Decision

The Assistant Director of Property and
Investment has approved the award of a contract for the Flooring
Works Schedule of Rates Contract to Wilsons Development and
Construction Ltd (Company Number 8983160) as the most advantageous
tenderer for a period of 2 years with the option to extend for a
further year on two occasions to undertake planned preventive
maintenance and reactive repairs in relation to the Council's land
and property with an estimated contract value of £400,000
over a period of four years

Reasons for the decision

Wirral Borough Council has a large portfolio
of assets that require flooring works, including planned and
reactive work. Ensuring that the Council has the ability to appoint
contractors to do this work is an essential step to take.

Presently the Facilities Management team provide planned and
reactive maintenance services for the Council's land and property
either directly or on behalf of the Council's service areas. In
addition, the Council is implementing a Corporate Landlord Model,
whereby ultimately this team will be responsible for the
maintenance of Council owned land and buildings in the future,
excepting schools, which have differing management arrangements.
The Council's property portfolio is comprised of a mixture of
operational and non-operational assets, ranging from offices and
publicly accessed venues, commercial and retail properties and
assets held for regeneration and schools.

The Council has a statutory duty to ensure that its assets comply
with relevant Health and Safety legislation.

The award of the new flooring works contract will allow the
Council's Facilities Management team to deliver flooring works
reactive repairs and planned preventative maintenance work on the
Council's land and property portfolio. This includes minor capital
maintenance works.

Tenders were advertised to 94 suppliers with 3 noting an intent to
respond. The 2 tenders were submitted, including from Wilsons
Development and Construction Ltd. They were evaluated on price,
quality and social value submissions and moderated with the
Council’s Procurement Team. Details of the tender evaluation
are set out in the exempt Appendix 1.

Appendix 1 is exempt from publication pursuant to paragraph 3 of
part 1 of Schedule 12 A of the Local Government Act 1972
(Information relating to the financial or business affairs of any
particular person (including the authority holding that
information)) because it contains or refers to information relating
to the financial and business affairs of tenderers and the Council
and the public interest in maintaining the exemption outweighs the
public interest in disclosure.

The evaluation criteria was based on price (50%), quality (40%) and
social value (10%).

Quality elements of the tender return were evaluated by three
officers from the Asset Management team, completing individual
scoring sheets which were moderated by Procurement.

The Pricing element of the tender return was scored separately by
the Procurement team
The final scores were brought together by the Procurement team in a
weighted "evaluation matrix" which determined the preferred
tenderer. The tender submitted by Wilsons Development and
Construction Ltd represents the most advantageous tender
received

Alternative options considered

There is not a do-nothing option. The Council
needs to have a contract in place as the Council has a statutory
duty to ensure that its assets comply with relevant Health and
Safety Legislation and Regulations

The Council could look to let individual pieces of work on a
case-by-case basis. This would present a significant challenge to
administer, significantly increase the cost of administration and
would not be satisfactory for certain works, for example emergency
call out. Not commissioning would generate significant challenges
to the Facilities Management team, impacting their operational
effectiveness, in provision of works and would have significant
implications for the operation of the Council's property portfolio,
which may lead to asset non availability or Health and Safety
implications.

The Council could explore other options, for example outsourcing
models, however there is a requirement for a contract to be in
place now to enable delivery of works and any development of a
proposal for outsourcing would need to be properly developed, so
the best outcome for the Council could be achieved and the contract
mobilised