular Passenger Assistant including option for Out of Authority Routes;
4.7.3 Lot 3 – Unescorted Passenger Transport; and
4.7.4 Lot 4 - Coach Excursions and Associated Services Vehicle and Regular Driver – Unescorted (including option for Out of Authority Routes).
4.8 A cost/quality ratio of 60% Quality : 40% Price has been applied to each Lot to ensure that high quality suppliers are appointed, as well a...
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. The main body of the report is to include the general items relevant to all Management Surveys and Completed Services. This will include but will not be limited to details on the following:
Main report. 4.1 In August 2021, the Council published a Prior Information Notice on Public Contracts Scotland with a view to alerting the market to this requirement.
4.2 On 15 December 2021, the Council published an open tender in accordance with the Public Contracts (Scotland) 2015 Regulations. A cost quality ratio of 40% price, 60% quality was applied.
4.3 The quality analysis was based on weighted award criteria questions, which were scored using a 0 to 10 matrix. Tender submissions were evaluated by officers the Council’s Housing service, placing an emphasis on quality, as well as price.
4.4 The tender results, combining the quality scores and the price evaluation to derive an overall score for each bidder out of a maximum of 100%, are:
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. 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.